Transcript Supervising Your Team II • • • • Evaluating and Reporting Performance Delegating Responsibility/Authority Empowering Your Employees So You’re In Charge – Now What? - Larry Frevert.

Supervising Your Team II
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Evaluating and Reporting Performance
Delegating Responsibility/Authority
Empowering Your Employees
So You’re In Charge – Now What?
- Larry Frevert
Learning Objectives
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Evaluating Performance
Know the key objectives of managing
employee performance
Understand the key elements of
employee evaluations
Understand how to improve
performance
Performance Management
Establishing
Performance
Expectations
Evaluating Performance
Monitoring Performance
(Includes Providing Feedback)
Performance Management
Goals
Standards
Measures
against which
an employee’s performance is evaluated.
Performance expectations provide a means
to communicate work priorities
and measure how well
the employee is doing.
Performance Management
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Vision
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Values
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Idealistic
Inspirational
Core beliefs or principles
Goals
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Statements that guide how to achieve vision
Employee Performance:
SMART Goals
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Specific
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Measurable
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Attainable
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Relevant
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Time-bound
Employee Performance
Effective Systems
 Job Analysis
 Defined purpose
 Standards
 Ongoing
 Training
 Feedback + Action Plan
 Link to reward system
Employee Evaluations
The most important
key to achieving
great success is to
decide upon your
goal and launch, get
started, take action,
move.
—John Wooden
John Wooden’s Pyramid of
Success
Employee Evaluations
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What are we trying to accomplish?
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Output
Behavior
Employee Evaluation Tools
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Graphic/Numerical Rating
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Narrative
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MBO
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360
Employee Evaluations:
Overcoming the Dread
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Supervisor
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Its not once a year, it’s year round!
Be prepared
Provide consistent input
Employee
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Be prepared
Conduct self-appraisal
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How to Improve
Employee Performance
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Look forward, not backwards
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Establish SMART goals
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Link success to reward
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Provide support
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EMPLOYEE EVALUATION
EFFECTIVE SYSTEMS
 Job Analysis
 Defined purpose
 Standards
 Ongoing
 Training
 Feedback + Action Plan
 Link to reward system
PERFORMANCE REPORTING
Theory of Performance Evaluations
Goals & Objectives 8 Plan 8
Inputs (Staffing) 8 Outputs 8
Measurement 8 Reporting 8
Improvement
A Comment
Outputs vs. Outcomes:
Outputs are Measures of Work Done
(Example: Sq. Ft. of Potholes Patched)
Outcomes are Results Seen by
Stakeholders (Citizens)
(Example: Safe and Smooth Roadways)
PERFORMANCE TERMS
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Performance Review
Performance Audit
GAO Standards
Performance Budgeting
Self Assessment
Efficiency Study
Workload Analysis
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WHAT IS THE QUESTION?
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Are you accomplishing your goals and
objectives? What are the outcomes?
Could you plan and organize your work
better?
Are you over staffed or under staffed?
What should you measure?
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Inputs are Defined
Outputs are Measurable
Outcomes (results) are Observed
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WHAT TO MEASURE?
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WHAT PERFORMANCE
MEASUREMENT SHOULD BE
How can we improve?
Not…
Gotcha
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Delegation & Empowerment
Session Learning Objectives:
Delegation & Empowerment
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Analyze the
difference between
delegation and
empowerment.
Identify the key
principles of
delegation.
Identify the
essential elements
of empowerment.
Definitions
Delegation:
Empowerment:
A division of labor~
Instilling a sense of
power~
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Assignment of
specific duties or
responsibilities to an
individual
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Granting decisionmaking authority, and/or
Creating opportunities to
influence decisions
Providing ability to make
choices
DELEGATION &
EMPOWERMENT
Delegation Requires:
 Defined expectations
 Communication
 Coaching
 Monitoring
 Feedback
 Trust
Empowerment
Requires:
 Shared values
 Shared power
 Defined boundaries
 Communication
 Feedback
 Recognition
 Trust
DELEGATION
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PRINCIPLES OF DELEGATION
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Assign duties to the right people
Grant authority to do the job
Minimize yo-yo delegation
Make due date specific
Don’t delegate the critical thing you do
Reasons To Delegate (Group
Benefits)
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Members become more involved and
committed
More projects and activities are undertaken
A greater chance that projects will be
completed
Increased opportunities for members to
develop leadership skills
Chance to fill leadership roles with qualified,
experienced people
The organization operates more effectively
Reasons to Delegate (Leader
Benefits)
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Not being spread too thin and therefore
is less likely to burn out
Gaining satisfaction from seeing
members grow and develop
Acquiring more experience in executive
and administrative functions
When to Delegate?
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There is a lot of work
A member has particular qualifications
for or interest in a task
Someone can benefit from the
responsibility
Routine matters need attention
Details take up too much time and have
to be divided
When Not to Delegate?
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The task is something you would not want to
do (menial work)
Someone is under qualified or overqualified
for the task
The work is your own specified responsibility
The area is big or is an unsolved problem,
issue or matter dealing with the personal
feelings of another or with confidentiality the "hot potato"
How to Delegate
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Ask for volunteers by a show of hands
or pass a sign-up sheet for a particular
project.
Appoint or suggest someone.
Assign through a committee.
The "best fit" of person with the task is
the most effective.
Guidelines for Effective
Delegation
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Choose the appropriate people by
interviewing and placing your members
carefully.
Explain why they were selected for this
task.
Delegate segments that make sense;
not bits and pieces of a task, but share
the "big picture".
Guidelines for Effective
Delegation (Cont.)
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Discuss the task at hand. Discuss ideas;
mutually set goals and objectives.
