Transcript Slide 1

ANHLC Conference
MANAGING PEOPLE,
MANAGING
PERFORMANCE
RESPECTFUL
WORKPLACE
A RESPECTFUL
WORKPLACE…..
Is one where all employees are treated fairly,
difference is acknowledged and valued,
communication is open and civil, conflict is
addressed early and there is a culture of
empowerment and cooperation.
YOUR
CONTRIBUTION
You contribute to a respectful workplace culture
by:
Be open to and accept different
experiences and points of view;
Not blame, threaten or name call even
when you are hurt;
Practice conflict resolution;
Practice being inclusive – do not exclude
people or groups;
Support co-workers who are being
harassed, discriminated against or
treated disrespectfully;
Making connections with co-workers
who are different from you (age, gender,
sexuality, race, culture etc.);
Stay informed about diversity;
POSITIVE
WORKPLACE
A positive work environment is productive,
rewarding, enjoyable and healthy for everyone
concerned.
And by everyone we mean managers,
employees and clients.
The most successful workplaces are those in
which everyone works well together to create a
positive work environment.
WORKPLACE
CULTURE
• The presence of bullying in the workplace can be
the result of a workplace culture and
environment that permits such behaviours to
occur;
• It can also be a product of poor people
management skills and lack of supportive
leadership;
• All members of an organisation play an important
role in preventing and managing bullying and
other psychological injuries;
WORKPLACE
CULTURE
Developing a healthy workplace culture requires:
1. The quality and frequency of performance
feedback;
2. Levels of supportive leadership;
3. Building and engaging the work team environment
by involving employees in decision-making
processes;
4. Establishing that all supervisor’s and managers have
accountability for people management;
WHAT CAN
YOU DO?
• Develop appropriate workplace policies that include a
process for reporting/investigating any complaints;
• Ensure staff are aware of the policies, they need to be
available to employees (especially new staff);
• Educate staff so they understand the policy; what their
rights and responsibilities are;
• and what they must comply with;
• Straight forward and simple processes;
• Zero tolerance policy;
• Culture – top down – management leading by example;
WHAT IS
IT?
Performance Management
Is a much broader concept than performance
appraisal or a disciplinary process, it aims to
improve organisational, team, and individual
performance.
Effective performance management measures
the progress being made towards the
achievement of the organisation’s business
objectives.
WHEN SHOULD
IT HAPPEN?
Remember:
Performance management is a process…..
Not an Event!!
PERFORMANCE
MANAGEMENT CYCLE
Recruitment
Recognition
of
Performance
Training and
Development
Induction
Performance
Management
What are the benefits of managing
performance?
• Staff members clearly understand what is
expected of them;
• Managers have a professional framework
within which to discuss both positive and
negative aspects of an employee’s
performance;
• Opportunity to monitor progress;
• Creates a safe environment for ongoing
dialogue with each team member;
OPTIONS
•
•
•
•
•
•
•
Implement a performance management plan;
Review the work practices undertaken;
Provide additional training and development;
Informal counselling;
Further investigation;
Formal written warning;
Termination;
No further action……..
REASONS FOR
POOR PERFORMANCE
1.
COMMUNICATION
• Do your staff always know what is expected of
them?
• Do you communicate effectively through staff
meetings, written announcements, and oneon-one sessions?
• Do you regularly offer feedback?
• Do you walk the talk?
• Do your actions reinforce the organisational
priorities and values?
2.
CONDITIONS
• Do your employees have enough time to
succeed?
• Do your employees have all the tools they
need to succeed?
• Are your employees well trained?
3.
CONSEQUENCES
• Do your employees know that what they do
matters to the organisation?
• Do you regularly offer praise and recognition
for good work?
• Do you always address poor performance and
poor work habits? (or do you ignore them?)
• Do you challenge your employees to improve
performance when necessary?
3.
CONSEQUENCES
• Do you clearly communicate the
consequences for failure to improve?
