Transcript Engaging in Effective Performance Discussions June 6, 2013 AGENDA 1. WLU Performance Appraisal process 2.

Engaging in Effective
Performance Discussions
June 6, 2013
AGENDA
1. WLU Performance Appraisal process
2. Preparing & Engaging in Effective Performance
Discussion
3. Goal Setting and development plans
Manager’s Performance Appraisal Process
Receive completed
appraisal form May 31,
2013.
Review Performance
Appraisal Guidelines &
established
goals/objectives.
Complete the Manager’s
Assessment and prepare
for performance
appraisal meeting.
Schedule performance
appraisal meeting.
Review the performance
assessment and jointly
establish
goals/objectives and
development plans for
the upcoming year
Develop a plan and
timeline for reviewing
progress.
After the appraisal
meeting, incorporate
any additional
information into the
appraisal form and
manager’s summary.
Provide the final version
to your employee for
their review, comments,
and signature.
Submit original to HR by
July 12th, 2013.
Performance Appraisal – Key Dates
• May 31st: Employee Self Assessment Submitted To Manager
• June 1st to July 11th: Manager completes the Performance
Appraisal Form & Conducts Appraisal Meting with Employee.
• July 12th: Manager submits signed appraisal form to Human
Resources and 2013 merit recommendation spreadsheet.
What are the characteristics of
an effective performance
discussion?
Why do we have performance discussions?
• Provides an opportunity for open/honest discussion and twoway communication
• Encourages self-reflection and self-management
• Provides opportunity for feedback on performance
• Allows for a formal appreciation of accomplishments
• Creates a shared understanding of what is required and how
it will be achieved
• Helps translate University goals to department and individual
goals (alignment)
Preparing for the
Discussion
Factors that Influence Performance
Person Factors
Reside inside a person (motivation + ability)
System Factors
Influences on performance external to the person
Performance = Motivation + Ability + System
Motivation – What motivates an employee?
Why do people stay in their roles?
Ability – Does the employee have the required ability?
Systems – Are the required system supports in place?
Preparation is key to a successful performance
discussion
1. Review what was expected for the role
2. Reflect on the employee’s accomplishments
3. Gather specific/concrete performance examples to support
your discussion and conclusions
Good performance examples are…
Specific about what the person has done or not done,
without judging their intent.
Describe the impact of the behaviour. Tell the person
how her behaviour is affecting you, the team,
department, or university.
But remember…
Also be prepared to articulate what you want the
person to do differently. Your employee can't read your
mind. Be explicit about what needs to change.
Giving Meaningful
Feedback
Giving Meaningful Feedback : The Basics
Criticism is subjective and judgmental
Feedback is objective and evaluative – the goal is to help
people learn about their performance
Giving Meaningful Feedback : The Basics
Positive feedback is just as important for success as
developmental feedback
Positive feedback should be given in the same manner as
developmental feedback:
• Frequent
• Specific
• Based on performance examples
Expressing Appreciation - Appreciative “I” Message
Identify the specific behaviour/action that the employee does
that is helpful to you or important to the department and
explain why it is helpful.
MY FEELING
“I appreciate….
THE BEHAVIOUR
the way you took the lead on the project
to improve the student add/drop process.
ITS IMPACT
Because of your efforts the process is much
quicker and classes were finalized much
faster.”
Areas for Improvement - Assertive “I” Message
Identify the specific behaviour/action that requires addressing
as part of your discussion
BEHAVIOUR/SITUATION Describe in objective, concrete language
EFFECT
On the team, department or university
FEELING
Name your feeling about that effect
INVITE DIALOGUE
“Can we talk about this?”
Assertive “I” Message - Example
BEHAVIOUR/SITUATION
Larry, I’ve noticed that Health & Safety training is not up-to-date for 3 of
your team members. The unit is not in compliance with WSIB expectations.
EFFECT
There is a significant risk of a financial penalty in addition to not being able
to report that we’re 100% compliant to the Board of Governors.
FEELING
I am quite concerned about not being 100% and potentially having to pay a
penalty.
INVITE DIALOGUE
Can we talk about this?
Receiving Feedback
Receiving Feedback
• Anticipate a learning experience – what can I learn from this?
• Ask questions – “How could I have done this better?” Help your
manager to be specific about what he/she wants from you in
the future.
• Agree with something – find something to agree with to
establish common ground.
• Analyze – consider the feedback and determine how to move
forward to a solution.
Other Tips for Receiving Feedback
• Always focus on the solution, not the problem
• Maintain responsibility for getting and giving feedback.
• Take the initiative to set regular feedback sessions with
your manager and/or staff to check on the progress of
goals.
• Ask for feedback on projects and assignments frequently
before small mistakes can grow to crises.
Goal Setting &
Development Plans
Goal Setting
 Goals are measurable objectives which relate to specific
time periods (project completion, achievement of sales or service
targets)
Why Set Goals?
Goal Setting
1. Align individual goals with departmental and
organizational goals
2. Set employees up for success by ensuring the right
resources and supports are in place for them to achieve
their goal
3. Define goals using the SMART principle
*New for 2013 – Ensure each manager commits to a minimum
of 3 health and safety objectives, as part of their goals &
objectives.
SMART principle
Specific:
Measurable:
Achievable:
Realistic:
Time Based:
state concrete actions and expected results. Who?
What? Where? By When?
it should be possible to determine if the goal has
been achieved. What are the deliverables? How
much? How many?
the employee has the skills and time to
meet the goal
the employee can accomplish the goal within the
established timelines and with the resources
available
There is a clear period of time in which the goal
must be accomplished. If time isn’t defined, the
commitment is too vague and can lead to
procrastination
Development Plans
• Should aim to:
– Assist in the achievement of the goals set out for the year
– Enhance performance and personal effectiveness
– Increase overall contributions
– Address any necessary performance improvements
Development Plans Continued
• Identify the most effective way to learn these items.
• Identify resources are required for each of these methods.
• Establish how you will measure employee success in developing this
new knowledge.
Consider your agenda for the meeting:
1. Successes from the review period
(Appreciative I messaging).
2. Areas for improvement from the review period
(Assertive I messaging).
3. Define goals & development plans for the next year
(SMART).
Checklist for Success
□
Employee clearly understands the department goals and how they
align with the overall University goals
□ Manager and employee have a shared understanding of goals and
development areas (Employee Success Factors)
□ Employee’s goals for the upcoming year have been developed jointly
and follow the SMART principle
Checklist for Success (cont’d)
□
Employee has the right resources, supports and authority
to achieve the goals and development plans
□ Progress towards goals and development plans are
reviewed regularly throughout the year and timelines
renegotiated as required
Some parting thoughts…
The outcome of the performance discussion should
be a shared understanding of what is required (work
and development goals) and how it will be achieved.
Effective change takes a lot of deliberate effort and
planning.
Change is facilitated when there is clear vision of
what is desired, the skills to do the work,
motivation and agreement, the right resources, and
an action plan for how to get there.
Thank-You