Evaluating Your Team2

8/7/2019 Evaluating Your Team2

1/21

EnsuringPerformance

is of a HighStandard:

In order to ensure that the performance of theindividual members and the team as a whole are ofa high enough standard to achieve the team's goals,the performance of each team member must beevaluated on an ongoing basis. Evaluation must takeplace against documented standards, such as, KeyPerformance Indicators (KPIs).

y Ensure that the team's performance is of ahigh standard

y Influence the team's behaviorPerformance evaluations allow you to identifytraining and development requirements within yourteam by documenting the competency level of yourteam and comparing this against the requiredcompetencies.

Performance evaluations are often carried out bymeans of a Performance Appraisal. A PerformanceAppraisal is a method used to measure the

performance of an individual or team against theperformance measures, which have beendocumented in the Performance Plan.

Performance Appraisals are often formalized,structured processes performed annually. However,there are many benefits to be gained fromconducting appraisals at shorter intervals.

Example:

Conducting appraisals at shorter intervals may

enable a team member to have a betterunderstanding of their performance before a wholeyear has passed.

About performance appraisals define at the followingresources:Basic Steps in a Performance Appraisal

Basics of Conducting Performance Appraisals

InfluencingTeam

Behaviour:

Performance evaluations directly influence the wayin which employees behave. The performance

evaluation process informs employees of how theywill be judged, monitored, evaluated and possiblyrewarded. If the evaluation is unclear employeescan become demotivated and even resentful. On theother hand, a clear evaluation process where anemployee believes they will be fairly judged for theireffort can lead to increased motivation andimproved performance.


2/21

What can beevaluated?

The following types of information can be used inthe evaluation process:

y Outcomesy Behaviory Attributes

Outcomes

Outcomes refer to evaluating the end resultachieved by the employee without reference to theway in which the result was achieved. In CustomerContact Centers employees are often evaluatedagainst the Key Performance Indicators (KPIs) thathave been set for their roles.

Example:

An outbound Customer Contact Centre Operator hasa KPI that involves selling five products each week.The total number of each product sold would thenbe compared against the KPI so that the employee'sperformance could be evaluated.

Behavior

Behavior refers to evaluating the employee based onthe behaviors they exhibit.

Example:

A Call Centre Operator has a KPI that involveshaving a minimum 70% log in time. This figurewould then be used as the basis of the evaluation.

Attributes

Attributes are the weakest method of evaluation astheir measurement often involves subjectivity.

Examples of attributes that may be used forevaluation include:

y Customer focusedy Friendlyy Team playery Product knowledge

Example:

In a Customer Contact Centre attributes can beevaluated by monitoring calls. Monitoring callsallows the performance of the operator to be judgedbased on their handling of one or more calls. This isa method of ensuring that operator's telephonemanner and product knowledge meet the set


3/21

standards.

If you would like to read about monitoring calls lookat the following resource:

How to Monitor and Evaluate Calls

If you would like to read about individualperformance management look at the followingresource:

Employee Performance Management

If you would like to read about team performance

management look at the following resources:

Group Performance Management

TeamMeasurement:Some Whys,Whats and Hows

Basic Steps in a Performance Appraisal

As described in that last subsection, development of the

Performance Plan typically includes the first eight steps of

the basic 14 steps in performance management. The

Performance Appraisal picks up from step nine. We also

continue our example of the machine operator. At this

point in our example, the Performance Plan has been

developed.

Information in this section is generic to performance

management, that is, the information generally applies toany performance management effort, e.g., organization,

process, subsystem or employee.

NOTE: As review about key terms in performance

management, key terms are bolded and italicized below.

9. Conduct ongoing observations and measurements to

track performance

The operator's supervisor would observe the number of


4/21

high-quality prints, including staying in contact with the

Director of the Catalog Department.

10. Exchange ongoing feedback about performance

Feedback is information relevant to how well results are

being achieved. Useful feedback is timely, feasible and

understood. Ideally, feedback addresses key activities to

improve or reinforce performance. Usually, the larger the

number of sources giving feedback, the more accurate is

the depiction of events. In our example, the employee,

supervisor and Director of the Catalog Department should

continue to share impressions of how well results are

being achieved. Any ideas to improve or support

performance should be implemented as appropriate. This

ongoing feedback is often one of the most important

aspects of performance management.

