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Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

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Page 1: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance
Page 2: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Performance Development Planning (PDP)

Page 3: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Agenda

1. Overview (25 min)o What is it, why do ito What’s different

2. Performance Planning (30 min)

3. Performance Coaching and Feedback (30 min)

4. Performance Review (30 min)o Performance Process and Form(s)

Page 4: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Overview

Before you are a leader, success is all about growing yourself.

When you become a leader, success is all about growing others.

Jack Welsh

Page 5: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

What is it?

Performance PlanningDialogue between manager

and staff to set clear, specific performance expectations at

the beginning of cycle

Performance ReviewTwo way discussion and

written document focusing on staff performance, areas of

excellence, goals for improvement and development

needs

Ongoing CoachingTwo way discussion which

focuses on recognizing excellence and areas for

improvement and learning as well as barriers to

performance

FeedbackWays in which feedback can

be collected which may include peers, clients or 1:1 between Manager and staff

Performance CriteriaInformation which provides

the foundation for performance – job

description, organizational goals, competencies,

standards

Page 6: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Why Support Career Development?

• Provide clarity about career paths and job opportunities at

the University

• Assist in succession planning

•Clearer standards for managing performance

•Focused skill development

Page 7: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Overview – Why do it?

1. To create and foster an ongoing, two-way communication process

which:

clarifies expectations between the manager and the individual

Assists individuals in reaching personal and professional goals

through skill development

2. Integrates consistent coaching practices designed to support

development targets

Page 8: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

What is different

Keeps a forward focus on the shifts in skills that are needed for employees to succeed

Builds a system that builds performance to meet organization needs

Identifies desired culture, behaviours and style

Links to other systems (training and development, communities of practice)

Shared vision, governance and framework

Page 9: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Partnership between Management and Staff

• Link to <enter your organization’s goals>

• Targets focused on performance and behaviour

• Help employee to excel

• Set expectations for coaching

Page 10: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Performance Planning

(setting expectations and goal setting)

90% of a Manager’s time in the process should be devoted to planning, development and coaching

10% on the performance evaluation

Page 11: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Guiding Staff Members

• Share department and organization goals

• Meet with the staff member, discuss specific expectations for performance and contributions during the review period

• Schedule regular meetings with staff member to discuss performance and focus forward on ongoing improvement

• Update expectations should priorities or circumstances change

Page 12: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Performance Planning – Setting Expectations

Specific What is the desired outcome?

MeasurableHow will you and your staff member know if the desired outcome has been achieved?

AttainableHave you and your staff member discussed and reached consensus on the outcome?

RelevantAre the assignments relevant for the position? Are they aligned with department or organizational goals?

Timely When will the result be achieved?

Page 13: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Be Clear – Set objective measures

Consider the six specific competencies related to their job:

What are some of the daily tasks or activities where these are performed?

What does ‘good’ performance look like? Describe the standard.

What are some projects or assignments the staff member needs to

complete? What is the desired outcome? Measure the result.

What behaviours are desired as the staff member completes tasks or

assignments? How will these need to be leveraged? Examples of

“observable behaviour”.

Page 14: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Creating Development Plans

1. Develop or improve skills, knowledge or competencies in their

current role

2. Acquire new skills, knowledge or competencies in current role

relating to:o a new assignment, o change to role responsibilities,o introduction of new process or technology

3. Obtain new skills, knowledge or competencies in preparation for

career development in a new role

Page 15: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Creating a development plan

Individual’s currentSkills

Team Goals

MedIT’s Objectives

Individual’s Development

(in current role)

Individual’s Aspirations

DevelopmentPlan

Page 16: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Developing in a Current Role

What learning opportunities would you consider for your staff

member in developing in their current role for

• a new assignment

• change in role responsibilities

• introduction of a new process

or technology

Page 17: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Developing for a new role

What steps might you take to help support their development

plan?

What learning opportunities would you consider for your staff

member while on the job?

Page 18: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Steps

1. Staff member determines what their career

aspirations are

2. Staff member and Manager determine what type of

development is appropriate

3. Discuss best learning methods, agree on outcome

and timeline

4. Staff member also does self-development activities

5. Progress is tracked, successes celebrated!

Page 19: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Performance Coaching and Feedback

Leadership is a lifting of a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations

Peter Drucker

Page 20: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

What is coaching?

Coaching is a unique opportunity to focus and move forward

on personal, professional or organizational goals through the

exploration of ideas and candid dialogue with a confidential

and unbiased thinking partner

http://youtu.be/UY75MQte4RU

Page 21: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Manager as a coach

listens, observes and customizes approach to individual’s needs

elicits solutions and strategies from individuals

believes that the individual is naturally creative and resourceful

The coaches job is to provide support to enhance the skills,

resources and creativity that the individual already has.

