1 infopeople webcast series : [email protected] infopeople webcast series : making performance...
TRANSCRIPT
1
Infopeople Webcast SeriesInfopeople Webcast Series: :
Making Performance Evaluation Work for You
May 15, 2006Noon – 1:00 pm
Presenter: Paula M. Singer [email protected]
2
HousekeepingHousekeeping
Today’s webcast:Today’s webcast: presentation: 50 minutespresentation: 50 minutes Q&A: final 10 minutesQ&A: final 10 minutes
Submit your questions via ‘Chat’ Submit your questions via ‘Chat’ duringduring webcast so presenter gets them in timewebcast so presenter gets them in time
Fill out evaluation during Q&AFill out evaluation during Q&A
Don’t wait for Q&A to submit questions
Webcast Archives:http://infopeople.org/training/webcasts/archived.html
3
When to Use ChatWhen to Use Chat
Chat Area ThereList of Participants There
• Get help with technical difficulties •send message to “HorizonHelp”
• Ask presenter questions•send message to “ALL”
• Chat with other participants•“select name from dropdown list”
4
AgendaAgenda
Performance Management ModelPerformance Management Model The Process:The Process:
Planning Planning
Coaching Coaching
Reviewing PerformanceReviewing Performance Setting GoalsSetting Goals Providing FeedbackProviding Feedback
5
The Basics The Basics
Optimizing human resources by setting clear, relevant
expectations.
Rewarding performance based on objective
evaluations.
6
Why? HHelps communicate strategic goalscommunicate strategic goals Improves productivity Improves productivity Clarifies expectations Satisfies the need to know – “How am I
doing?” Promotes and 2-way communication Builds stronger working relationships
7
Also…Also…
Identifies high performers/low performers
Provides opportunities for career development
Provides a basis for HR actionsProvides formal documentation
8
Performance Management ModelPerformance Management Model
Strategic
Planning
Perfo
rmance
Plann
ing Coaching
Evaluation
Your Library
9
Performance Performance Management Management ProcessProcess
Performance Planning:Performance Planning: communicating communicating and aligning expectations and gaining and aligning expectations and gaining commitmentcommitment
Coaching Performance:Coaching Performance: giving positive giving positive and negative feedbackand negative feedback
Evaluation:Evaluation: shared understanding; shared understanding; consistency in ratings consistency in ratings
10
Objectives (“The What”)Objectives (“The What”)Cascade from the TopCascade from the Top
Library Strategic Priorities
Department Objectives
Employee Objectives
11
Operationalzed ObjectivesOperationalzed Objectives Anytown Library’s
Strategic Objective
Department Objective
Employee Objective
Provide excellent customer service
Develop customer-driven standard of expectations
Develop questionnaire for customers
12
Performance Management Begins with Performance Management Begins with Performance PlanningPerformance Planning
Performance Planning discussion
Departmental and individual performance objectives; job description requirements
Set SMART Goals
Evaluation
Coaching
Strategic
Planning
Perfo
rmance
Plann
ing
13
Performance Objectives are…Performance Objectives are…
Statements of end results expected within a Statements of end results expected within a specified time periodspecified time period
For each objective, describe the result, indicatingFor each objective, describe the result, indicating QuantityQuantity QualityQuality Time frameTime frame Percentages, or other specific measuresPercentages, or other specific measures
Each objective…….Each objective……. Ties to the overall strategy of the department and Ties to the overall strategy of the department and
ultimately the libraryultimately the library
14
Performance ObjectivesPerformance Objectives
Basic Work Objectives Challenge Objectives Professional/Personal Development
Objectives
16
General Tips for Writing SMARTGeneral Tips for Writing SMARTPerformance ObjectivesPerformance Objectives
Specific
Measurable
Achievable
Relevant
Time-sensitive
17
Sample Performance ObjectivesSample Performance Objectives
SMART Objective:SMART Objective: Ensure all fines collected are
counted, entered in the accounts receivable system and deposited daily
Proactively meet with children’s department staff 1x/ month to update on new programs and services, collection changes, schedules, etc.
Attend INFOPEOPLE webcast on performance management on May 15
Too Vague: Handles overdue fines.
Addresses issues of importance with staff on an ongoing basis.
Maintains current knowledge of human resources issues.
18
Sample Performance ObjectivesSample Performance ObjectivesSMART Objective Gather previous year turnover Gather previous year turnover
data from branches, including data from branches, including length of tenure and reason for length of tenure and reason for leaving by end of 1leaving by end of 1stst quarter quarter
Draft customer survey to Draft customer survey to assess customer needs and assess customer needs and expectations for distribution to expectations for distribution to customers by July 1.customers by July 1.