Whenever possible, give those who will
be responsible for carrying out a
program a voice in the decision-making.
Define clearly the responsibilities being
delegated to each person.
Guidelines for Effective
Delegation (Cont.)
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Find out how you will know when they
need help.
Give accurate and honest feedback.
Support your subordinates by sharing
information, knowledge and plans with
them. Share in their failures as well as
their successes.
Guidelines for Effective
Delegation (Cont.)
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Delegate. Most responsible people do
not appreciate someone looking over
their shoulder, or taking back parts of
their assignment before they have a
chance to do it.
Follow up. Check periodically to see if
people have any questions regarding
how a project is supposed to be done.
Evaluate.
DELEGATION
Know Your People
Competency
Stages of Employee
Development:
I. Unconscious
Incompetent
II. Conscious
Incompetent
III. Unconscious
Competent
IV. Conscious Competent
III
IV
I
II
Understanding
DELEGATING
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2.
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6.
7.
TELL THEM WHAT TO DO
SHOW THEM WHAT TO DO
LET THEM TRY - OBSERVE
PRAISE PROGRESS/INSTRUCT WHERE
DEFICIENT
REPEAT UNTIL COMPETENT
TRANSFER THE RESPONSIBILITY
MONITOR PERIODICALLY
EMPOWERMENT
EXPANDS THE CIRCLE OF
INFLUENCE
CONCERN
INFLUENCE
DELEGATION &
EMPOWERMENT
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CLASS EXERCISE
Best & worst delegation done to you
Take turns sharing in groups of 4
Report out
CREATIVITY AND INNOVATION
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Employee
involvement
Re-engineering
Networking
APWA selfassessment
Employee Involvement
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The person doing the actual
work often has the answer to
how to do it better. As a
supervisor, your job is to get
that person to think creatively
and to share his/her thoughts
with you.
Empowerment comes through
trust, respect and honesty.
Everything we do involves
people. Innovation and
creativity are created through
successful and meaningful
interaction with others.
Re-engineering
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When to consider that the work process
may need re-engineering:
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When the organization has grown and the
process no longer fits the new size
When the process was created as a
reaction to a specific incident and is no
longer relevant
When new technology is available to make
an existing process more efficient
Re-engineering (cont.)
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When to consider that the work process
may need re-engineering (cont’d):
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When attitudes have changed over time
(e.g., the generation gap)
When new laws or new $$$ create new
opportunities
Re-engineering (cont.)
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When not to mess with existing
process:
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To solve personnel problems
To increase productivity – if productivity is
a problem, then it is most likely a
personnel issue rather than a process issue
Re-engineering
Networking
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You are not alone. Your peer group
organizations provide a great
opportunity to develop creative and
innovative solutions through exchange
of ideas.
If you think going to meetings is a lark
and you’re too busy, either you’re going
to the wrong meetings or you need to
change the tone of the meeting to be
more of a learning experience.
APWA Self Assessment Benefits
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Improve effectiveness
Promote staff and community pride
Clarify budget needs
Identify operation and management needs
Enhance professional image
Promote team work and staff development
Encourage interdepartmental coordination
Identify duplication and wasted effort
Promote public awareness
Improve communication
Prepare for agency accreditation
APWA Accredited KC Metro Cities
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Belton
Grain Valley
Lee’s Summit
Lenexa
Olathe
Overland Park
Summary and Food For Thought
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Budgeting – an opportunity or a
nuisance?
Productivity – management vs. workers
or cooperative teamwork?
Purchasing and inventory – are these
systems in place to make finance happy
or are they systems that insure good
management?
Creativity and innovation – whose idea
is it? Management or employees or
both?
Larry’s Dozen Tips for Supervisors
Treat the Public and Your
Team Respectfully and Fairly
Care For and Maintain Your
Equipment (Like It’s Your
Mother’s)
Develop A Seasonal Schedule
Month
Task
Task
Task
Task
of
Responsibilities
January
S&I
Bldg. Maint.
Furnace Filters
Cut Brush
February
S&I
Potholes
Cut Brush
Drain. Maint.
Potholes
Herbicides
Sweeping
Drain. Maint.
April
Landscaping
Potholes
S&I Equip
Conc Repairs
May
Mowing
Order S&I Mtls
Sign Maint.
Conc Repairs
June
Crack Sealing
Mowing
Sign Maint.
Pvmt. Marks.
July
Overlays
Crack Sealing
Furnace Filters
Pvmt. Marks.
August
Overlays
Crack Sealing
Pvmt. Marks.
Shldr. Maint.
September
Overlays
Mowing
Shldr. Maint.
Shldr. Maint.
October
Train S&I
Winterize
Mowing Equip
Conc Repairs
November
Store S&I Mtls
S&I
Leaf Disp.
Holiday Decs.
December
S&I
Bldg. Maint.
Cut Brush
Mow. Equip.
March
Plan Ahead For the Supplies
and Commodities Your Team
Will Need
Make Sure Your Directions
Are Understood
No Hearing Protection!
No Gloves!
No Hard Hat!
No Safety Glasses!
Use “We” Frequently and “I”
Rarely
Take More Than Your Share
of the Blame When Things Go
Wrong and Less Than Your
Share of the Credit When
Things Go Right
“A good leader is a person who takes a little more
than his share of the blame and a little less than
his share of the credit.”
-John Maxwell
Don’t Be Afraid to Get Your
Hands Dirty
Give It Your Best and Enjoy
Your Work
Believe in People, The Vast
Majority Want To Do A Good
Job
Do The Right Thing and Do It
Right
Don’t Just Talk the Talk, Walk
the Talk
Thanks for Your Attention
Questions?