Page 22: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Feedback is the essence of coaching

Feedback is essential to staff development. It not only helps staff correct

mistakes before they become habits, but it also:

Acknowledges the strengths that they draw on to be successful

Focuses on the actions required to move forward

Identifies plans to overcome obstacles

Helps staff to achieve their goals

Fosters productive working relationship

Page 23: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

FRAME your coaching

F – Focus on each interaction

R – React non judgementally

A – Ask thought provoking questions

M – Monitor progress and learning

E – Encourage continued growth

Page 24: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Coaching Process

By listening....what I heard you say is...hmmm say more....

By encouraging...you are right on track...go for it....

By questioning...what is going well....what support do you

need...what is getting in the way....what could be the first step...

By requesting...I have a request...can I ask you to cut your

expenses by 50%

By action planning...who, what, when

Page 25: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Coaching Exchange

Identify – what is it you want to ensure you get through the

exchange

Discover – find out more...what is the issue..find out

challenges and concerns

Strategize – what direction are you going to make

Clear the way – impediments to action and progress

Re-cap – what are you going to do and when

Page 26: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

How would you coach a.....

New member

Star performer

Not meeting expectations

Steady contributor

Page 27: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Tips for providing positive and constructive feedback

1. Describe the behaviour you are observing, such as meeting a

deadline, surpassing productivity, or participating fully in a

meeting

2. Emphasize the impact of the behaviour so that the person can

clearly see why you believe it is important. Describe the impact on

the organization, the team or the job

3. Let the staff member know exactly what behaviours to continue,

and what behaviours not to continue

Page 28: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Tips for providing positive and constructive feedback

4. Develop a habit of looking for and commending specific

positive behaviours; such reinforcement will increase the

incidence of them

5. Respect the staff members need for privacy. Your reaction

should be between you and the staff member

Page 29: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Remember to...

1. Focus on the work, not the person

2. Avoid overwhelming – do not provide too much feedback

at once

3. Focus on the future

4. Identify benefit or positive outcome of the change

5. Provide appropriate balance of positive and negative

feedback.

Page 30: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

When people make mistakes, the last thing they need is discipline. Its

time for encouragement and confidence building. The job at this point

is to restore self-confidence...If we are managing good people who are

clearly eating themselves up over an error, our job is to help them

through it.

...they coached....rather than preached....they got better results...

Jack Welch, “Straight from the gut”

Guiding principle.....

Page 31: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Coaching Video

http://www.youtube.com/watch?v=K2bZyIqMPTI

Page 32: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Role Play

Coaching to develop new skills required for current job or for

new position

Coaching to correct or improve performance

Page 33: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Performance Review

“ I work with them everyday. They know I think they do a great job”

“ next to firing, this is my least preferred task”

“the form is too long”

“I’m afraid I will be challenged on my review and have to provide examples which I can’t remember”

“I don’t like being in the role of judge”

Page 34: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Making the review easy

1. Set clear expectations. Provide them on the first day of employment.

2. Provide feedback all year. Have performance discussions as a regular part of

the work day and review meetings are held regularly.

3. Ask first, tell later. Begin a performance discussion by asking the employee to

rate their performance. Have them provide examples of where they have met

and exceeded the expectations. Document.

4. Guarantee no surprises at the annual meeting. If you are waiting for annual

meeting to discuss performance, you lost your chance to be effective

Page 35: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Performance Review Discussion

Schedule the meeting – communicate expectations

Allow time for the staff member to prepare for the meeting by completing a self

assessment (aka initial worksheet)

Let the staff member discuss their self assessment first

Summarize your observation of the progress made to date, including areas of

excellence, and areas for improvement. Include specific examples and

impacts

Listen and clarify differences. Include both views in final copy

Discuss goals and development plan for coming review period

Page 36: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Progress Tracking

Development/Coaching conversations 1:1

o Focus of the exchange

o Critical discoveries

o Strategy

o Obstacles

o Recap/Actions

Annual/bi-annual performance review

o discussion and completion of forms (handout)

Page 37: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Desired Outcomes

1. Clarified for the staff member how their performance compared to the

expectations that were established.

2. Provided staff member with feedback on how their performance is helping the

group achieve its goals.

3. Motivated staff member to continue doing what they do well and to improve

their performance in other areas.

4. Identified barriers to performance and how to address them.

5. Agreed on development/growth opportunities and activities.

6. Completed the annual assessment that is required.

Page 38: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Building a High-Performance Workforce

• Business objectives and priorities are clear

• Communication and listening skills are key

• Think about change early and often.

• Walk the talk. Create a culture with a free flow of information,

innovation, openness and flexibility

• Training and build internal capabilities

• Seek ongoing improvements rather than leaping

• Measure and celebrate individual and organizational results

Page 39: Performance Development Planning (PDP) Agenda 1.Overview (25 min) o What is it, why do it o What’s different 2.Performance Planning (30 min) 3.Performance

Resources

Creating and Using a Development Plan

Personal Career Development Plan templates

Coaching http://www.hr.ubc.ca/coaching/coaching-resources

Managing at UBC http://www.hr.ubc.ca/managing-at-ubc/  

Manager as Coach (MOST program)

http://webapps.hr.ubc.ca/hrcatalog/catalog_coursesessions.ac

tion?subcategory=MOST&coursecode=CC&scope=ALL