Transcript Performance Management - Crossroads Community Church

Presented by
Cheryl Lea Reed
Department Head HR Operations
GuideStone Financial Resources
April 24, 2014
Agenda
• Introductions
• Performance Management vs.
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Performance Appraisal/Review
Performance Planning
Performance Appraisals/Rating
Performance Review Meeting
Performance Goal Setting
Appraisal Forms
The Performance Management Method
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Introduction
• HR professional for over 25 years
• SPHR Senior Professional in Human
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Resources designation from SHRM/HRCI
HR manager/leader for 20+ years
GBA Group Benefits Associate from ISCEBS
Undergraduate and Masters Business
Degrees in Management from Dallas Baptist
University
Multi-year volunteer for The HRSouthwest
Conference, most recent role of Bookstore
Director
Performance Management vs.
Performance Appraisal
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A Matter of Perspectives
Performance management
• Ongoing
• Prospective
• Long term
• Progress steps
• Planning/goal setting
Performance appraisal
• One-time event
• Retrospective
• Short term
• Correction oriented
• Completing the form
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Performance
Management Continuum
Performance
Planning
Performance
Review
Goal Setting
& Planning
Performance
Management
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Performance Planning
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Performance Planning
• The key idea is to work to develop your employees
and create an environment where each employee
can be their best.
• You want to clearly define the most important
outcomes needed from each staff position within the
framework of your organization's strategic plan.
• The performance appraisal is a logical extension of
the process which allows the supervisor and
employee to appraise and discuss the
accomplishment of certain standards and goals.
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Performance Planning
• Allows the supervisor and employee to improve
communication and plan for higher levels of
output from the employee, unit or department.
• Helps remove potential roadblocks to high
performance for you and your employees.
• Meet frequently with employees to review their
progress and plan together on a path for
achievement.
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Performance Planning
• Keep the job description up to date!
• Identify the:
◦ Core responsibilities of the position.
◦ Special projects suited to the position.
◦ Performance measures needed to indicate
required achievement levels during and at the
end of the performance cycle.
• Ensure that employees have the tools, resources
and training and development needed to carry out
their responsibilities successfully.
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Performance Appraisal/Review
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Performance Appraisals
Provide the Employee:
• Essential feedback from management.
• An opportunity to discuss their performance
with management.
• Identification of employee training and
development needs.
• A basis for compensation decisions.
• The goals for increased productivity and
improved employee performance.
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Performance Appraisals
Provide the Employer:
• The opportunity to build trusting and respectful
relationships with employees.
• Safeguards for the company and its employees from
legal liability.
• Establishment of goals and performance expectations.
• Reinforcement of company values and culture.
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Performance Appraisal Ratings
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Rating Standards
• Your performance management process should
include a formal rating scale.
• Most companies use a three- or five-tier rating scale.
◦ Some use "words" or "numbers" and some use a
combination of both.
◦ The key is to be consistent and fair on whichever
scale you use.
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Rating Standards
At GuideStone, we use a five-tier scale with associated
numerical scores:
• Outstanding — 5
• Highly Effective — 4
• Competent — 3
• Needs Improvement — 2
• Unacceptable — 1
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Rating Description
and Criteria
Outstanding — Performance is outstanding and
exceptional. Represents outstanding performance
that is obvious to all.
• Consistently exceeds performance standards
• Continuously contributes to the organization’s
success by adding significant value
• Demonstrates a comprehensive understanding
of work; takes action to identify needs and
solve problems
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Rating Description
and Criteria
Highly Effective — Performance clearly and consistently
exceeds the competent level; represents performance
that is noticeably better than most.
• Meets or exceeds all performance standards
• Effectively performs all aspects of job functions and
meets goals
• Capably adjusts to changing workplace needs and
work requirements
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Rating Description
and Criteria
Competent — Performance meets expectations
and is consistently good; represents good, solid,
reliable performance.
• Generally meets expectations of the position
• Competently performs aspects of the job function
or goal
• May require Performance Improvement Plan (PIP)
to concentrate on areas of weakness
• May require additional resources or training to
move above rating
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Rating Description
and Criteria
Needs Improvement — Performance has fallen below
the competent level, or this rating may apply to an
employee when the need for further development is
evident; represents performance requiring improvement
in some areas.
• Does not adequately perform most job aspects
• Performance levels are below expectations
• Requires guidance in performing routine job duties
• Requires PIP to address areas of weakness with
progress review dates
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Rating Description
and Criteria
Unacceptable — Performance is unacceptable and
there are consistent weaknesses in key areas;
represents performance that requires immediate
improvement in many areas.
