Transcript Staff Performance Reviews: Making It Meaningful
COLLABORATIVE Staff Performance Reviews:
An Administrator’s In-Service
By Liz Hedrick April, 2006
Workshop Goals
•
Ensure the maximum degree of success for the:
– – – –
University Department/division Administrator Employee Understand what motivates and what doesn’t
• • •
Utilize effective coaching strategies Become comfortable & proficient with performance reviews
•
Document employment and merit pay decisions
0
Perceptions
Pain Gain
0 10 10
Performance Reviews
• Why do them?
• What is achieved?
Collaborative Performance Management Discussions
Support strategic initiatives Clarify expectations & responsibilities Review progress toward goals Identify opportunities and challenges Discuss job/career training, development Develop blueprint for future performance – goals, assignments, improvement Develop a high level of job satisfaction
What factors impact job satisfaction?
Factors Impacting Job Satisfaction
• Workplace Support • Individual Variability • Job Quality • Job Demands • Earnings and Benefits National Study of Changing Workforce, Families and Work Institute 37% 26% 32% 3% 2%
Impact of Employee Attitudes
• Organizations where employees have above average job satisfaction have: – 38% higher customer satisfaction scores – 22% higher productivity –
27% higher profits!
What Do YOU Want From Your Job?
Full Appreciation for Work Done Good Wages/Benefits Good Working Conditions Interesting Work Job Security Promotion/Growth Opportunities Personal Loyalty to Workers Feeling “In” On Things Sympathetic Help on Personal Problems Tactful Disciplining
What Do EMPLOYEES Want From Their Jobs?
• Rank these factors 1-10 in order of importance to you!
• How do your priorities compare with national data?
Managers What Do Employees Want From Their Jobs?
Employees 1 4 5 2 3 8 6 10 9 7 Full Appreciation for Work Done Good Wages Good Working Conditions Interesting Work Job Security Promotion/Growth Opportunities Personal Loyalty to Workers Feeling “In” On Things Sympathetic Help on Personal Problems Tactful Disciplining 1 5 9 Full Appreciation for Work Done Good Wages Good Working Conditions Interesting Work 6 4 7 8 2 Job Security Promotion/Growth Opportunities Personal Loyalty to Workers Feeling “In” On Things 3 Sympathetic Help on Personal Problems 10 Tactful Disciplining
Key Motivators That Draw Us to the Best Organizations
and
Keep Us There, Performing At Peak Effectiveness
Key Motivators
• The QUALITY of the work itself
and
• Our RELATIONSHIPS with others at work
Grimme’s Top 10 Tips: To Attract, Retain, And Motivate Employees 1. Pay fairly and well – then get them to forget about money.
2. Treat each and every employee with respect. Show them that you care about them as persons, not just workers.
Grimme’s Top 10 Tips:
3.
Praise accomplishments & attempts….
- Both large & small At least 4 time more than you “criticize” - Publicly and in private - Verbally and in writing - Promptly (as soon as observed) - Sincerely
Grimme’s Top 10 Tips:
4. Clearly communicate goals, responsibilities and expectations; Never criticize in public – redirect in private
Grimme’s Top 10 Tips:
5.
Recognize performance appropriately and consistently:
– Reward outstanding performance (promotions, raises, and opportunities) – Do not tolerate sustained poor performance – coach and train or remove
Grimme’s Top 10 Tips:
6. Involve employees in plans and decisions, especially those that affect them.
– Solicit their ideas and opinions.
– Encourage initiative.
7. Create opportunities for employees to learn and grow. Link the goals of the organization with the goals of each individual in it.
Grimme’s Top 10 Tips:
8. Actively listen to employees concerns both work-related and personal.
9. Share information promptly, openly, and clearly.
Tell the truth …………..with compassion.
Grimme’s Top 10 Tips:
10. Celebrate successes and milestones reached – organizational and personal.
Create an organizational culture that is open, trusting, and fun!
Don Grimme, GHR Training Solutions
Retain & Optimize Your Greatest Asset – Your People!
The University will prosper and grow by:
• Maximizing the untapped talents of the individuals and teams; • Creating an environment of respect, trust, and mutual support • Encouraging open communication
Employee Retention Headquarters
Realities and Options
• Money is necessary – but not sufficient condition to attract, retain and motivate good employees.
