performance management 1 - shrm · documenting employee performance ensuring managers have ......
TRANSCRIPT
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Performance Management 1.0Basics for the New HR Practioner
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JAMIE RESKER
Practice Leader
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DEFINE EMPLOYEE PERFORMANCE
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On-Target
Gro
w
Work Results
Job ResponsibilitiesGoalsSkills
Off-Target
On-Target
Observable Behaviors
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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
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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
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On-Target
Gro
w
Work Results
Job ResponsibilitiesGoalsSkills
Off-Target
On-Target
Observable Behaviors
Low Growing
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Pact
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TRADITIONAL PERFORMANCE MANAGEMENT
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Who are we designing PM for?
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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
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DESIGN FOR EMPLOYEE EXPERIENCE
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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
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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
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Source: WorldcomPRGroupConfidenceIndexGlobal
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2018The Year of the
employee
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Adopting the New Conversation ModelHOW TO MOVE INTO A MODEL OF ONGOING CONVERSATIONS TO DRIVE AND ALIGN PERFORMANCE
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Let’s get this over with…
Forms and Process
“
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Conversation ““
“
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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
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Everyday Work Conversations Versus 10-Minute Questions Conversation
10-Minute Questions
Conversation
Tasks, Projects,
Goals
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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?
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Why These questions?
• DO’S AND DON’T
•?
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The questions we ask Influence the answers we receive
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How amI doing?
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You’re doing great.
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What can I do better?
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I can’t think of anything.
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What did you think of my presentation?
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It was really good.
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What can I do differently?
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Nothing. Just keep doing what you’re doing.
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How is everything going?
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Great or Good.
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What did you think of my presentation?
It was really good.
I don’t
know
THE QUESTION
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What’s one thing that worked during the presentation?
I liked the part when you…
THE ONE-THING QUESTIONS
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How Often?
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how many months of performance can be freshly
remembered?
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9,600
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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
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86% of Managers
Are Unskilled at
Conducting Formal
Performance Reviews
94% of Managers
Are Unskilled at Having
Candid Performance
Dialogue
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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?”
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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
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Source: WorldcomPRGroupConfidenceIndexGlobal
RECOMMENDATIONS TO INCREASE THE
PROBABILITY OF SUCCESS
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DESIGN FOR EMPLOYEE EXPERIENCE
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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.
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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.
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MANAGERS AND EMPLOYEESWILL BE SET-UP FOR SUCCESS
With A System For Ongoing, Two-way, Actionable Coaching Conversations That Enable Employees To:
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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.
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MANAGERS AND EMPLOYEESWILL BE SET-UP FOR SUCCESS
With A System For Ongoing, Two-way, Actionable Coaching Conversations That Enable Employees To:
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5
6
Your Performance,
Potential, and Career
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Activities and Framework
HOW TO DECIDE WHO DOES WHAT AND WHEN
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30-MINUTE CONVERSATION WORKSHEET
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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
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Brandingand Communications:REPOSITIONING PERFORMANCE MANAGEMENT FOR TODAY’S WORKFORCE
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Outdated:
AppraisalReview
Evaluation
Annual Evaluation
Performance Appraisal
Mid-yearReview
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Check-In
Career
Pathways
Conversations
To Connect
Engage@_
__
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jamieresker
www.employeeperformancesolutions.com/modernizeperformancemanagementPassword: Vermont SHRM State Conference
RESOURCES QUESTIONS?JAMIE RESKER
781-752-5716