performance management unmc human resources
Post on 13-Sep-2014
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Performance Management
UNMC Human Resources
Strategic Staffing & Compensation
The Nuts andBolts
Today’s Agenda
• Overview of Performance Management• Setting accountabilities, duties, and goals• Developing measures• Ongoing coaching and feedback• How to conduct the annual performance
appraisal
Performance Management Overview
1.) Manager/Employee Set: Accountabilities Duties Goals
2.) Manager/Employee agree on measures
3.) On-going coaching, feedback, and follow-up by manager through entire performance period.
4.) Annual Performance Appraisal
The Performance
Cycle
Accountabilities, Duties and Goals
DevelopmentA good place to start – job description
Accountabilities are the broad areas within a job that change little from year to year. Examples of clerical accountabilities:
-Records management-Administrative support-Customer service-Budget maintenance
Accountabilities, Duties and Goals
Duties are important and measurable outcomes set within each accountability area
Example of clerical budget maintenance duties: Process quick checks & parked document payments. Process payments & back charge dept cost centers for
advertising and background checks. Reconcile purchase card. Maintain files of receipts and purchase orders.
Goals are targets to be met during the year based on project completion.
Accountabilities, Duties and Goals
● Crisp, concise statements ● Aids understanding
● Stated forcefully ● Each objective should contain an action verb identifying exactly
what will happen as a result of activity in this area.
● Prioritized and Weighted ● gives individuals an idea of where the greatest amount of effort
should be expended
● 3 - 7 duties per accountability● Too many and some may be neglected
● Include employee in process of creating duties● Fosters understanding, agreement, and commitment
Reminders for writing duties:
Accountabilities, Duties and Goals
Core Values
Make employee aware of what they are and how they affect his/her job.
•Accountability
•Adaptability
•Communication
•Customer/Quality Focus
•Inclusiveness
•Occupational Knowledge/Technology Orientation •Team Focus
•Leadership
Measures
Four Primary Methods
1. Quality – How well was the duty performed. Example: spelling errors in documents, customer complaints, not
completing work as directed.
2. Quantity –How much, many, often? Risk is that quantity alone does not provide a measure of quality.
Example: number of phone calls received, number of reports completed.
3. Cost – Variance against budget Example: dollars spent/saved, waste, overtime incurred.
4. Time – Clock and calendar. Example: Due dates, adherence to schedule, average call response
time, projects completed per month.
Measures continued…
Methods may be combined
Example: Was the project completed on-time, within budget, and up to quality expectations.
Example of adding measures to clerical budget maintenance duties:
Process quick checks & parked document payments in a timely manner (time – ambiguous).
Process payments & back charge appropriate (quality) dept cost centers for advertising and background checks within the same billing cycle (time – specific).
Accurately (quality) reconcile Purchase card.
Maintain organized (quality) files of receipts and purchase orders.
Ongoing Coaching And Feedback
Coaching Defined
Collaboratively setting expectations
Providing training, tools, priorities, and reasonable time tables
Evaluating performance and providing feedback at time of task completion
Providing meaningful recognition and reward
Ongoing Coaching And Feedback Effective Coaching
● Communicate face to face, know when email, phone etc. is appropriate
● Listen to employee
● Use encouragement and suggestions for improvement
● Be action-oriented, not passive
● Counsel when problems/setbacks occur
● Confront when performance is not meeting expectations
Annual Performance Appraisal
Purpose (why)
● To establish a formal documented measure of employee performance
● Generate information to support human resource decisions such as promotions, transfers, reassignments, demotions, terminations, and wage adjustments
● Recognition of the importance and value of employee performance
● Address areas of improvement and set plans to correct
● Establish performance plans and discuss developmental opportunities for coming year
Annual Performance Appraisal
Costs of not managing performance effectively…
Poor employee retention Poor safety records Poor per-person productivity Lost work days Low morale
…are hidden, but significant
The Gallup Organization, 2000
Annual Performance Appraisal
Appraisals need to be OBJECTIVE
Webster’s Dictionary – “to be characterized by honesty, justice, and freedom from improper influence.”
They should be fair, impartial, equitable, candid, impersonal and based on accountabilities, duties, and goals of the job.
Annual Performance AppraisalWriting the appraisal
A. Collect data1. Job data –
Accountabilities, duties, and goals (if starting from scratch, job description is a good place to begin)
2. Employee data – Factual - number of days missed, reports turned in on time…
Critical Incidents – situations in which employees acted especially effective or ineffective. (note to file throughout year).
Review last years appraisal
Employee self appraisal Employees are not merely passive when evaluations are made Provides insight into employee’s view of their own performance Facilitates a two-way discussion between employee and manager
Annual Performance AppraisalWriting the appraisal
B. Evaluate Performance1. Begin with end in mind
What are the one, two, or three main ideas you want the person to walk away with.
