Transcript Infopeople Webcast Series: Making Performance Evaluation Work for You May 15, 2006 Noon – 1:00 pm Presenter: Paula M.

Infopeople Webcast Series:
Making Performance
Evaluation Work for You
May 15, 2006
Noon – 1:00 pm
Presenter: Paula M. Singer PhD
[email protected]
1
Housekeeping

Today’s webcast:


presentation: 50 minutes
Q&A: final 10 minutes
Don’t wait
for Q&A to
submit
questions

Submit your questions via ‘Chat’ during
webcast so presenter gets them in time

Fill out evaluation during Q&A
Webcast Archives:
http://infopeople.org/training/webcasts/archived.html
2
When to Use Chat
• Get help with technical difficulties
• send message to “HorizonHelp”
• Ask presenter questions
• send message to “ALL”
• Chat with other participants
• “select name from dropdown list”
Chat Area There
List of Participants There
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Agenda
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Performance Management Model
The Process:
Planning
Coaching
Reviewing Performance

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Setting Goals
Providing Feedback
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The Basics
Optimizing human resources
by setting clear, relevant
expectations.
Rewarding performance
based on objective
evaluations.
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Why?
Helps communicate strategic goals
 Improves productivity
 Clarifies expectations
 Satisfies the need to know – “How am I
doing?”
 Promotes and 2-way communication
 Builds stronger working relationships

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Also…
 Identifies
high performers/low
performers
 Provides opportunities for career
development
 Provides a basis for HR actions
 Provides formal documentation
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Performance Management Model
Your
Library
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Performance Management Process

Performance Planning: communicating
and aligning expectations and gaining
commitment

Coaching Performance: giving positive
and negative feedback

Evaluation: shared understanding;
consistency in ratings
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Objectives (“The What”)
Cascade from the Top
Library
Strategic Priorities
Department
Objectives
Employee
Objectives
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Operationalzed Objectives

Anytown Library’s
Strategic Objective

Department Objective

Employee Objective

Provide excellent
customer service

Develop customerdriven standard of
expectations
Develop questionnaire
for customers

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Performance Management Begins with
Performance Planning

Performance Planning discussion

Departmental and individual
performance objectives; job
description requirements

Set SMART Goals
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Performance Objectives are…
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Statements of end results expected within a
specified time period
For each objective, describe the result, indicating

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Quantity
Quality
Time frame
Percentages, or other specific measures
Each objective…….

Ties to the overall strategy of the department and
ultimately the library
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Performance Objectives
 Basic
Work Objectives
 Challenge Objectives
 Professional/Personal Development
Objectives
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Making it SMART !
Specific
Measurable
Timesensitive
Achievable
Relevant
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General Tips for Writing SMART
Performance Objectives
Specific
Measurable
Achievable
Relevant
Time-sensitive
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Sample Performance Objectives
SMART Objective:
 Ensure all fines collected
are counted, entered in the
accounts receivable system
and deposited daily
 Proactively meet with
children’s department staff
1x/ month to update on new
programs and services,
collection changes,
schedules, etc.
 Attend INFOPEOPLE
webcast on performance
management on May 15
Too Vague:
 Handles overdue fines.

Addresses issues of
importance with staff on an
ongoing basis.

Maintains current
knowledge of human
resources issues.
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Sample Performance Objectives
SMART Objective
 Gather previous year
turnover data from
branches, including length
of tenure and reason for
leaving by end of 1st quarter
 Draft customer survey to
assess customer needs and
expectations for distribution
to customers by July 1.
 Develop internal procedures
for Help Desk and support
staff by 6/30 to include
response time and accuracy
percentages
Too Vague
 Gather staff turnover
information