• Fails to perform most aspects of the position
• Performance levels are below expectations and
hurting overall performance
• Requires constant guidance in performing routine
job duties
• Requires PIP and training to address areas of
weakness with progress review dates
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Rating Perils
• Halo/horn effect — rate employees the same on
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every trait
Central tendency — lack of rating differentiation
between employees
Leniency — avoids honest ratings to avoid conflict
Recency — narrow focus on recent events
Similarity/like me — favorable rating to employees
who have similar values or interests to the rater
Constancy — rate employees via rank order
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Avoiding Other Perils
• Make objective statements.
• Consider the totality of the employee’s performance.
• Avoid inadequate record keeping — lack of specific
examples.
• Establish milestones for progress reviews.
• Discuss specific performance issues and
behaviors objectively.
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Avoiding Other Perils
• Consider legal impact of inflated performance ratings.
• Maintain clear and open communication channels.
• Specific comments should avoid any connotations
which are connected to: age, race, sex, religion,
national origin, veteran or a specific disability.
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Ways to Legally
Discriminate
Discriminate on the basis of:
• Poor performance
• Excessive or unexcused absenteeism
• Tardiness
• Violating policies or rules
• Not meeting job qualifications
• Poor work references
• Incompetence
• Poor work relationships
• Misconduct
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Performance Review Meeting
Creating the “Right” Environment
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Planning the
Review Meeting
• Advance planning:
◦ Employee’s self appraisals should be completed
two weeks prior to managerial review.
◦ This allows employees to provide feedback to
their manager.
◦ Be sure to gather all needed documentation.
• Plan for open dialogue:
◦ This is an opportunity to review performance,
consider lessons learned, progress for the
period and to establish goals and objectives
for next period.
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Planning the
Review Meeting
• Lay out a plan for performance discussions.
◦ Collect and review notes, statistics, citations and
performance based examples.
• Schedule sufficient time to focus on the review.
• Job description/addendums should tie together with
performance review.
• Prepare to discuss the full range of issues which may
arise in the performance review discussion.
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The Review Meeting
• Be prepared and set the right tone.
• Respect confidentiality of the review discussion when
possible. If unlimited confidentiality cannot be
promised, advise employee accordingly.
• No cell phones, no emails, no text messaging, no
electronic devices, no interruptions!
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The Review Meeting
• Handle dissent professionally — disagreements
should be noted as a matter of record.
• Don’t exhibit defensiveness — if employee
criticism is justified due to management failure or
lack of resources, accept and move on to next
area of review.
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The Difficult
Review Meeting
Difficult evaluations:
• Describe unsatisfactory performance/behavior
• Cite specific observed examples:
◦ Past incidents
◦ Lack of meeting goals
◦ Impact on employee, team, customer,
department, et al.
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The Difficult
Review Meeting
• Solicit a constructive employee action plan to
resolve or ameliorate the performance failures or
behavioral issue.
• Review action plan and establish milestone
date(s) to review progress.
• Try to end on a positive note.
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Performance Goal Setting
and Planning
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Goal Setting Standards
• Define and establish specific goals/objectives for the
review period.
• Create mutually agreed upon timelines of break-out
data for progress reports on goals and objectives.
• Communicate changes or redirection of goals and
objectives in a timely manner.
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Goal Setting Standards
Use SMART goal criteria:
S pecific
M easurable
A chievable
R elevant
T ime-bound
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Goal Setting Standards
• Align goals with the organization’s business plan.
• Establish mutually agreed upon goals which add
value to the business.
• Recommend and recognize behaviors that are
aligned with organizational business plans.
• Establish milestone review dates.
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Appraisal Forms
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The Performance
Management Method
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The Performance
Management Method
• Establish expectations:
◦ Policy and procedure expectations
◦ Job performance expectations
◦ Establish specific goals
• Provide and document ongoing performance feedback:
◦ Formal and informal coaching:
“Great Job!!!”
◦ Formal and informal counseling:
“Need some improvement”
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The Performance
Management Method
• Recognize performance management is a continuing
process to assist everyone in enhancing performance
and development.
• Establish milestone dates for periodic monitoring of
performance objectives and progress reports in
objective terms.
• Be aware of the potential for goals/objectives to be
changed or re-targeted during the review period.
◦ Take corrective action when necessary.
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The Performance
Management Method
• Maintain open communication channels to
ensure that issues are elevated quickly and
resolved expeditiously.
• Coach, assist and/or re-direct employees who
request assistance and who are failing to meet
standards.
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Summary
Performance Management includes:
• Performance PLANNING
• Performance REVIEW
• Performance GOALS
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Questions? Comments?
For additional questions, please don’t hesitate
to contact me:
Cheryl Lea Reed, MAM, SPHR, GBA
Department Head HR Operations, Human Resources
GuideStone Financial Resources
214-720-4783 office
214-608-8174 cell
214-720-4777 fax
[email protected]
Thank You!!!!!
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