2008 Performance Management Training

8/2/2019 2008 Performance Management Training

1/24

Performance Management Training


2/24

SHRM 2008 2

Introduction

This sample presentation is intended for presentation tosupervisors and other individuals who manage employees.

It is designed to be presented by an individual who is

knowledgeable about performance management.

This is a sample presentation that must be customized toinclude and match the employers own policies and practices.


3/24

SHRM 2008 3

Objectives

Performance management v. performance appraisal

Creating the right environment

Learning to develop on going performance oriented

discussions

Managers role in developing, mentoring, goal setting, andmaintaining high performance standards

Review rating criteria and rating perils


4/24

SHRM 2008 4

Performance Appraisal v. Performance Management

A Matter of Perspectives

Appraisal Management

One time event Ongoing

Retrospective Prospective

Short Term Long Term

Correction oriented Progress steps

Completing form Planning/goal setting


5/24

SHRM 2008 5

Performance Management Continuum

Goal Setting

& Planning

Performance

Planning

PerformanceReview

PerformanceManagement


6/24

SHRM 2008 6

Planning the Review & the Environment

Advance planning self appraisals should be completed 2weeks prior to managerial review.

Plan for open dialogue opportunity to reviewperformance, consider lessons learned, progress forperiod, and establish goals and objectives for next period.

Lay out plan for performance discussions collect andreview notes, statistics, citations and performance based

examples.

Schedule sufficient time to focus on the review.


7/24SHRM 2008 7

Prepare to discuss the full range of issues which may arisein the performance management discussion.

Dont exhibit defensiveness if employee criticism isjustified due to management failure or lack of resources,accept, and move on to next area of review.

Respect confidentiality of the review discussion whenpossible. If unlimited confidentiality cannot be promised,

advise employee accordingly.

No cell phones, no emails, no text messaging, noelectronic devices, no interruptions



8/24SHRM 2008 8


Job description/addendums should tie together withperformance management.

Handle dissent professionally disagreements should benoted as a matter of record.


9/24SHRM 2008 9


Difficult Evaluations

Describe unsatisfactory performance/behavior

Cite specific observed examples past incidents or lack of

meeting goals and impact on employee, team, customer,department, et al.

Solicit constructive employee action plan to resolve orameliorate the performance failures or behavioral issue.

Review action plan and establish milestone date(s) toreview progress.


10/24SHRM 2008 10

Developing Ongoing Performance Communications

Recognize performance management is a continuingprocess to assist everyone in enhancing performance anddevelopment.

Establish milestone dates for periodic monitoring ofperformance objectives and progress reports in objectiveterms.

Be aware of the potential and, when necessary, take

corrective action, if goals/objectives need to be changed orre-targeted during the review period.


11/24SHRM 2008 11

Developing Ongoing Performance Communications

Maintain open communication channels to ensure thatissues are elevated quickly and resolved expeditiously.

Coach, assist, and/or re-direct employees who requestassistance and those who are failing to meet standards.


12/24SHRM 2008 12

Goal Setting/Setting Standards

Define and establish specific goals/objectives for thereview period.

Create mutually agreed time lines of break out data forprogress reports on goals and objectives.

Communicate changes or redirection of goals andobjectives in a timely manner.


13/24SHRM 2008 13


Use SMART goal criteria

S pecific

M easurable

A chievable

R elevant

T ime-bound


14/24SHRM 2008 14


Align goals with the organizations business plan.

Establish mutually agreed to goals which add value.

Recommend and recognize behaviors that are aligned withorganizational business plans.

Establish milestone review dates.


15/24SHRM 2008 15

Rating Standards

Excellent

Good

Acceptable

Unsatisfactory


16/24SHRM 2008 16

Rating Criteria

Excellent

Consistently exceeds performance standards

Continuously contributes to the organizations success

by adding significant value

Demonstrates a comprehensive understanding of work;takes action to identify needs and solve problems


17/24SHRM 2008 17

Rating Criteria

Good

Meets performance standards

Competently performs all aspects of job functions andmeets goals

Capably adjusts to changing workplace needs and workrequirements


18/24SHRM 2008 18

Acceptable

Generally meets expectations of the position

Competently performs aspects of the job function or goal

May require Performance Improvement Plan toconcentrate on areas of weakness

May require additional resources or training to moveabove rating

Rating Criteria


19/24SHRM 2008 19

Rating Criteria

Unsatisfactory

Fails to perform most aspects of the position

Performance levels are below expectations

Requires close guidance in performing routine job duties Requires Performance Improvement Plan to address areas

of weakness with progress review dates


20/24SHRM 2008 20

Rating Perils

Halo/Horn Effect rate employees the same on every trait

Central Tendency lack of rating differentiation betweenemployees

Leniency avoids honest ratings to avoid conflict

Recency narrow focus on recent events

Similarity/Like me favorable rating to employees whohave similar values or interests to the rater

Constancy rate employees via rank order


21/24SHRM 2008 21

Avoiding Other Rating Perils

Make objective statements

Consider the totality of the employees performance

Inadequate record keeping lack of specific examples

Lack of establishing milestones for progress reviews Discuss specific performance issues and behaviors

objectively

Legal impact of inflated performance ratings

Maintain clear and open communication channels

Specific comments should avoid any connotations whichare connected to: age, race, sex, religion, national origin,veteran, or a specific disability


22/24SHRM 2008 22

Summary

Appraisal v management

Planning reviews/development

Goal setting

Developing dialogue

Rating standards

Perils and pitfalls


23/24SHRM 2008 23

Questions? Comments?


24/24

Course Evaluation

Please be sure to complete and leave the evaluation sheet youreceived with your handouts.

Thank you for your attention and interest!

Documents

2008 Performance Management Training