11. Conduct a performance appraisal (sometimes called

performance review)

Aperformance appraisal (or review) includes

documentation of expected results, standards of

performance, progress toward achieving of results, how

well they were achieved, examples indicating

achievement, suggestions to improve performance and

how those suggestions can be followed. If the above

steps in the performance management process were

followed, the performance appraisal is usually quitestraightforward to carry out. In our example, the

appraisal should include input from the employee,

supervisor and Director of the Catalog Department. The

performance appraisal should be carried out at regular

intervals as performance tracking is underway.

12. If performance meets desired performance

standards, reward for performance

In our example, the machine operator may be due some

form of reward, that is, recognition or compensation, e.g.,letter of recognition, promotion, letter of commendation,

etc. This step in the performance management process is

often overlooked when focusing on organization-wide

performance improvement, or on a major subsystem.


5/21

Basics of Conducting Employee Performance Appraisals

Yearly performance reviews are critical. Organizations are

hard pressed to find good reasons why they can't

dedicate an hour-long meeting once a year to ensure themutual needs of the employee and organization are being

met. Performance reviews help supervisors feel more

honest in their relationships with their subordinates and

feel better about themselves in their supervisorial roles.

Subordinates are assured clear understanding of what's

expected from them, their own personal strengths and

areas for development and a solid sense of their

relationship with their supervisor. Avoiding performance

issues ultimately decreases morale, decreases credibility

of management, decreases the organization's overalleffectiveness and wastes more of management's time to

do what isn't being done properly. Conduct the following

activities.

1. Design a legally valid performance review process

Patricia King, in her book, Performance Planning and

Appraisal,states that the law requires that performance

appraisals be: job-related and valid; based on a thorough

analysis of the job; standardized for all employees; not

biased against any race, color, sex, religion, or nationality;and performed by people who have adequate knowledge

of the person or job. Be sure to build in the process, a

route for recourse if an employee feels he or she has

been dealt with unfairly in an appraisal process, e.g., that

the employee can go to his or her supervisor's supervisor.

The process should be clearly described in a personnel

policy.

2. Design a standard form for performance appraisals

Include the name of the employee, date the performance

form was completed, dates specifying the time interval

over which the employee is being evaluated,

performance dimensions (include responsibilities from

the job description, any assigned goals from the strategic

plan, along with needed skills, such as communications,

administration, etc.), a rating system (e.g., poor, average,

good, excellent), space for commentary for each

dimension, a final section for overall commentary, a final

section for action plans to address improvements, and


6/21

lines for signatures of the supervisor and employee.

Signatures may either specify that the employee accepts

the appraisal or has seen it, depending on wording on the

form.

3. Schedule the first performance review for six months

after the employee starts employment

Schedule another six months later, and then every year

on the employee's anniversary date.

4. Initiate the performance review process and

upcoming meeting

Tell the employee that you're initiating a scheduled

performance review. Remind them of what's involved in

the process. Schedule a meeting about two weeks out.

5. Have the employee suggest any updates to the job

description and provide written input to the appraisal

Have them record their input concurrent to the recordingtheirs. Have them record their input on their own sheets

(their feedback will be combined on the official form later

on in the process). You and the employee can exchange

each of your written feedback in the upcoming review

meeting. (Note that by now, employees should have

received the job descriptions and goals well in advance of

the review, i.e., a year before. The employee should also

be familiar with the performance appraisal procedure and

form.)

6. Document your input -- reference the job description

and performance goals

Be sure you are familiar with the job requirements and

have sufficient contact with the employee to be making

valid judgments. Don't comment on the employee's race,

sex, religion, nationality, or a handicap or veteran status.

Record major accomplishments, exhibited strengths and

weaknesses according to the dimensions on the appraisal

form, and suggest actions and training or development to

improve performance. Use examples of behaviorswherever you can in the appraisal to help avoid counting

on hearsay. Always address behaviors, not characteristics

of personalities. The best way to follow this guideline is to

consider what you saw with your eyes. Be sure to address

only the behaviors of that employee, rather than

behaviors of other employees.

7. Hold the performance appraisal meeting

State the meeting's goals of exchanging feedback and


7/21

coming to action plans, where necessary. In the meeting,

let the employee speak first and give their input. Respond

with your own input. Then discuss areas where you

disagree. Attempt to avoid defensiveness; admitting how

you feel at the present time, helps a great deal. Discuss

behaviors, not personalities. Avoid final terms such as

"always," "never," etc. Encourage participation and be

supportive. Come to terms on actions, where possible.Try to end the meeting on a positive note.

