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Performance Management. Presented by Cheryl Lea Reed Department Head HR Operations GuideStone Financial Resources April 24, 2014. Agenda. Introductions Performance Management vs. Performance Appraisal/Review Performance Planning Performance Appraisals/Rating Performance Review Meeting

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performance management

Performance Management

Presented by

Cheryl Lea Reed

Department Head HR Operations

GuideStone Financial Resources

April 24, 2014

agenda
Agenda
  • Introductions
  • Performance Management vs.Performance Appraisal/Review
  • Performance Planning
  • Performance Appraisals/Rating
  • Performance Review Meeting
  • Performance Goal Setting
  • Appraisal Forms
  • The Performance Management Method
introduction
Introduction
  • HR professional for over 25 years
  • SPHR Senior Professional in Human 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
a matter of perspectives
A Matter of Perspectives

Performance appraisal

  • One-time event
  • Retrospective
  • Short term
  • Correction oriented
  • Completing the form

Performance management

  • Ongoing
  • Prospective
  • Long term
  • Progress steps
  • Planning/goal setting
performance planning1
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.
performance planning2
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.
performance planning3
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.
performance appraisals provide the employee
Performance AppraisalsProvide the Employee:
  • Essential feedback from management.
  • An opportunity to discuss their performance with management.
  • Identification of employee training anddevelopment needs.
  • A basis for compensation decisions.
  • The goals for increased productivity and improved employee performance.
performance appraisals provide the employer
Performance AppraisalsProvide 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.
rating standards
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.
rating standards1
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
rating description and criteria
Rating Descriptionand 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
rating description and criteria1
Rating Descriptionand 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
rating description and criteria2
Rating Descriptionand Criteria
  • Competent — Performance meets expectationsand 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
rating description and criteria3
Rating Descriptionand 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
rating description and criteria4
Rating Descriptionand 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
rating perils
Rating Perils
  • Halo/horn effect — rate employees the same on 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
avoiding other perils
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 andbehaviors objectively.
avoiding other perils1
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.
ways to legally discriminate
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
planning the review meeting
Planning theReview 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 objectivesfor next period.
planning the review meeting1
Planning theReview 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.
the review meeting
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!
the review meeting1
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.
the difficult review meeting
The DifficultReview 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.
the difficult review meeting1
The DifficultReview 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.
goal setting standards
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.
goal setting standards1
Goal Setting Standards
  • Use SMART goal criteria:
      • S pecific
      • Measurable
      • Achievable
      • Relevant
      • T ime-bound
goal setting standards2
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.
the performance management method1
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”
the performance management method2
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.
the performance management method3
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.
summary
Summary
  • Performance Management includes:
    • Performance PLANNING
    • Performance REVIEW
    • Performance GOALS
questions comments
Questions? Comments?
  • For additional questions, please don’t hesitateto 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
  • Cheryl.Reed@GuideStone.org