Chapter 6: Principle 4 Assessing your Staff High /Medium/ Low

1. Chapter 6: Principle 4Assessing your StaffHigh/Medium/Low

2. Today’s Goals… • Identifying/Classifying H/M/L Performers • Utilizing H/M/L Scoresheet • Coaching for Effective Performance The McNair Group

3. It’s difficult to juggle all that we’re asked to handle Goals Customers Staffs

4. Worker Personalities The McNair Group Goals Customers Staffs

5. Definition Of High, Middle and Low Performers • Come to work on time • Good attitude • Problem solve • You relax when you know they are on the job • Good influence • Use for peer interview H • Good employees • Need a little development • Make or break your workforce • Behave like high performers, but not as consistently M L • Negative influence • Take up lots of time • Often are “sacred cow” type employees • Refuse to adapt to change • Can appear as informal leader

6. Goal: Move The Entire Performance Curve M H L

7. Movement of H-M-L Performers H M H Gap is intolerable M EXCELLENCE H Gap is uncomfortable M L L L

8. So why do we need this?

9. Yet only 2 of 10 Key Performance Indicators were met! Prior to MUSC Excellence

10. Impact after MUSC Excellence

11. How does your staff match? Usual percent breakdown of HML staff: • High: 30% • Middle: 60% • Low: 10% • 75% of LPs move to MPs after having HML conversation • 25% of LPs leave the organization

12. Do you ignore High Performers? • “According to a new study by Leadership IQ, 47% of high performers are actively looking for other jobs (they’re posting and submitting resumes, and even going on interviews). • While it’s terrible that almost half of high performers are thinking about quitting, what’s perhaps even worse is that low performers want to stay.  Only 18% of low performing employees are actively seeking other jobs, and 25% of middle performers are actively looking around” 

13. Performance Leadership • Ignore negative behavior and it will increase • Ignore positivebehavior and it will decrease

14. Low Performers! “Let’s just take it a step at a time!”

15. Impact of Low Performers They Make Us: Exhausted Frustrated De-motivated Embarrassed They Make Our Co-workers & Customers: Angry Complaining Non-supportive …Go elsewhere

16. Why We Don’t Address Low Performance • I don’t want to be the bad guy • I feel like they are trying • I don’t feel comfortable • I don’t like confrontation Just Do It !

17. A No “But’s” Culture “ But they are good at their job” “But I had to hire a warm body…there’s no one else” “ But I need them right now!” BUT….BUT….BUT….BUT…….BUT

18. Three Components • Identify • Coach • Take Action Use 90-Day Plans!

19. Three Components Identify Using the scorecard

20. Three Components Coach Learning effective coaching

21. How do we want our employees to feel when being coached?

22. Giving Effective Feedback YOU Your Employee

23. Feedback Steps… D E S K • Describe the ideal behavior you seek, and share your specific observations. End with a question of how they see things. • Explain the impact of their behavior. • Show/Tell exactly what needs to be done. • Know the consequences if changes do not occur. The McNair Group

24. The Principles of Effective Communication • Focus on the ideal that you want, not on the person that’s not doing it. • Maintain the self-esteem of others • Work to make things better • Lead by Example The McNair Group

25. Rule of Thumb It shouldn’t take you any longer than 30 seconds to state the reason for your feedback (and then ask a question) If it does, you are talking too much, or you are trying to cover too many things. The McNair Group

26. Three Components Take Action Talk to HR Use 90-day Plan

27. Develop the Skill to Talk with LOW Performers • Get support - talk with someone • Use Human Resources • Role-play before actual discussion • Keep in mind the damage LPs do • Envision how it will be without them

28. Practice, Practice, Practice • Role Playing • Divide into teams of three: Mgr & Employee and Observer • Rotate the roles The McNair Group