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3A Lifting the Performance of your Association Staff from Mediocre to Marvellous 25 – 26 November 2014 1:30pm – 3:00pm #FL14
Performance Manage Your Association Staff from
Mediocre to Marvellous
Presented by Mark Werman B.Ec., M.Com., CA
Managing Director Wentworth Advantage
Associations Forum Future Leaders Conference
Tuesday 25 November 2014
Why is quality staff management so important & so difficult?
Performance
Performance Defined
Competency
Performance Job Description
=
Performance Defined
Competency Motivation
Performance Job Description
= x
Reward & Remuneration
Performance Defined
Competency Motivation
Performance Job Description
= x
Reward & Remuneration
Performance Defined
Cultural Alignment
Values
x
The staff retention model
You have to “CONNECT” with each employee
ASSOCIATION
The staff retention model
JOB
ASSOCIATION
The staff retention model
Job connection
Implement a Performance Management (PMS) system
Job Description
Performance Appraisal $
HR Policies &
Procedures
JOB
PERSONAL
ASSOCIATION
The staff retention model
What’s the Answer?
Job Description
Performance Appraisal
Reward & Remuneration
Surveying staff
Step 1 – Surveying staff
• Opens communication between staff and management
• Useful starting point in assessing secretariat strengths and weaknesses
• Secretariat climate – factors that make up
secretariat life – not tangible like
production and finances
• Organisational commitment • Remuneration satisfaction • People management
issues • Management effectiveness • Supervisory effectiveness • Training and Development • Communication • Physical work environment
Step 1a – Association Culture & Job Satisfaction
• Absence of trust • Fear of conflict • Lack of commitment • Avoidance/vagueness of
accountability • Inattention to results • Reluctance to
communicate • Leadership issues
Step 1b – Team Cohesion
Step 2 - Job Descriptions
– Structure
– Outcome based
– Performance standards
– Aligned to the association objectives
Job Descriptions
• Clarify what needs to be achieved and how well it needs to be done
• Create key performance indicators for technical and personal competencies
• Rank the importance of the various skills and behaviours
Who should have one?
Step 3 - Performance Appraisal
• Quality feedback improves performance
• Three root problems – Perceptions of
appraisal – Standing in judgement – Lack of involvement
• Be Prepared!
Appraiser • Better staff performance • Problem rectification • Feedback on self
Appraisee • Better understanding of performance requirements leading to better performance
The Association • Data on association performance • Better communication • Better motivation • Improved organisation performance
Goal is to lift performance
Preparation
Step 1: Prepare your mind – The meeting should be more like a discussion
than an interview – Goal is to meet as equals – Recognise that you share a common goal
Preparation
Step 2: Understand the job – If possible, refer to the Job Description – If no Job Description, write down the top 6 – 8 key
requirements of the role
Preparation
Step 3: Assess current performance – Collect data to verify actual levels of performance – Facts add credibility to the process – Don’t rely on vague generalisations – Identify required performance standards – Try to be balanced and avoid bias – Perhaps seek the input from someone else
Preparation
Step 4: Consider the Discussion – The focus is how do you increase your staff
member’s performance & value to the organisation – Try to identify solutions that will resolve your staff
member’s problems/issues
Preparation
Step 5: Arrange the logistics – Give the appraisee adequate notice – Schedule your own preparation time – Organise suitable venue: no interruptions! – Allocate sufficient time – Have relevant data at hand
Preparation
The Discussion
1. They start on time 2. Immediate visual impact
– Eye contact – Tidy desk
Characteristics of an effective appraisal discussion
3. The discussion is relaxed but businesslike
- Meet as ‘equals’ - Involve them in the discussion - throughout - Be open & honest - Use accurate language rather than vague and ambiguous descriptions - Avoid the counterattack * Stay calm & emotionally detached * Focus on solutions
Characteristics of an effective appraisal discussion
4. The discussion sequence
• Opening – Put appraisee at ease - but don’t be false – Appraisee wants to know:
• The purpose of the discussion • What the outcome will be • How you would like to play it
– Knowing the answer to these questions & being involved early on - is the quickest way to relax most appraisees
Characteristics of an effective appraisal discussion
Get them involved very early on: • Thanks for coming along. Have you completed
the preparation we discussed? • Would you like me to run through the purpose of
the discussion and how I thought we’d go about it?
