Performance Development Planning (PDP)

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Performance Development Planning (PDP). Agenda. Overview (25 min) What is it, why do it Whats different Performance Planning (30 min) Performance Coaching and Feedback (30 min) Performance Review (30 min) Performance Process and Form(s). Overview. - PowerPoint PPT Presentation

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  • Performance Development Planning (PDP)

  • AgendaOverview (25 min)What is it, why do itWhats differentPerformance Planning (30 min)Performance Coaching and Feedback (30 min)Performance Review (30 min)Performance Process and Form(s)

  • OverviewBefore you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.

    Jack Welsh

  • What is it?Performance PlanningDialogue between manager and staff to set clear, specific performance expectations at the beginning of cyclePerformance ReviewTwo way discussion and written document focusing on staff performance, areas of excellence, goals for improvement and development needsOngoing CoachingTwo way discussion which focuses on recognizing excellence and areas for improvement and learning as well as barriers to performanceFeedbackWays in which feedback can be collected which may include peers, clients or 1:1 between Manager and staffPerformance CriteriaInformation which provides the foundation for performance job description, organizational goals, competencies, standards

  • Why Support Career Development? Provide clarity about career paths and job opportunities at the University Assist in succession planningClearer standards for managing performanceFocused skill development

  • Overview Why do it?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

    Integrates consistent coaching practices designed to support development targets

  • What is differentKeeps a forward focus on the shifts in skills that are needed for employees to succeedBuilds a system that builds performance to meet organization needsIdentifies desired culture, behaviours and styleLinks to other systems (training and development, communities of practice)Shared vision, governance and framework

  • Partnership between Management and StaffLink to Targets focused on performance and behaviourHelp employee to excelSet expectations for coaching

  • Performance Planning(setting expectations and goal setting)

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

    10% on the performance evaluation

  • Guiding Staff MembersShare department and organization goalsMeet with the staff member, discuss specific expectations for performance and contributions during the review periodSchedule regular meetings with staff member to discuss performance and focus forward on ongoing improvementUpdate expectations should priorities or circumstances change

  • Performance Planning Setting Expectations

    SpecificWhat 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?TimelyWhen will the result be achieved?

  • Be Clear Set objective measuresConsider 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.

  • Creating Development PlansDevelop or improve skills, knowledge or competencies in their current roleAcquire new skills, knowledge or competencies in current role relating to:a new assignment, change to role responsibilities,introduction of new process or technologyObtain new skills, knowledge or competencies in preparation for career development in a new role

  • Creating a development planIndividuals currentSkills Team GoalsMedITs ObjectivesIndividuals Development (in current role) Individuals AspirationsDevelopmentPlan

  • Developing in a Current RoleWhat 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

  • Developing for a new roleWhat steps might you take to help support their development plan?

    What learning opportunities would you consider for your staff member while on the job?

  • StepsStaff member determines what their career aspirations areStaff member and Manager determine what type of development is appropriateDiscuss best learning methods, agree on outcome and timeline Staff member also does self-development activitiesProgress is tracked, successes celebrated!

  • Performance Coaching and Feedback

    Leadership is a lifting of a persons vision to high sights, the raising of a persons performance to a higher standard, the building of a personality beyond its normal limitationsPeter Drucker

  • 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

  • Manager as a coach listens, observes and customizes approach to individuals 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.

  • Feedback is the essence of coachingFeedback 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

  • FRAME your coachingF Focus on each interactionR React non judgementallyA Ask thought provoking questionsM Monitor progress and learningE Encourage continued growth

  • Coaching ProcessBy 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

  • Coaching ExchangeIdentify what is it you want to ensure you get through the exchangeDiscover find out more...what is the issue..find out challenges and concernsStrategize what direction are you going to makeClear the way impediments to action and progressRe-cap what are you going to do and when

  • How would you coach a.....New memberStar performerNot meeting expectationsSteady contributor

  • Tips for providing positive and constructive feedbackDescribe the behaviour you are observing, such as meeting a deadline, surpassing productivity, or participating fully in a meetingEmphasize 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 jobLet the staff member know exactly what behaviours to continue, and what behaviours not to continue

  • Tips for providing positive and constructive feedbackDevelop a habit of looking for and commending specific positive behaviours; such reinforcement will increase the incidence of themRespect the staff members need for privacy. Your reaction should be between you and the staff member

  • Remember to...Focus on the work, not the personAvoid overwhelming do not provide too much feedback at onceFocus on the futureIdentify benefit or positive outcome of the changeProvide appropriate balance of positive and negative feedback.