• You and I go
TO
work for a paycheck and benefits plan. But we won’t really
DO
work (
at least our best work
), unless something else is present.
Realities and Options
It is the
QUALITY OF THE WORK
itself and the
RELATIONSHIPS WITH OTHERS
at work that draw us to the best organizations
and
KEEP
us there, performing at
PEAK
effectiveness.
OCU’s Collaborative Performance Review Process
– – –
Is interactive and collaborative by design Supports strategic planning initiatives Provides input by both employees and supervisors
–
Identifies high performance areas & growth opportunities
– – – – –
Identifies & targets training and development Reinforces high productivity & effectiveness Develops a highly trained, effective staff Is research-based Supports merit pay recommendations
The Manager’s Coaching Handbook Guide to Improving Employee Performance -Cottrell and Layton
• • • • • •
Create a constructive, winning climate on your team.
Lead your team to improved performance by providing feedback and recognition.
Deal with people on the team who don’t carry their load.
Set the pace for your team to be successful.
“To coach” comes from the root meaning “to bring a person from where they are to where they want to be.” The universal need of all employees is: consistency Priority One:
Eliminate inconsistencies and contradictions within the team.
Coaching the Super Stars
“Many top performers go to bed hungry at night – hungry for recognition from you.”
• • • • •
Get them involved.
Delegate extensively.
Encourage them to teach.
Provide training that will help them become even more effective.
Have them fill in for you while you are out of the office.
• • • • •
Stretch them; they thrive on accomplishments.
Celebrate their success.
Frequently tell them how proud you are to have them on your team.
Spend time with them.
Promote them – if they want to be promoted!
Coaching the Middle Stars
“Often, it is the ‘small things’ you do that will inspire middle stars to become super stars.”
• • •
Build their confidence by increasing their responsibilities.
Give frequent and accurate performance feedback.
Create a resource library of books and tapes to provide ideas on how to become best at their job.
• • • •
Teach them how to set goals to keep performance on track; hold them accountable for their goals.
“Catch them” doing good things and then praise them.
Hook them up with a super star for mentoring.
Create rewards that appeal to their personal values.
Coaching the Falling Stars
“High achievement always takes place in the framework of high expectations.” “Falling stars can have a detrimental impact on your entire team.” “The responsibility for maintaining good performance is the employee’s, not the manager’s. The manager’s job is to point out the discrepancy – the employee’s job is to fix it!” “It is not enough to merely say that you’re committed to top performance. To be an effective manager, you need to “walk the talk” by addressing employee performance problems – early and head on.”
Falling Stars: Performance Improvement Session
( Purpose: follow-up to low performance review or to address emerging problem)
Before the session 1. Answer these questions:
a. Are my expectations crystal clear? What makes me think so (or not)?
b. Are my expectations reasonable and fair? What makes me think so (or not)?
c. Have they received adequate training to do the job properly? How do I know?
d.
e.
f.
g.
h.
Falling Stars: Performance Improvement Session (continued)
Do they understand WHY it’s important to do the job correctly? How do I know?
Am I holding them accountable for their performance? Are there appropriate and consistent consequences for non-performance?
Do I consistently recognize and reward positive performance? What makes me think so (or not)?
Have I given them the freedom to be successful? How can I be sure?
Are they facing obstacles to performing as desired? How do I know?
Falling Stars: Performance Improvement Session (continued) Before the session
continued
2.
In writing, clearly define and analyze the performance issue.
3.
4.
Practice (before you conduct) the performance improvement session.
Select the right time and place to conduct the session.
5.
Develop some alternative solutions to the problem in case the employee does not know what needs to be done to solve the problem.
Falling Stars: Performance Improvement Session (continued)
“Criticize the act, not the person.”
During the session 6.
Tell the employee specifically, why you called the meeting. 7.
8.
Gain agreement that there is a problem.
State the specific consequences the employee will face if the problem continues.
Falling Stars: Performance Improvement Session (continued)
“You cannot push anyone up a ladder unless he is willing to climb it himself.”
After the session 9.
Request an action plan from the employee.
10.
Reinforce the employee’s commitment and close the session.
11. Follow up, immediately, with written feedback of the session and summarize the employee’s action plan. 12. Monitor the action plan to ensure correction .
144 Ways to “Walk the Talk” -Excerpts by E. Harvey and A. Lucia
Select one or two that are meaningful to you. Explain.