Develop internal procedures Develop internal procedures for Help Desk and support for Help Desk and support staff by 6/30 to include staff by 6/30 to include response time and accuracy response time and accuracy percentagespercentages
Too VagueToo Vague Gather staff turnover Gather staff turnover
informationinformation
Define customer needsDefine customer needs
Develop procedures for Develop procedures for technical support stafftechnical support staff
19
The “VALUE” ChecklistThe “VALUE” Checklist
VVerifiableerifiableAAccountableccountableLLinkedinkedUUsefulsefulEEasily Trackedasily Tracked
20
Anytown Public LibraryName: Date:
Service Response/Goal
Objective Measures of
Success
Need to
Work With
Resources
Required
CompleteBy
21
Library Goal
SMART Objective
Measures of Success
Need to
Work With
Resources
Required
CompleteBy
Customer Service
Develop questionnaire to measure customer service
1. Best practice research – presentation Mgmt2. Draft ; pilot3. Finalize
Ref Librarian, HRPRMgm’t comm
$200 to attend class
$500 --statistician
August 2006
September 2006December, 2006
22
Conducting an Objective Setting Meeting
Agenda Discuss employee’s draft objectives Ensure they are SMART and pass the ‘stretch but
achievable’ test Arrange for finalizing any updates or changes Express confidence in
employee’s ability to achieve all identified objectives Summarize and offer ongoing support
23
Performance Management Performance Management Process: CoachingProcess: Coaching
Day to Day: observe coach reinforce give/ask for feedback
Progress Review Collaborative evaluation
Evaluation
Coaching
Strategic
Planning
Perfo
rmance
Plann
ing
25
CoachingCoaching Providing instruction, Providing instruction,
direction, guidance, direction, guidance, encouragement and/or encouragement and/or correctioncorrection
Built on trust and open Built on trust and open communication communication
Part of the daily work routinePart of the daily work routine A learning opportunityA learning opportunity Given – received – acted uponGiven – received – acted upon Employee must take Employee must take
accountability accountability
28
THISCustomers called me on 5 occasions because Bill hadn’t gotten back to them with information they needed.
VERSUS Bill is too lazy to provide good service to customers. (judgment, not fact)
Suzy noticed that our copier broke down frequently, and brought me the brochure for a different brand, which she used at her last job.
Suzy shows initiative. (not a specific example)
As a member of work team to implement the new self-check system, Mary Anne invited others to express their views. One member was reluctant to speak, so Mary Anne talked to her privately.
Mary Anne listens to and considers all points of view.
29
Performance Management Performance Management Process: EvaluationProcess: Evaluation
Self-evaluation Supervisor evaluation Evaluation discussion
Evaluation
Coaching
Strategic
Planning
Perfo
rmance
Plann
ing
30
Collaborative EvaluationCollaborative Evaluation
Ongoing Ongoing Regular feedback and Regular feedback and
communicationcommunicationSelf assessment, supervisor input Self assessment, supervisor input
and open dialogueand open dialogueMeeting and formal evaluation Meeting and formal evaluation
documentdocument
32
A/B/Cs of DocumentationA/B/Cs of Documentation
ACCURATE and IMMEDIATEACCURATE and IMMEDIATE
Based on observable BEHAVIORS Based on observable BEHAVIORS
and RESULTSand RESULTS
CONSISTENTCONSISTENT
33
Manager PreparationManager Preparation
Review goals and objectives, actual Review goals and objectives, actual performance and varianceperformance and variance
Anticipate employee potential Anticipate employee potential objections and think about a responseobjections and think about a response
Rehearse dialogueRehearse dialogue
Provide forms in advance of meetingProvide forms in advance of meeting
34
Employee PrepEmployee Prep Two weeks reflect, journalTwo weeks reflect, journal Current Performance PeriodCurrent Performance Period
AAccomplishments/ and skills acquired ccomplishments/ and skills acquired AAreas need strengthening reas need strengthening
Upcoming Performance PeriodUpcoming Performance Period1.1. Effectiveness Effectiveness 2.2. Better customer services Better customer services 3.3. T Training or development raining or development
Career goals (including development and training) for Career goals (including development and training) for the next three years, five yearsthe next three years, five years
Competencies and skills needed Competencies and skills needed
35
*The* Meeting
Start with employee self appraisal Identify any differences, discuss
discrepancies Conduct a problem solving discussionReach agreement & create a
development plan
36
Rating ErrorsRating Errorsto Avoidto Avoid
Past influencePast influence Compatible Compatible
(“similar to me”)(“similar to me”) Recent eventsRecent events Few observationsFew observations ““Horns” “Halo”Horns” “Halo”
GeneralizationsGeneralizations Potential equals Potential equals
performanceperformance Personality Personality
conflictsconflicts Failure to Failure to
differentiatedifferentiate
37
Other Potential Influences
Allowing biases related to race, gender, age, nationality or sexual preference
Giving high ratings to only to those who merely look busy or ‘stay late’ with no apparent increase inquantity or quality of work
38
Performance Management Performance Management Process: A RecapProcess: A Recap
Evaluation
Coaching
Strategic
Planning
Perfo
rmance
Plann
ing
39
Key Dimensions of Performance Key Dimensions of Performance Management to RememberManagement to Remember
OngoingOngoing CollaborativeCollaborative Tied to organizational goalsTied to organizational goals SystematicSystematic ObjectiveObjective Optimizes performanceOptimizes performance
40
THANK YOU!THANK YOU!
Paula M. Singer, Ph.D.Paula M. Singer, Ph.D.
The Singer Group, Inc.The Singer Group, Inc.
12915 Dover Road12915 Dover Road
Reisterstown, MD 21136Reisterstown, MD 21136
410-561-7561410-561-7561
[email protected]@singergrp.com
www.singergrp.comwww.singergrp.com