Define customer needs

Develop procedures for
technical support staff
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The “VALUE” Checklist
 Verifiable
 Accountable
 Linked
 Useful
 Easily
Tracked
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Anytown Public Library
Name:
Objective
Service
Response/
Goal
Date:
Measures
of
Success
Need
to
Work
With
Resource Complete
By
s
Required
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Library
Goal
SMART
Objective
Measures of
Success
Need
to
Work
With
Customer
Service
Develop
questionnaire
to measure
customer
service
1. Best
practice
research –
presentation
Mgmt
2. Draft ; pilot
3. Finalize
Ref
Libraria
n, HR
PR
Mgm’t
comm
Resource Complete
By
s
Required
$200 to
attend
class
$500 -statistician
August 2006
September 2006
December, 2006
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Conducting an
Objective Setting Meeting
Agenda
 Discuss employee’s draft objectives
 Ensure they are SMART and pass the ‘stretch but
achievable’ test
 Arrange for finalizing any updates or changes
 Express confidence in
employee’s ability to achieve
all identified objectives
 Summarize and offer ongoing support
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Performance Management
Process: Coaching
 Day to Day:
 observe
 coach
 reinforce
 give/ask for feedback
 Progress Review
 Collaborative evaluation
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“Catch someone doing
something right”
Kenneth Blanchard and Spenser Johnson
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Coaching

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Providing instruction,
direction, guidance,
encouragement and/or
correction
Built on trust and open
communication
Part of the daily work routine
A learning opportunity
Given – received – acted upon
Employee must take
accountability
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Catch someone doing
something right”
Kenneth Blanchard and Spenser Johnson
Tips for Coaching
 When
 What
 How
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THIS
Customers called me on 5
occasions because Bill hadn’t
gotten back to them with
information they needed.
VERSUS
Bill is too lazy to provide good
service to customers. (judgment,
not fact)
Suzy noticed that our copier broke
down frequently, and brought me
the brochure for a different brand,
which she used at her last job.
Suzy shows initiative. (not a
specific example)
As a member of work team to
implement the new self-check
system, Mary Anne invited others
to express their views. One
member was reluctant to speak, so
Mary Anne talked to her privately.
Mary Anne listens to and
considers all points of view.
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Performance Management
Process: Evaluation

Self-evaluation

Supervisor evaluation

Evaluation discussion
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Collaborative Evaluation
Ongoing
Regular feedback and
communication
Self assessment, supervisor input
and open dialogue
Meeting and formal evaluation
document
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Reinforcing Good Performance
When
What
How
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A/B/Cs of Documentation
 ACCURATE
 Based
and IMMEDIATE
on observable BEHAVIORS
and RESULTS
 CONSISTENT
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Manager Preparation
 Review
goals and objectives, actual
performance and variance
 Anticipate
employee potential
objections and think about a response
 Rehearse
 Provide
dialogue
forms in advance of meeting
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Employee Prep


Two weeks reflect, journal
Current Performance Period

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Upcoming Performance Period
1.
2.
3.

Accomplishments/ and skills acquired
Areas need strengthening
Effectiveness
Better customer services
Training or development
Career goals (including development and training) for
the next three years, five years

Competencies and skills needed
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*The* Meeting
Start with employee self appraisal
Identify any differences, discuss
discrepancies
Conduct a problem solving discussion
Reach agreement & create a
development plan
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Rating Errors
to Avoid
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Past influence
Compatible
(“similar to me”)
Recent events
Few observations
“Horns” “Halo”
Generalizations
 Potential equals
performance
 Personality
conflicts
 Failure to
differentiate

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Other Potential Influences
Allowing biases related to race, gender,
age, nationality or sexual preference
Giving high ratings to only to those who
merely look busy or ‘stay late’ with no
apparent increase in
quantity or quality
of work
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Performance Management
Process: A Recap
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Key Dimensions of Performance
Management to Remember
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Ongoing
Collaborative
Tied to organizational goals
Systematic
Objective
Optimizes performance
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THANK YOU!
Paula M. Singer, Ph.D.
The Singer Group, Inc.
12915 Dover Road
Reisterstown, MD 21136
410-561-7561
[email protected]
www.singergrp.com
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