1. Focus on people as well as processes. Quality is ultimately a matter of individual performance. It happens one day at a time, one person at a time.
2. Recognize and reward those who make improvements to products, processes and services. Remember: What gets celebrated gets repeated! 3. Become a continuous learning machine. Set a personal goal to learn something new about your job, your organization or your professional discipline every week.
4. Encourage others to pursue self-development activities. Make time and resources available to enhance their job skills.
. . . .“Walk the Talk” 5.
6.
Understand and appreciate that others may not do things exactly as you would do them. Be open minded….you might discover their way is even better.
Turn failures into developmental experiences by asking “What is positive about this? What have we learned that will help us do better in the future?” Bottom line: Make it okay to fail.
7.
8.
9.
Recognize and celebrate intelligent risk-taking no matter the outcome. Make it something to brag about. Focus on what’s right rather than who’s right. Don’t let unrelated issues bias your decisions. “There is always room for improvement – it’s the biggest room in the house.” – L.H. Leber
. . . .“Walk the Talk” 10.
Be a Star Catcher. Regularly “catch people doing things right” and recognize them for it. Make recognition self-perpetuating by recognizing those who recognize others. What gets recognized gets reinforced, and what gets reinforced gets repeated! 11.
Pay attention to the “middle stars.” Avoid the trap of focusing only on the “super stars.” Most people shine somewhere in the middle.
12.
Build an “everyone’s a coach” environment. Identify characteristics and behaviors exhibited by good coaches. Ask everyone for a commitment to practice those behaviors.
13. Ask each member of your work group to identify the three most significant obstacles to their performance. Create a master list and develop a strategy to eliminate them. Reward people for identifying obstacles. They have made a significant contribution by pinpointing ways you can add value and positive affect organizational effectiveness.
. . . .“Walk the Talk” 14. Be certain that each person who reports to you fully understands your performance expectations. Feedback is most effective when people know the standards against which their performance is measured. 15.
“I don’t think much of a man who is not wiser today than he
was yesterday
.” A. Lincoln 16. Make certain the feed back you give is:
•
Timely
• • •
Individualized Productive Specific 17. Pay attention when someone has a performance problem. Unaddressed deficiencies will have a negative effect on every member of your team. Addressing it early will prevent the problem from growing more serious. 18. Investigate each deficiency to uncover its root cause.
. . . .“Walk the Talk” 19.
“The hallmark of a well-managed organization is not the absence of
problems, but whether or not problems are effectively resolved
.” – S. Ventura 20. Treat people as adults – never assume total responsibility for correcting someone else’s deficiencies. If you alone take responsibility they become non-responsible. 21.
“A diamond is a chunk of coal that made good under pressure.” anonymous 22. Take a positive approach to discipline. Focus on correction and individual responsibility rather than blame and punishment.
23. When holding disciplinary discussions, concentrate on the specific problem and its impact on business.
24.
“The true purpose of our value statements is to guide both our
behaviors and our decisions
.” – Bill Elby 25. Vision without action is meaningless.
. . . .“Walk the Talk” 26. Discuss and document – If it’s important enough to document, it’s definitely important enough to talk about. 27. Apply discipline effectively:
•
Processes and decisions are fair and consistent
•
Overall objective is to build commitment rather than mandate compliance. 28.
“There are two things that people want more than sex and money – recognition and praise.” – Mary Kay Ash 29. Develop a list of ways to recognize/reward employees for behavior that is in sync with organizational values. Start with 15. 30.
“In life, change is inevitable. In business, change is vital.” 31. Create opportunities for non-managerial people to shine. Invite them to participate in, chair task forces and project teams. These are frequently untapped potential and your organization’s hidden assets. 32.
“None of us is as smart as all of us.” – Peter Grazier
. . . .“Walk the Talk” 33. Make teamwork a stated performance expectation.
34.
“The quality of employees will be directly proportional to the
quality of life you maintain for them
.” – C. Bryan 35. Ask fellow workers to submit three ideas for enhancing the quality of the work life in your area. Compile, implement those that are doable. 36.
“The best leader is the one who has sense enough to pick good
people to do what he/she wants done, and self-restraint enough to keep from meddling with them while they do it
.” – T. Roosevelt 37.
