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performance challanges

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  • Performance Review Challenges: What to Say & Dog y

    February 24, 2011

  • Were Zooming In . . .

    Managing Yourself: ZoomManaging Yourself: Zoom In, Zoom Out

    Rosabeth Moss KanterMarch 2011 HBR

  • OK, You All Have These Challenges, Right?

  • But, Who is the Guilty Party?

  • What We Can Begin to Tackle

    HR

  • POLL: What is the #1 Excuse Managers Give You, When You Ask, Why arent you managing the

    f f thi l ? VOTE FOR ONLY ONEperformance of this employee? VOTE FOR ONLY ONE.

    A I dont have the time A. I don t have the time.

    B. I dont know what to say.

    C. Ive tried, and its not working. He doesnt listen.

    D. Its easier to ignore her and work around herto focusD. It s easier to ignore her and work around her to focus

    on other employees.

    E E if I d I d t f l th i ti tE. Even if I do, I dont feel the organization supports

    managing out . . . So why bother?

  • Inside the Managers Head

  • Frequent Missteps By Managers

    1. Too busy to train and document.y2. Failure to set goals and give feedback.3. Not clear about consequences.4. Rush to fire.5. Rush to start over again,

    repeating mistakesrepeating mistakes.

  • Why is Navigating a Performance Challenge So Difficult?y g g g

    Its easier to do nothing. . . initially.

  • How to Look at ItRegardless of the Desired Ending

  • Ask Yourself

    Consider:1. How the employee feels2. How you feel

  • Our Challenges: The Ugly Scenarios1. Top performer who has applied for internal positions and

    wants to grow with the company. You see very few promotional opportunities in the next 6 12 monthspromotional opportunities in the next 6-12 months.

    2. Struggling performer who is slightly aggressive when you share constructive feedback. Someone who pushes back and

    k l f l f t blmakes people feel uncomfortable.3. Middle of the road performer who focuses, solely, on what to

    donot how to do it. How he currently accomplishes tasks is far from ideal.

    4. Middle of the road performer whose former manager (still with the company) inflated her performance rating. You now need y) gto share with her a new, lower rating.

    5. Top performer who will, again, learn that there will be no raises this year.y

  • You Knew This Was Coming . . .g

    The primary solution =

  • 1. Top Performer Who Wants a Promotion

    Top performer who has applied for internal positions and p p pp pwants to grow with the company. You see very few promotional opportunities in the next 6-12 months.

  • 1. Top Performer Who Wants a Promotion

    Consider:1. How the employee feels2. How you feel

  • 1. Top Performer Who Wants a Promotion

    1. Acknowledge.g2. Thank.3. Be honest and realistic.4. Create next steps together.

  • Best Practices for Promotionsest act ces o o ot o s

    1. WHY? What has changed in his gperformance and the business need for his role? And for how long?g

    2. When? Anniversary, annual review, quarterly, bimonthly?

    3 Title change? Be ca tio s of3. Title change? Be cautious of inflation and bowing to employee wishes.

    4. Increase? Is it on par with other positions? Are you benchmarking?

  • 1. Top Performer Who Wants a Promotion

    Examples of what to say:p y I feel, as I expressed in your review, that you are an

    incredible asset to this company. Both the work you do d th h it i E land the way you approach it are amazing. Example,

    example, example . . . Thank you. The projects youve completed have helpedThank you. The projects you ve completed have helped

    us to increase/raise/develop/build, etc. Lets talk about the positions you applied for this year. I

    k di i t d th t did t i tknow you are disappointed that you didnt move into one of them. How do you feel about that now? OK for him to vent if he wants to.

  • 1. Top Performer Who Wants a PromotionExamples of what to say (continued): Tell me which positions youd like to learn more about. p y

    Perhaps he can shadow one person in a different department each month.What do you feel are your strengths? What do you want What do you feel are your strengths? What do you want to do more of?

    I am sure that if we work closely on this, we will be able y ,to identify tangible opportunities for you to grow in your role.I thi ki th t h i t t id f I was thinking that having a mentor outside of our department would be interesting for you. What do you think?

  • 1. Top Performer Who Wants a Promotion

    1. Acknowledge.g2. Thank.3. Be honest and realistic.4. Create next steps together.5. If necessary, set him free.

  • 2. Struggling Performer Who is Aggressive

    Struggling performer who is also slightly aggressive when gg g p g y ggyou share constructive feedback.

