Performance Management 1.0Basics for the New HR Practioner
JAMIE RESKER
Practice Leader
DEFINE EMPLOYEE PERFORMANCE
On-Target
Gro
w
Work Results
Job ResponsibilitiesGoalsSkills
Off-Target
On-Target
Observable Behaviors
©2017 Employee Performance Solutions, LLC All Rights Reserved | Licensing for Use Within Client Organization
©2017 Employee Performance Solutions, LLC All Rights Reserved | Licensing for Use Within Client Organization
©2017 Employee Performance Solutions, LLC All Rights Reserved v12-17 www.EmployeePerformanceSolutions.com
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1. Communicates in ways that positively influence others2. Collaborates effectively at all levels3. Makes choices to behave in ways that align with organizational
values 4. Known for being approachable and supportive of others5. Self-motivated, and works with little direction
Guidelines for On and Off-Target Observed BehaviorsO
N-T
AR
GET
OFF
-TA
RG
ET
1. Demonstrates observable and unexpected behavior that detracts from performance contributions and reflects poorly on the individual
2. Behavior can lead to disruption, deplete the time and energy of others, create extra work for the manager, divert time and attention away from work, weaken team effectiveness, impair cooperation, slow progress and information flow
©2017 Employee Performance Solutions, LLC All Rights Reserved | Licensing for Use Within Client Organization
©2017 Employee Performance Solutions, LLC All Rights Reserved v12-17 www.EmployeePerformanceSolutions.com
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1. Accelerates and enhances team results2. Seen as a contributor who “gets things done”3. Consistent delivery of job responsibilities and goals4. New to the role and making expected progress
1. Despite making an earnest effort, meets some, but not all goals and job responsibilities
2. Has the ability to accomplish the work, but is not making a full or consistent effort
Guidelines for On and Off-Target Work ResultsO
N-T
AR
GET
OFF
-TA
RG
ET
On-Target
Gro
w
Work Results
Job ResponsibilitiesGoalsSkills
Off-Target
On-Target
Observable Behaviors
Low Growing
©2017 Employee Performance Solutions, LLC All Rights Reserved | Licensing for Use Within
Pact
TRADITIONAL PERFORMANCE MANAGEMENT
Who are we designing PM for?
EXAMPLES OF HR CENTRIC NEEDS
Compensation Decisions
System for
Tracking/Reporting/
Documenting Employee
Performance
Ensuring Managers Have
at Least One Conversation
About Performance
Employment Decisions
HR
DESIGN FOR EMPLOYEE EXPERIENCE
EMPLOYEE
EXPERIENCE
16
Candidate Experience
• Website
• Phone Communications
• Interviewing
• Follow-Up
• Offer
Onboarding
• Pre-Start
• Support
Performance Management
• Conversation Quality & Frequency
• Manager Skills
• Organizational Positioning
• Mid-Year Check-Ins
• Energizing Process
17©2017 copyright Employee Performance Solutions, LLC All Rights Reserved | For Use Within Client Organization
THE WORLDCOM
CONFIDENCE INDEXAnnual Report On The Issues CEO’s and CMO’s Think
Will Influence Business Success in 2018
Source: WorldcomPRGroupConfidenceIndexGlobal
18
Source: WorldcomPRGroupConfidenceIndexGlobal
2018The Year of the
employee
Adopting the New Conversation ModelHOW TO MOVE INTO A MODEL OF ONGOING CONVERSATIONS TO DRIVE AND ALIGN PERFORMANCE
Let’s get this over with…
Forms and Process
“
Conversation ““
“
EXAMPLES OF EMPLOYEE CENTRIC NEEDS
How am I doing?
Is my manager aware of my accomplishments?
What am I doing well that I should continue with? What
positive impact are my contributions making?
Right now, what should I do now to be even more effective
in my role?
How can I gain exposure to skills and experiences that will
help me achieve my short and longer term career goals?
Communication with my manager:
Does my manager know what I appreciate about his/her
support?
How can I let my manager know how he/she can support
me more?
Employee
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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Everyday Work Conversations Versus 10-Minute Questions Conversation
10-Minute Questions
Conversation
Tasks, Projects,
Goals
Manager Asks
• What’s one thing you want to highlight from this month that you accomplished [or one thing that has gone well]?
Manager Asks
• What’s one skill you’d like to work on, or one thing you’d like to get better at, learn about, or be involved in?
Employee Asks
• What’s one thing I’m doing well and should continue?
Employee Asks
• What’s the one thing I could do to make even more progress in my role [or what’s the next thing for me to focus on]?
Manager Asks
• What’s one thing I’m doing to support you that’s working well?
Manager Asks
• What’s one way I could work better with you or one thing I could do to support you more?
© 2018 Saba Software, Inc. 27
Why These questions?
• DO’S AND DON’T
•?
©2017 Employee Performance Solutions, LLC
The questions we ask Influence the answers we receive
©2018 Employee Performance Solutions, LLC
How amI doing?
©2018 Employee Performance Solutions, LLC
You’re doing great.
©2018 Employee Performance Solutions, LLC
What can I do better?