Establish a “No Surprise Rule” for yourself and others. Make withholding bad news the absolute worst violation of all. 38.
“If you don’t give people information, they make up something to
fill the void
.” – C. O’Dell 39. Make listening a highly-valued attribute for your work group.
Performance Reviews
Continuing Employees: Annual Reviews
• Timeline: due
May 15 th Planning Document
– Completed by employee – Discussed with supervisor prior to performance review
2005-06 Goal Setting Documents:
•
To be completed by employee
•
Discuss progress and estimated completion with administrator
•
Employee and administrator discuss possible 2006-07 goals
•
2006-07 Goal Planning Documents due September 30, 2006.
Goals
SMART –S
pecific
–M
easurable
–A
ttainable
–R
elevant
–T
imely
Types of Goals
–
Routine
–
Problem-Solving
–
Innovative
–
Personal Development
–
Organizational Development
Development of Goals
•
Employees should practice writing one goal document during their online in-service.
•
Each employee is expected to set and attain at least year. 3 goals per
Development of Goals
• • • •
Carefully review employee goal documents.
– – –
Discuss.
Give input.
Validate employee’s efforts. Focus, if needed, employee goals on areas of:
–
individual growth
–
and department priorities/strategic planning Goals should be substantive , not “fluff”. Employees will treat goal setting only as seriously as you treat it.
Follow-up on Goals
By September 30, 2006 Establish goals, collect completed goal documents, review, discuss, retain documents.
By February 15, 2007 Conduct mid-year checkup; review & document progress.
By July 15, 2007 Review completed goal documents, attach to annual performance review, send to HR.
Development of Goals
Goal development is the employee’s
“Individual Strategic Plan!”
Set the bar high!
Annual Performance Review Forms Performance Review Forms
–
Two formats, outline or narrative.
–
To be completed by administrator following discussion of planning document and review of progress on goals.
–
To be discussed/reviewed with employee
–
Attach completed goal documents
–
Attach job description
Use only for continuing employees whose performance is satisfactory or higher.
Requirements
• Mark most appropriate box in each category • In comments section, site brief example or explanation for mark. • Why are comments necessary?
Option:
You may edit/delete wording in description, if needed.
Overall Performance Rankings
•
The overall performance of 85% of current employees is expected to be ranked as Satisfactory, Commendable, or Superior.
•
>5% or fewer employees are expected to be marked: Require Overall Improvement or Overall Performance is Unsatisfactory.
•
The overall ranking of Distinguished Performance is reserved for only the top 10% of all OCU staff.
•
Distinguished Overall Performance is not a category that should be used to describe the performance of an introductory employee. Why?
Job Descriptions
• • • • •
Review current job description with employee.
Make any significant revisions to job description.
Employee and Administrator both sign new job description.
Attach to performance review document; send signed copy to HR. Paper files are placed in employee’s file. Send electronic copy to [email protected]
. Electronic files of job descriptions will be stored for future reference.
Introductory Performance Review
• Performance review to be completed prior to the end of six-month introductory employment period
Performance Review Form
–
Outline Form only
– – – – –
Completed by supervisor Reviewed with employee Strengths and areas of growth noted Retention decision made Future development, goals discussed
Probationary Performance Review
Performance Review Form
–
Outline Form only.
–
To be completed by administrator.
•
Document progress toward targeted key areas and core values since last evaluation.
•
Retention decision and or change of status made by administrator.
–
To be reviewed with employee.
Tasks to be Done By Employee
Complete 2005-06 goal documents.
Complete planning document.
Make appointment with administrator to review.
------------------------------------------------------- Discuss performance review.
Identify possible goals for 2006-07.
Review, discuss revisions to job description
Tasks to Be Done by Supervisor
Review/discuss Planning Document prepared by employee Review/discuss 2005-06 goal documents prepared by employee ------------------------------------------------------------------- Complete performance review Discuss with employee Discuss possible goals for 2006-07 Review, discuss & sign job description. Revise, if needed.
Forward hardcopy to Human Resources. Forward electronic file to [email protected]
Make merit pay recommendations on spreadsheet (for FY2005-2006)
Results?
•
Total staff involvement in strategic planning process
•
Increased collaboration
•
Higher level of performance
•
Higher job satisfaction
•
Rapid progress toward identified goals
•
Increased motivation resulting in higher retention
•
Target scarce resources for employee development