1. Performance Management

2. VALUEADDED OLDNEWNEWEST FocusMeasuresRater Rates Consequences Method of Implementation DriverOutcomesScorecardTraits/OutcomesBoss “Merit” Pay Distribution Human Resources Individual measures StrategicOutcomes/Behavior 360 degree Boss/subordinates/self/peers Pay for performance/ Development promotion Formal training ManagementAlignment Competitive advantage Speed/quality/timeliness/ value behavior 360+Customer Continuous improvement and learning Customer satisfaction/dissatisfaction Involvement/empowermentCustomers Customer satisfaction/success New Paradigms in Performance Measurement and Management

3. Getting at the cause of inadequate performance Significant difference exists between actual performance and expected: Results Performance Characteristics Special goals Aware of what was expected Aware of own performance Uncontrollable negative factors Lack of ability Lack of motivation YES NO YES How can goals & standards be made clear? How can the subordinate be “sensitized”? How to avoid, eliminate or accommodate How to train How to motivate

4. Performance Managing PLAN Targets Feedback MANAGEAPPRAISE Review Rate TARGET REINFORCE COACH

5. Constructive Criticism Be descriptive rather than evaluative. Describe your reaction without being judgmental. Give the party freedom to accept or reject your reaction. Be descriptive rather than evaluative. Describe your reaction without being judgmental. Give the party freedom to accept or reject your reaction. Be specific. Don’t generalize from a sample of one or two instances. For example, instead of saying “You dominate and intimidate others,” you might say, “At the meeting I felt you came on pretty strong when you…” Be specific. Don’t generalize from a sample of one or two instances. For example, instead of saying “You dominate and intimidate others,” you might say, “At the meeting I felt you came on pretty strong when you…”

6. Constructive Criticism Address the needs of the person you’re correcting. Maintain their self-esteem and personal worth. Relate the desired behavior to an increased level of self- esteem. Address the needs of the person you’re correcting. Maintain their self-esteem and personal worth. Relate the desired behavior to an increased level of self- esteem. Address specific behavior (actions) that the other person can do something about. Do not address personality issues. Address specific behavior (actions) that the other person can do something about. Do not address personality issues.

7. Constructive Criticism Get the other person to ask for feedback. Give only a little. Then stop and ask if they want you to elaborate and share your other perceptions. Make the session a dialogue by involving the other person. Get the other person to ask for feedback. Give only a little. Then stop and ask if they want you to elaborate and share your other perceptions. Make the session a dialogue by involving the other person. Select the best time to give the feedback in a private (confidential), unhurried, relaxed manner. Ask if this is a good time. If the other person’s priorities are elsewhere, agree on another time and place. Select the best time to give the feedback in a private (confidential), unhurried, relaxed manner. Ask if this is a good time. If the other person’s priorities are elsewhere, agree on another time and place.

8. Constructive Criticism Have the other person summarize your concerns and the action to be taken. This will let you know if the message was understood and accepted. It may also reinforce their resolve to take corrective action. Have the other person summarize your concerns and the action to be taken. This will let you know if the message was understood and accepted. It may also reinforce their resolve to take corrective action. Be sure you have a sufficient sample of behavior and aren’t jumping to erroneous conclusions based on an isolated instance. Check with others to see if the behavior that bothers you is bothersome to others. Be sure you have a sufficient sample of behavior and aren’t jumping to erroneous conclusions based on an isolated instance. Check with others to see if the behavior that bothers you is bothersome to others.

9. Counseling Gives the employee the opportunity to reduce anxiety by talking. Gives the employee the opportunity to reduce anxiety by talking. Stimulates problem-solving behavior by focusing on the reality of the problem (coping, resolving, or referring). Stimulates problem-solving behavior by focusing on the reality of the problem (coping, resolving, or referring). Successful counseling helps employees develop a sense of responsibility. Successful counseling helps employees develop a sense of responsibility.

10. Counseling Non-directive approach to counseling Non-directive approach to counseling Proper techniques of interviewingProper techniques of interviewing Clarification Clarification Focusing Focusing Summarizing Summarizing Alternative (Action) Alternative (Action)