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Performance Management:

Performance Management:. GETTING TO THE HEART OF IT!. A Commentary on Performance Evaluation Policy. Presented by Susan Campbell Department of Management Services. Benefits of the Evaluation Interview. Benefits for the Employee Benefits for the Supervisor/Rater Benefits for the Agency.

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Performance Management:

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  1. PerformanceManagement: GETTING TO THE HEART OF IT!

  2. A Commentary on Performance Evaluation Policy Presented by Susan Campbell Department of Management Services

  3. Benefits of the Evaluation Interview • Benefits for the Employee • Benefits for the Supervisor/Rater • Benefits for the Agency

  4. Supervisor/Rater Preparation • Prior to the Performance Interview • Motivational Aspects • Use Available “People” Resources • Timing of the Performance Interview

  5. Should Be: Entire review Two-way effort Solve potential problems Goal-setting Develop relationship Should NOT Be: One-way Assassination Controlling Personality Non-communication Short-term memory Should’s & Should Not’s

  6. Evaluation & the LAW • Thorough job analysis – S.M.A.R.T. • Approved rater • Monitored for consistency • Data & scoring • Void of biases • Measure results • Treat workers equally • Monitor results

  7. Characteristics of an Effective Performance Discussion LeaderWorksheet for Supervisors

  8. Preparing the EmployeePrior to the Interview • Complete self-evaluation • Accomplishment Program • Address each standard • Improvement necessary • ID obstacles • ID 3 accomplishments • ID 3 performance goals • More experience and/or training necessary

  9. Planning, Coaching and Evaluation • Performance Planning • Quarterly Performance (Coaching) • Quarterly Performance (Coaching) • Quarterly Performance (Coaching) • Performance Evaluation

  10. Coaching for Improvement • Observe (no “secret” file) • Choose time and place to coach • Establish open communication • Listen • Communicate clearly • Stick to performance • Suggest ways to improve • Make sure they understand • Give encouragement • Provide feedback • Make appointment for next session

  11. Managing Unsatisfactory Performance • Define the problem • Determine the cause • Adequate training • Proper support to do job • External influences • In the right job

  12. Going Through the Counseling Process • Deficiencies exist? • Standards observable and job-related? • What does “not satisfactory” mean?

  13. Points to Remember in Coaching! • Don’t wait ‘til annual is due • ID areas for improvement • Be specific • Analyze the cause • Develop plan • Results desired by supervisor • What mgmt. will do to help • What employee will do • Monitor and set completion dates

  14. Corrective Action Flowchart Describe Performance Discrepancy through the flowchart to determine the cause.

  15. Checklist & Questions for Supervisors/Raters • Personal Preparation • Conducting the Evaluation Discussion • Closing the Discussion • Post Evaluation Follow-up

  16. Key Questions/Probing Questions/Answers Chart • When did it start? • Training problem? • Skill deficiency? • Skill used often? • Simpler solution? • Non-performance rewarding? • Really matter? • Right job? • Obstacles? • External influences? • What now?

  17. Be A Coach!

  18. Summary Slide • PerformanceManagement: • A Commentary on Performance Evaluation Policy • Benefits of the Evaluation Interview

  19. Summary Slide (cont.) • Supervisor/Rater Preparation • Should’s & Should Not’s • Evaluation & the LAW • Characteristics of an Effective Performance Discussion LeaderWorksheet for Supervisors • Preparing the EmployeePrior to the Interview

  20. Summary Slide (cont.) • Planning, Coaching and Evaluation • Coaching for Improvement • Managing Unsatisfactory Performance • Going Through the Counseling Process • Corrective Action Flowchart

  21. Summary Slide (cont.) • Checklist & Questions for Supervisors/Raters • Key Questions/Probing Questions/Answers Chart • Be A Coach!

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