• Is there anything that has caused you concern that you would like to address early on?
• So, how do you think things have been going over the past year?
Characteristics of an effective appraisal discussion
The body – being the potentially ‘tricky’ bits – Suggested sequence:
Option 1: Follow the competencies in the order they appear in the Job Description, or Option 2: Put ‘significant/dominant’ issues first Option 3: Positive/PFI/Positive
Characteristics of an effective appraisal discussion
• Whichever option you chose, use the following three stage format:
• Describe expected performance level
Describe their actual performance level – use facts and examples
Agree to Actions that will lift
performance
Characteristics of an effective appraisal discussion
– How do the appraisee’s views compare with your own on:
• overall performance • areas where performance has been better/worse
than expectations • reasons for any variance • mitigating circumstances • identify development needs
– Are there any areas of potential disagreement?
Characteristics of an effective appraisal discussion
The closing:
– Provide a summary • Recap the main points by emphasising:
– What has been agreed to – Where actions are required – Who is going to do what – By when
• Option: Ask the appraisee to summarise the discussion. This further encourages their involvement
Characteristics of an effective appraisal discussion
The closing (Cont) – Ask the appraisee how they feel about the
discussion – Prompt them, if necessary, about any of the
‘tricky’ bits – ie. those areas of the meeting where there may have been disagreement
Characteristics of an effective appraisal discussion
Managing poor performance
• What actually is the performance discrepancy? • Is it important? • Skill deficiency? Is the skill often used? • Could the employee perform the skill in the past? • Is the employee capable of improving? • Does performing the job well matter to the employee? • Are there any obstacles to good performance? • Solutions to remove obstacles? • Obstacles: Recruitment & selection, promotion,
conditions, communication & role negotiation, staffing levels, stress, work organisation, job design
Disciplinary & termination issues
• Termination – Dismissal – Redundancy
• Avoid ‘unfair dismissal’ problems – You must have a clear reason for the
termination, and – You must follow the appropriate process
Step 4 - Reward and Remuneration
• Aims – to attract and retain suitably
qualified employees to the Association to perform the work required
– to motivate employees to perform at a consistently high level
– to encourage them to improve their skills, abilities and knowledge in order to improve job performance
"Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted." Walter Wriston, Former Chairman, Citicorp/Citibank
Does money really motivate?
• DDI International • UK Times newspaper 2004 • Interviewed 1000 staff from
companies employing > 500 workers
• Many: • Bored • Lacking commitment • Looking for new job
Does money really motivate?
• Main reason for resignations: • 43% left for better
promotion chances • 28% left for more
challenging work • 23% left for a more
exciting place to work • 21% left wanting more
varied work
Does money really motivate?
Pay came 5th on the list!
WHY?
Does money really motivate?
• Frederick Herzberg • 1968 classic - “One More
Time: How Do You Motivate Employees”
• Challenged assumption that workers are primarily motivated by money
Does money really motivate?
• Workers are motivated
by: • Achieving something
in their jobs • Being responsible for
their job tasks • Being able to work
with minimum supervision
Does money really motivate?
Hygiene factor
Current thinking: Job motivation
Financial Non-financial
Reward and Remuneration - Solutions
• Benchmark to the broader employment market – Organisations of similar
size and geographical location
• Put in place structured remuneration policy that clearly states – Time and frequency of
salary reviews – Criteria for increases – Performance linked
Setting-up an Incentive Bonus System
• Linked to the Job Description
• Weighted average scoring system
• Bonus pool • KEEP IT SIMPLE
Competency Motivation
Performance Job Description
= x
Reward & Remuneration
Performance Defined
Cultural Alignment
Values
x
Questions & The next step …