  • 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.....

  • Coaching Videohttp://www.youtube.com/watch?v=K2bZyIqMPTI

  • Role PlayCoaching to develop new skills required for current job or for new position

    Coaching to correct or improve 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

    Im afraid I will be challenged on my review and have to provide examples which I cant remember

    I dont like being in the role of judge

  • Making the review easySet clear expectations. Provide them on the first day of employment.Provide feedback all year. Have performance discussions as a regular part of the work day and review meetings are held regularly.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.Guarantee no surprises at the annual meeting. If you are waiting for annual meeting to discuss performance, you lost your chance to be effective

  • Performance Review DiscussionSchedule the meeting communicate expectationsAllow 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 firstSummarize your observation of the progress made to date, including areas of excellence, and areas for improvement. Include specific examples and impactsListen and clarify differences. Include both views in final copyDiscuss goals and development plan for coming review period

  • Progress Tracking Development/Coaching conversations 1:1 Focus of the exchange Critical discoveries Strategy Obstacles Recap/Actions

    Annual/bi-annual performance review discussion and completion of forms (handout)

  • Desired OutcomesClarified for the staff member how their performance compared to the expectations that were established.Provided staff member with feedback on how their performance is helping the group achieve its goals. Motivated staff member to continue doing what they do well and to improve their performance in other areas. Identified barriers to performance and how to address them.Agreed on development/growth opportunities and activities.Completed the annual assessment that is required.

  • 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

  • ResourcesCreating and Using a Development PlanPersonal Career Development Plan templatesCoaching http://www.hr.ubc.ca/coaching/coaching-resourcesManaging at UBC http://www.hr.ubc.ca/managing-at-ubc/ Manager as Coach (MOST program) http://webapps.hr.ubc.ca/hrcatalog/catalog_coursesessions.action?subcategory=MOST&coursecode=CC&scope=ALL

    *For some of you this will be a good review, for others it will be new information. In addition, we will be talking about the differences youll see which support the IT Career Framework*The objective of this training is to align everyone to the same level of understanding about what performance management or development is. For some of you, this may be simply a review, for others you will learn new things, and for some of you who are new to managing and developing staff, this will be mostly new. In a survey that was done as part of the CF project, we learned that:

    Different levels of understanding in terms of Performance Management versus Performance Review Not all managers do performance managementLimited skill in performance conversation & coaching for performanceVariety of performance review tools Cultural mindset - performance management used to correct a performance problem

    It was therefore critical to the success of the Career Framework adoption, that we include performance development planning in support of individuals ongoing development and career aspirations.

    There will be many opportunities for us to continue to develop specific skills related to performance development including more training around coaching. ( NOTE: this may be specific to each group who may decide to continue to build on this)*Evolution of Performance Management

    Initially, performance management was a process that consisted primarily of an annual performance appraisal that line managers viewed as being required by HR and complied accordingly.

    Today, performance management is one of the principle tools executives, line managers and employees use to achieve collective goals. Performance Management is more than completing an annual appraisal of an employees performance; it is:

    an on-going method of both managing and developing employees across the institution process provides focus, aligns employee goals with overall goals of the institution provides periodic feedback and assessment that motivates and reinforces behaviour guides important training and development of critical skills and competencies*As a manager you may dread the thought of your brilliant, dependable member of staff leaving you for a job elsewhere, but developing career opportunities will have many benefits:

    -Bullet 1 provide clarity about career paths and jobs at the University will enable managers to support staff with career planning and give substance to longer-term aspirations discussed at staff review

    -Bullet 2 Assit in succession planningThrough open communication with staff about their intentions to move on enables more effective succession planning and provides opportunities for others

    -Bullet 3 clearer standards for managing performance by identifying the behaviours an individual needs to do a job provides clearer standards for managing performance and makes recruitment more effective

    -Bullet 4 focused skill developmentby developing training provisions to better match job requirements means staff can improve their skills whether they are new to the job or developing in the role.*Performance development planning is one of the most powerful tools available to Managers to help increase performance, increase employee satisfaction and retention and support ongoing development within the current job and for career aspirations*Moving from:

    hoping that what we are building and delivering aligns to the UBC goals as well as the goals of our stakeholders. dwelling on past performance as a stand alone activity to manage poor performance limited focus on continued and persistent improvement a mostly technical-focus skills organization to a more holistic one w...

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