PromotionGrowth in present assignment (vertical load)Broadened assignment (horizontal load)No change in responsibilities
PromotionGrowth in present assignmentNo change in responsibilities
Performance correctablePerformance uncorrectable
Review opportunitiesMake development plansReview possibility of extending responsibilityDecide how to maintain current level
Review opportunitiesMake development plansDecide how to maintain/improve current level
Plan correction/gain commitmentConsider reassignment and/or prepare for
termination
Final Rating Most Likely Prospect Discussion Objective
Superior
Satisfactory
Unsatisfactory
Appraisal Discussion Models*
* Source: (Grote, 1996, p. 153).
Annual Performance Appraisal
Writing the appraisal
B. Evaluate Performance Continued
• Three idea summary for each accountability
1. Statement summarizing how the person did with the overall accountability (include valued behaviors).
2. Specific statement(s) pertaining to duties from the data you have collected (include critical incidents).
3. Statement pertaining to continued performance – improve, stay the same, etc.
Writing the appraisal
C. Things to keep in mind
1. Keep comments objective, factual, accurate, bias free
2. For especially high or low scores – increase the amount of information to support the assessment.
3. End summary section is a good place to codify your overall message to the employee.
4. Let it settle before discussion or handing in.
Annual Performance Appraisal
Rating Scale
RATING EXPLANATION 5 Exceeds expectations. Clearly exceeds
expectations on a consistent basis.
3.6-4.9 Meets expectations & Exceeds at Times. Consistently meets all expectations and at times exceeds several.
3.0-3.5 Meets expectations, too soon to evaluate. Fully and consistently meets expectations.
2.0-2.9 Does not fully meet expectations, attention required. Does not fully meet expectations. Developmental action required.
1.0-1.9 Immediate improvement required. Fails to meet key expectations. Immediate improvement required.
Annual Performance Appraisal
Weighting
Accountability # Rating Weight Weighted Rating
1 4 45% 1.8
2 3 25% 0.75
3 3 30% 0.9
100% 3.45
Annual Performance Appraisal
Evaluation Errors
1. Halo/Horns Failing to discriminate between the person’s strong and weak points.
(Individuals)
2. Strictness/Leniency Very little differentiation between good and poor performers. (Groups)
3. Central Tendency Lump everyone together around the “average” or “middle” category.
4. Recency Allowing the individual’s most recent behavior to speak for his/her
overall performance on a particular dimension.
5. Personal Bias Allowing specific biases, such as race, age, and gender, to enter into
performance appraisals.
Annual Performance Appraisal
Writing the appraisal
D. Legally Defensible Evaluations
1. Courts view • the performance appraisal should be job related.
2. Reasonable • the program is generally understood and accepted as reasonably
useful, fair, necessary, and objective.
3. Relevant • clear statements of performance requirements, Personality traits,
race, sex, and age are rarely job-related.
4. Reliable • Free from significant defects – Evaluation of performance for the
same individual at the same time should be consistent among different raters. Contain a minimum of subjectivity that leads to distortion. Make sure to back up more subjective judgments with documented, observable behavior.
Annual Performance Appraisal
Conducting the appraisal discussion
1. Review agenda covering the order in which you intend to cover things.
2. Review performance appraisal with employee, starting with most positive things first.
3. Clearly describe the gap between desired and actual performance.
Describe the unwanted behavior
Express how this impacts you, others, organization
Specify the behavior you would like to observe
Consequences…if corrected,…if not corrected
Annual Performance Appraisal
Conducting the appraisal discussion
4. Use active listening skills when employee is expressing their view point.
Listen carefully to what the speaker is saying
Give speaker full attention without thinking about how you are going to respond.
Don’t interrupt the speaker
Paraphrase what the speaker has said
Ask open ended questions – Tell me about…, Explain…
Avoid closed questions that can be answered “yes” or “no” that start with “is”, “are”, “could”, “would”, “do”, “did”, and “should.”
5. Speak calmly and support your statements with facts
Annual Performance Appraisal
Conducting the appraisal discussion
6. Approaches for addressing the severity of performance gaps
Discuss the issue during the appraisal without making written reference to it on the appraisal document
Include a reference to the issue in the written narrative of the appraisal document.
Include a reference to the issue in the written narrative of the appraisal document and lower the appraisal rating for the particular segment of the appraisal effected by the poor performance.
Include a reference to the issue in the overall summary of performance and lowering the final appraisal rating for the overall performance.
Annual Performance Appraisal
Rewards and Recognition
Money
Recognition
Time off
Assigned a favorable project
Advancement
Increased freedom
Personal growth
Fun
Prizes
Michael LeBoeuf
Annual Performance Appraisal
Rewards and Recognition
Gallop’s Study
Looked at over 80,000 managers in 400 companies to determine what keeps your BEST PEOPLEBEST PEOPLE satisfied and came up with 12 factors – 3 of which relate to recognition!
1. In the last 7 days, have you received recognition or praise for a job well done?
2. Does your supervisor seem to care about you as a person?
3. Is there someone at work who encourages your development?
Annual Performance Appraisal
Wrap up
• Review (change as necessary) accountabilities, duties and goals for the coming year.
• Discuss developmental opportunities
Annual Performance Appraisal
Thank you,
Questions/Comment?
Tools are available to helpNU Values Website (nuvalues.unmc.edu)