©2018 Employee Performance Solutions, LLC
I can’t think of anything.
©2018 Employee Performance Solutions, LLC
What did you think of my presentation?
©2018 Employee Performance Solutions, LLC
It was really good.
©2018 Employee Performance Solutions, LLC
What can I do differently?
©2018 Employee Performance Solutions, LLC
Nothing. Just keep doing what you’re doing.
©2018 Employee Performance Solutions, LLC
How is everything going?
©2018 Employee Performance Solutions, LLC
Great or Good.
©2018 Employee Performance Solutions, LLC
What did you think of my presentation?
It was really good.
I don’t
know
THE QUESTION
©2018 Employee Performance Solutions, LLC
What’s one thing that worked during the presentation?
I liked the part when you…
THE ONE-THING QUESTIONS
©2018 Employee Performance Solutions, LLC
©2018 Employee Performance Solutions, LLC
How Often?
how many months of performance can be freshly
remembered?
9,600
Manager and EmployeeReadiness
HOW TO PREPARE MANAGERS AND EMPLOYEES TO MOVE FROM TRADITIONAL PERFORMANCE MANAGEMENT (ANNUAL REVIEWS AND RATINGS) TO PERFORMANCE DEVELOPMENT CONVERSATIONS FOR GROWTH
86% of Managers
Are Unskilled at
Conducting Formal
Performance Reviews
94% of Managers
Are Unskilled at Having
Candid Performance
Dialogue
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
49
EXPLANATIONS AND INTERVENTIONS FOR
MISSED EXPECTATIONS
Doesn’t Know HowDevelop through:•Coaching•Real-time feedback•Recognize progress with reinforcing feedback•On-the-job practice opportunities•Special projects•Modeling
Can’t•Move into a more suitable role, if possible.
Watch Out FactorResist scaling back the job to create artificial successby eliminating and reassigning key job responsibilities
Won’t•Discuss the importance•Work with HR on next steps •Be candid about the consequences
UnawareClarify expectations and specific actions•Check for understanding by asking:•“So, what is your biggest take-away from our conversation?” or •“What will you do first?”
Recognize and Reinforce
Communicate Target Performance
Continue with Support
Agreement
*PerformanceNow On-Target
*Not MakingExpected Progress
Making the Right Progress
Provide Support
Can’t or Won’t
Make a DecisionIs Performance
On-Target?
Yes Not MakingExpected Progress
Recognize and Reinforce
Make a Decision
Source: WorldcomPRGroupConfidenceIndexGlobal
RECOMMENDATIONS TO INCREASE THE
PROBABILITY OF SUCCESS
DESIGN FOR EMPLOYEE EXPERIENCE
MANAGERS AND EMPLOYEESWILL BE SET-UP FOR SUCCESS
With A System For Ongoing, Two-way, Actionable Coaching Conversations That Enable Employees To:
1. Let your manager know what is going well.
2. Voice an interest in gaining new skills, experiences, and sharing ideas for your
growth and career development.
©2018 copyright Employee Performance Solutions, LLC All Rights Reserved
3. Find out what is working now (your good
work and positive impact).
4. Have clear direction from your manager about
how to be even more effective in your role.
5. Reconfirm priorities, expectations, and check-in on your
progress.
©2018 copyright Employee Performance Solutions, LLC All Rights Reserved
MANAGERS AND EMPLOYEESWILL BE SET-UP FOR SUCCESS
With A System For Ongoing, Two-way, Actionable Coaching Conversations That Enable Employees To:
6. Provide feedback to your manager about:
Now—What is your manager doing to support you that is working and is appreciated?
Future—Share your ideas for how you and your manager can work better together or how your manager can support you even more.
©2018 copyright Employee Performance Solutions, LLC All Rights Reserved
MANAGERS AND EMPLOYEESWILL BE SET-UP FOR SUCCESS
With A System For Ongoing, Two-way, Actionable Coaching Conversations That Enable Employees To:
5
6
Your Performance,
Potential, and Career
Activities and Framework
HOW TO DECIDE WHO DOES WHAT AND WHEN
30-MINUTE CONVERSATION WORKSHEET
Dec Jan Feb Mar Apr May
10-Minute Questions
Conversation
10-Minute Questions
Conversation
10-Minute Questions
Conversation
Jun Jul Aug Sep Oct Nov
Team Plotting10-Minute
Questions Conversation 30-Minute
Conversation with Performance
Continuum Snapshot
Training
Team Plotting
10-Minute Questions Conversation
Example Activities Schedule
9/23/2018 4:55 PM62
Brandingand Communications:REPOSITIONING PERFORMANCE MANAGEMENT FOR TODAY’S WORKFORCE
Outdated:
AppraisalReview
Evaluation
Annual Evaluation
Performance Appraisal
Mid-yearReview
Check-In
Career
Pathways
Conversations
To Connect
Engage@_
__
jamieresker
www.employeeperformancesolutions.com/modernizeperformancemanagementPassword: Vermont SHRM State Conference
RESOURCES QUESTIONS?JAMIE RESKER
781-752-5716