Session 4 Performance Management

Supervision Training:

Performance ManagementOctober 23, 2003

Performance Management

Introduction to Disaster


What happened?

Why would something like this happen?


If we know why these things happen, why

do they happen?


Explore the human dynamics of handling performance issues.

Discuss coaching of over and under performers.

Explore what effective feedback sounds like, looks like and may feel like.

Identify appropriate resources for resolving employee concerns.

Our objectives today:


The single most important variable in employee productivity and loyalty turns out to be not pay or perks or benefits of workplace environment.

……it’s the quality of the relationship between employees and their direct supervisors.

Gallup Organization


Coaching the Under-Performer


Coaching for Improved Performance

1. Observe and analyze performance.

2. Identify area of performance that needs improvement.

3. Show and Tell.

4. Answer employee questions and give feedback.

5. Follow-up!


10 Minute Break



Coaching the Over-Performer


Design – clear, concise messagesLook – for non-verbal cluesListen – to communicateOvercome – barriers to understanding

Key Points for Feedback Success


RECEIVER SENDER

MESSAGE

FEEDBACK


1. The message must be clear.

2. The receiver must pay attention to it

3. The source (sender must be credible).

4. The receiver must be willing and able to act.

Four Factors Impacting Effective Communication


Feedback Mechanisms:

• Regular Conversations• Regular Meetings• Verbal Praise• Written Praise

Other Feedback Opportunities:Notice of Extraordinary Contribution

•Given throughout the year

•Recognizes work, performance, & other contributions

•Send to HR with the Perf Eval

Notice of Improvement Needed

•Not the same as a Written Notice. Explains what needs to improve and provides a specific plan for achieving success

•Send to HR

Recognition – In-Band Bonus•Limited to 10% of salary in a fiscal year - including any adjustments made for lateral role changes and IBA’s.

•Must meet same criteria as those for IBAs

•Change in duties or additional project duties

•Acquired job-related knowledge, skills & abilities

•Retention

•Internal Alignment

IBB – Continued

•Money comes from department’s budget and can be paid as a lump sum any time during the year

•To process:

•Contact your HR rep

•Fill out PAR and PAW

•Notify employee after receiving approval from HR.


Three Types of Recognition

Immediate Recognition

Outstanding Achievement

Customer Service Awards


Individual Impact

$25-$500

Awarded for performance or completion of a project or event.

Supervisor nomination through VP

May come from dept budget

AP-Classified-Wage employees


Recognition Leave

Up to 5 days of annual leave per calendar year

Outstanding for performance

Expires in 1 year

Classified employees only

Supervisor nomination through VP

Customer Service Awards

Individuals or groups

At any time

Open to A/P, classified and wage

Supervisor nomination

Flex money or $25-$100


Mediation,Disciplinary Written Notices, & the Grievance Procedure

(The “Yucky Stuff”)


“Do the right thing and you won’t have to worry about the consequences or

outcomes.” --- Melinda’s mom


Dis-ci-pline – Training that corrects, molds, or perfects the mental faculties or moral

character.

From Latin “disciplina” teaching/learning--Merriam Webster Dictionary


Written Disciplinary Notices are usually a last resort. (But, use them if you need them)

•Make sure your employee understands your expectations•Try other methods of correction:

•Verbal discussions – document your discussions by notating on your calendar •Counseling memos


Standards of Conduct

•Addresses Unacceptable conduct•Grouped by severity of offense•Length of time the notice is kept in the personnel file and “active” is based on the level of severity. •Applies to Classified only, but may be used as a guideline for faculty & wage.•Written notices may also be used with – suspension, transfer to another job, or demotion and / or termination


Standards of ConductProcedure •Verify that you have attempted correction of the behavior.•Prepare an “Intent to Issue a Written Notice” - Give the employee ample amount of time to respond.•Consider the employee’s response•Issue/don’t issue Written Notice•Contact HR for assistance


Mediation Sources •Human Resources•Dept. of Employee Dispute Resolution EDR•Grievances should be a last resort because

•Creates an adversarial atmosphere•Pits an employee “against a supervisor”•Forces an unnatural process – becomes formal•Leaves a “taste”

HR Overview

• Who can file?

– Any classified, non-probationary employee.

– Must be employed at the time the grievance is initiated unless grieving involuntary separation.

Grievance Procedure Overview

HR Overview

There are four stages

1. Management Resolution – 3 steps

2. Qualification for a hearing

3. Hearing

4. Review of the Hearing Decisions


HR Overview

Step 1 - Management Resolution •Employee has 30 days to file a grievance

•Supervisor’s responsibilities:•Calls their HR Representative•5 days to respond in writing

•Employee’s responsibilities•5 days to let us know his intention to continue


HR Overview

•Step 2 – Management Resolution •A Meeting with the 2nd Step Respondent (usually the Supervisor’s Supervisor) within 5 days of receipt of notification

•In attendance will be Employee, 2nd Step Respondent, & one other person each

•After the meeting, the 2nd Step Respondent has 5 days to decide on the action/relief.

•Then the employee has 5 days to decide if he wants to pursue to the next step


HR Overview

•Step 3 - Management Resolution •May/May Not have a meeting with the 3rd Step Respondent (usually the divisional Vice President)

•3rd Step Respondent within 5 days provides a written response

•The employee has 5 days to decide if they want to go to the next step – Qualification for a Hearing.


HR Overview

Qualification for a Hearing

The Agency Head (Dr. Rose) has 5 days to determine if the grievance Qualifies for a Hearing

If yes, a Hearing is scheduled

If no, then the employee may appeal to EDR


HR Overview

Automatically Qualify:

–Formal discipline (Written Notices)

–Dismissal for unsatisfactory performance

May Qualify:

–Unfair application/misapplication of policies

–Discrimination

–Arbitrary/capricious performance evaluation


HR Overview

Does Not Qualify:

•Establishment of salaries, position classifications, general benefits.

•Contents of personnel policies

•Methods by which work activities are undertaken

•Hiring, promotion, assignment of employees

•Termination, layoff, demotion because of lack of work


HR Overview

•Hearing Process

–EDR assigns a hearing officer to the case.

–The hearing must be held and written decision issued within 30 calendar days of the appointment.

–Parties may represent themselves or have someone represent them.


HR Overview

•Review of Hearing Decision

–Decisions must be consistent with law and policy.

–Decisions are subject to both administrative and judicial review.

–The hearing decision becomes final.

–EDR rulings are posted on web site.


HR Overview

•More information can be found at the Department of Employment Dispute Resolution’s web site

www.edr.state.va.us


Employee Assistance Program (EAP)

4 free visits

Advice and assistance for supervisors

Critical Incidence Stress Debriefings (CISD)

Business

Session 4 Performance Management