• Are you certain that you’re not providing
negative consequences for good
performance?
• Are you certain that you’re not providing
positive consequences for poor performance?
WHAT’S
INVOLVED
An effective Performance Management Strategy
should include:
• Performance Development;
• Performance Improvement;
• Training
• Challenging Assignments;
• Regular Performance Feedback;
• Managing underperformance and discipline;
COMMON
PITFALLS
• Delay or avoidance – not addressing problems until
you are fed up;
• Failure to follow up or monitor performance or
conduct after giving a warning;
• Lack of frankness; not wanting to hurt people’s
feelings, embarrassment;
• Counselling/warnings too informal;
• Failure to keep proper notes/records;
• Goals and standards not clear or measurable;
COMMON
MISTAKES
The common mistakes of performance management
include:
• Performance discussions are “too soft”
• Have not effectively conveyed your expectations;
• Have not included a timeframe for improvement;
• Did not provide the employee a chance to respond;
• Did not use verbal or written warnings;
MANAGING DIFFICULT
EMPLOYEES
Considerations:
1. May be indicative of ineffective
management;
2. Performance/conduct issues never improve
by an employer pretending its not
happening;
3. Ignoring difficult employee sends the wrong
message;
THE
ENVIRONMENT
Needs to be one in which:
• The employee/s understand their role;
• They understand the expectations of their
role;
• They understand the organisational directions;
• They are aware of the importance their
contribution makes to the organisation.
THE
MEETING
Four main objectives:
1. To encourage, recognise and strengthen
those behaviours that lead to good
performance;
2. To identify, overcome or change behaviours
that can pull performance down;
3. To plan;
4. To identify development needs;
THE
MEETING
• Set mutual goals and expectations;
• Recognise positive performance;
• Develop strategies to address unacceptable
performance;
• Provide an environment which encourages
and facilitates success;
• Establish clear, measurable expectations;
GIVING
FEEDBACK
Tips for giving positive feedback to encourage
desired behaviour:
1. Describe the performance objectively,
specifically, and sincerely;
2. Deliver feedback as soon as possible after a
positive performance;
3. Don’t wait until the performance is perfect;
4. Avoid giving mixed messages;
GIVING
FEEDBACK
Tips for giving negative feedback to eliminate
unwanted behaviour:
1. Discuss the performance privately;
2. Check to make sure that you’ve clearly stated
your expectations to the staff member;
3. Don’t provide negative feedback when you’re
angry;
4. Talk to the staff member as soon as possible
after the performance occurs;
RECEIVING
FEEDBACK
•
•
•
•
•
•
Listen! Listen! Listen!
Don’t justify or behave defensively;
Ask questions to clarify;
Ask for specific examples;
You don’t have to agree;
Don’t take it personally;
FAIR
PROCESS
Why adopt a fair process?
1. Greater potential of acceptance by the
employee concerned;
2. Minimises the risks of exposure to unfair
dismissal or other legal claims;
3. Puts employer in a stronger position to
defend claim;
4. Being an ethical employer is good business;
UNFAIR
DISMISSAL
1.
2.
3.
4.
Who is eligible to make an application?
What is harsh, unjust or unreasonable?
What is a genuine redundancy?
What are the costs?
UNFAIR
DISMISSAL
Ensure that you have followed these steps:
1. Was there a valid reason (performance,
conduct, redundancy)?
2. Did you provide appropriate warnings?
3. Opportunity to respond;
4. Notification of reason for termination;
5. Any other relevant matters;
SOMETHING TO
THINK ABOUT
The only thing worse than losing a good
employee……….
is
Keeping a bad one!!
A FINAL
THOUGHT
Sometimes I lie awake at night, and I ask,
“where have I gone wrong?”
then a voice says to me…………….
“This is going to take more than one night”.
Charles. M. Schulz
(Charlie Brown “Peanuts”)
QUESTIONS
Contact Jobs Australia 03 9349 3699 (Caroline
or Rachel) for further assistance.