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1©SHRM 2008
Performance Management
Leader Dogs for the Blind
Management Training
Jim Watson, SPHR
July, 2009
2©SHRM 2008
Introductions
• Your name
• Your position/responsibilities
• How long with the organization
• How long as a supervisor
• What you would like to get answered/get out of this training
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Ground Rules
• Participate
• Respect other opinions
• Have fun!!!!
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Objectives
Improving communication and performance feedback
Planning & conducting annual performance review
Understanding performance management process
Managing problem performance
Documenting performance objectively and accurately
How to manage/continue to stimulate high performers
5©SHRM 2008
Mission and Values
The mission of Leader Dogs for the Blind is to
enhance the lives of people who are blind and
visually impaired.
In support of this mission, our actions are guided,
supported and measured by our values:
• Respect and compassion for people and dogs • Passion for the work • Safety in all we do • Do what is right • Innovation in our field
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Why Is Performance Management Needed?
• Team member and management work relationship growth/survival
• Enhances team member development and sustains sound team member relations
• Accountability
• Performance Appraisal - employer’s valid defense in litigation
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Why Conduct Performance Appraisals?
• Promotions/Advancement
• Training
• Salary Administration
• Discipline
• Termination
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Performance Appraisal Defined
• Judgment of:
quality value
• How did I do?
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Elements of a Good Performance Management System
• Periodic meetings
• Participative
• Appraisal criteria are job-related
• Systematic measurement
• Essential information written/recorded
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Improving Performance Communication & Providing Feedback
• Maintain open communication channels
• Coach, assist, and work with team members
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Goal Setting/Setting Standards
• Establish mutually agreed-upon and specific team member goals and behavior that are aligned with organizational business plans
• Establish milestone review dates- mutually agreed time lines of break out data for progress reports on goals and objectives
• Communicate changes or redirection of goals and objectives in a timely manner
12©SHRM 2008
Goal Setting/Setting Standards
Develop S.M.A.R.T. goals
S pecific
M easurable
A chievable
R elevant
T ime-bound
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Annual Appraisal Review
• All appraisals should be completed, reviewed with and approved by second-level reviewer prior to team member meeting
• Plan for open dialogue - opportunity to review performance, consider lessons learned, progress made and establish goals and objectives for next period
• Lay out plan for performance discussions - collect and review notes, statistics, citations and performance based examples
• Schedule sufficient time to meet with team member
14©SHRM 2008
Annual Appraisal Review
Prior to the Review• Know the objectives and goals of the meeting• Time and Place
Conducting the review • Create a positive environment • Give balanced feedback• Focus on the job, not the person• Ask questions; allow feedback• When discussing areas for improvement,
discuss methods and objectives for improving• Review self-appraisal
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• Discuss the full range of issues
• Don’t exhibit defensiveness
• Respect confidentiality of the review discussion when possible
• Job description/addendums should tie together with performance management
• Handle disagreement professionally
Annual Appraisal Review
16©SHRM 2008
Annual Appraisal Review
Conclusion of Performance Review
• Summarize and review the important points of the discussion
• Restate the action steps and provide a time frame for completion
• Make sure team member reviews the appraisal - allow team member to write comments
• Have team member sign it to acknowledge that he or she has read it
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Annual Appraisal Review
Follow-up After the Performance Review
• Follow-up with the team member with regular meetings
• Offer the team member support/assistance and encouragement
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Rating Perils
• Halo/Horn Effect – rate team members the same on every trait
• Central Tendency – lack of rating differentiation between team members
• Leniency – avoids honest/accurate ratings to avoid conflict
• Recency – narrow focus on recent events
• Similarity/Like me – favorable rating to team members who have similar values or interests to the rater
• Constancy – rate team members via rank order
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Avoiding Other Rating Perils
• Consider entire performance cycle• Keep adequate record keeping; specific examples• Establish milestones• Discuss specific performance issues and behaviors
objectively • Don’t inflate performance ratings (legal impact)• Maintain clear and open communication channels• Do not make comments about age, race, sex, religion,
national origin, veteran status, disability, height, weight, marital status, other protected characteristics
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Addressing and Managing Performance Issues
Diagnose Issue:
Performance Discussion
• Describe unsatisfactory performance/behavior
• Cite specific observed examples
• Solicit constructive team member action plan to resolve or address the performance or behavioral issue
• Review action plan and establish milestone date(s) to review progress
• Offer support, encouragement, resources
• Follow-up (often and timely)
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Addressing and Managing Performance Issues
Verbal Warning
Written Warning
Performance Improvement Plan
1. Dated and contemporaneous
2. Legible and signed
3. Violations of rules, policies or standards
4. Fully describe the misconduct
5. Be consistent
6. Document your discussion
22©SHRM 2008
Documenting Performance Objectively
Why Documentation is Important
• Creates a Record
Allows others (other supervisors, judges, juries) to understand performance issues that have arisen with a particular team member
• Reduces Employer Liability
Less likely to engage in legal action by the team member if discharged
Discourages lawsuits/administrative charges
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Summary
Performance reviews are important and necessary
Goal is to increase job satisfaction/team memberengagement
Be fair/objective and cover the entire rating period
Watch for rating biases
Document, Document, Document
Consult With Human Resources!!!
24©SHRM 2008
Questions? Comments? Concerns?