  • 2. Struggling Performer Who is Aggressive

    Consider:1. How the employee feels2. How you feel

  • 2. Struggling Performer Who is Aggressive

    1. Separate the issues, initially.p , y2. Have many examples ready. Use examples that

    indicate how her behavior affects the business in a tinegative manner.

    3. Pause and wait for reaction.4 Dont shrink away4. Don t shrink away.5. If behavior is aggressive, you must not feed the fire.

    Tackle poor performance first and then behavior.

  • Analyze Why the Employee is Failing

    1 They dont know what they are supposed to do?1. They don t know what they are supposed to do?2. They dont know how to do it?3. They dont know why they should do it?4 They think they are doing it (lack of feedback)?4. They think they are doing it (lack of feedback)?5. There are obstacles beyond their control?

    Fournies, Why Employees Dont Do What Theyre SupposedFournies, Why Employees Don t Do What They re Supposed To Do and What To Do About It.

  • No one told me what to do.

  • . . . And I was doing a bad job.d as do g a bad job

  • Process and Preparation Are Crucial

  • 2. Struggling Performer Who is Aggressive

    Examples of what to say:y When I look at all of 2010, I feel you did not consistently attempt

    to improve your performance unless I prompted you to do so. Here are some examples . . .p

    I know you can accomplish some of your job activities, including XYZ. Now we need to discuss why some of them were not accomplished or accomplished late or in an ineffective manneraccomplished or accomplished late or in an ineffective manner. Please tell me what you do think.

    In our next 1:1, we will review the points discussed today and create action steps on how you can make consistent andcreate action steps on how you can make consistent and noticeable improvements in the tasks you complete and the ways you complete them.

  • 2. Struggling Performer Who is Aggressive

    Examples of what to say (continued):y ( ) My job is to support you. I am here to discuss specifics and

    answer questions. It is absolutely acceptable to ask questions and to ask for help. Please let me know what I can do to help p pyou.

    One of the areas I feel you were challenged with this year is effective listening and being open and responsive to constructiveeffective listening and being open and responsive to constructive criticism and feedback. We all know its not always easy to hear it, but it is intended to help you be successful.

    What do you think you can do to improve in this area? What do you think you can do to improve in this area? What can I do to assist? What additional examples can I provide? What ideas do you have?

  • 2. Struggling Performer Who is Aggressive

    1. Separate the issues, initially.p , y2. Have many examples ready. Use examples that

    indicate how his behavior affects the business in a tinegative manner.

    3. Pause and wait for reaction.4 Dont shrink away4. Don t shrink away.5. If behavior is aggressive, you must not feed the fire.

    Tackle poor performance first and then behavior.6. If necessary, after the review is complete, consider a

    PIP (May webinar on this topic!).

  • 3. Middle Performer Whose Methods Are Not Ideal

    Middle of the road performer who focuses, solely, on whatp , y,to donot how to do it. How he currently accomplishes tasks is far from ideal.

  • 3. Middle Performer Whose Methods Are Not Ideal

    Consider:1. How the employee feels2. How you feel

  • How He Feels

  • How You Feelo ou ee

  • 3. Middle Performer Whose Methods Are Not Ideal

    1. Acknowledge.g2. Thank.3. Have examples of different behaviors and how they affect, in a

    subtle way end resultssubtle way, end results.4. Have data from stakeholders.5. Create next steps together.

  • 3. Middle Performer Whose Methods Are Not Ideal

    Examples of what to say:p y Lets first talk about which goals you met. These are the

    goals where you met the expectations I set for you. D t il d t il l Details, details, examples . . .

    These are the behaviors you exhibit that are desirable. I would like you to continue using those behaviors: theywould like you to continue using those behaviors: they help us reach our goals.

    The behaviors you need to alter so that we can meet d d l and exceed our goals are . . .

  • 3. Middle Performer Whose Methods Are Not Ideal

    Examples of what to say (continued): Why do you think? How could you use those behaviors? When? In what

    it ti ?situation? How do you feel others currently view your methods?

    How can you solicit feedback from your peers?o ca you so c eedbac o you pee s Lets review these examples and role play. Ill be you

    and you b