8. Update and finalize the performance appraisal form

Add agreed-to commentary on to the form. Note that if

the employee wants to add attach written input to the

final form, he or she should be able to do so. The

supervisor signs the form and asks the employee to sign

it. The form and its action plans are reviewed every few

months, usually during one-on-one meetings with the

employee.

9. Nothing should be surprising to the employee during

the appraisal meeting

Any performance issues should have been addressed as

soon as those issues occurred. So nothing should be a

surprise to the employee later on in the actual

performance appraisal meeting. Surprises will appear to

the employee as if the supervisor has not been doing

his/her job and/or that the supervisor is not being fair. It

is OK to mention the issues in the meeting, but the

employee should have heard about them before.

Call Centre Improvement Series: How to monitor and

evaluate calls.

Introduction:

Once, you as a Call Centre manager, has decided to move

away from call production as your main measurements,

youre confronted with the daunting task of establishing

measurements which reflect the quality and out-come of

calls ( Personal note dont believe the vendors who tell

you this is easily accomplished by installing a CRM type

software. In fact Forrester published a scathing report in

June 1999 The demise of CRM" which clearly documents

the inadequacies of current CRM software applications.

The recent Data Monitor report Quality Management

02.02 identifies 3 action point : 1) The need to turn cost

centers into Profit Centers, 2) Vendors need to move

from Quality Monitoring to Quality Management in order


8/21

to provide realistic ROI's for their clients & 3) CRM

vendors should partner with Recording vendors who

provide QM solutions.

Call evaluation is the key to improve Call Quality &

Outcome and should include a program to improve the

skills of each individual CSR (Note this applies as well for

Tele Sales Reps TSRs). It involves CallMonitoring, Call

Evaluation,CSR Appraisal& Relationship skills training.

Call Monitoring :

The very time consuming task of listening to live calls are

probably taking up more supervisor and management

time than any other single task. Thankfully digital

technology is now making it easy to record calls and

retrieve them, so the old days of live call monitoring does

not have to stay with us. Again we have seen several (6-7)

vendors promising great productivity gains forsupervisors and managers investing in such digital

recording equipment. Alas unless you formulate a Call

Evaluation program such recording machines will only

become yet another whip in the hands of The Galley Slave

Master and will further deteriorate CSR morale and

productivity.

In addition to the recording devices you need

sophisticated software which not only allows for easy

retrieval, but also includes such features as Scoring on anindividual basis, Preselecting Calls of specific CRS,

Allowing CSR to mark calls for evaluation and help etc.

Some vendors are trying to sell the idea that the length of

the call is an indication of its quality and delivers software

that automatically identifies calls over a certain length.

Surely if youre running a Galley Slave Call Centre and

base youre measurements on call length and call

numbers, this is manna from heaven. Now you can

identify the offenders and take action. Monitoring is

sometimes used to comply with a companys ISO 9000

quality program. Such companies only monitor 1,5-2% of

all calls, not to improve Call Outcome but to be able to

sign off on their ISO 9000 program. This folly has no merit

if youre looking for Call Quality Improvement.

The real value of Digital Recording: Of course call

recordings are useful in conflict resolution and complaint


9/21

handling. It can be useful to collect thank you calls or to

provide feedback to other parts of the organization.

However the real usefulness is to help improve CSR call

quality. The key to successfully implementing digital

recording in your Call Centre is to draw up guidelines of

use (make sure you CSRs take part & the unions buy into

it). In my view the recording of calls gives us a far better

and fairer basis for appraising a CSR, than randomlyselected calls on a bad day.

Guidelines must include respect for privacy, detail how

monitoring is going to be used & give the CSR the

possibility to select other calls if selection is found to be

non-representative. The Guide lines should be under

constant improvement as experience demonstrates the

need for refinement.

Call Evaluation :

Whether youre listening to live or recorded calls the key

here is to have a well-defined standard of a quality call

and a pre-agreed scoring method, so the CSRs is not kept

in the dark as to the basis of the scoring and subsequent

appraisal.

Few digital recording vendors have any idea of the

ingredient of a Quality Call and the software they provide

is focused on Galley Slave Applications, i.e. focusing on

long calls.

The Call Evaluation Model* defines the 9 key

ingredients on which to base a call evaluation. These, in

my view, constitute the base elements of all

communication and relationship building skills needed in

a CSR.

Listed in order of importance to call Outcome:

Honesty. This is a tough, but crucial one. The honesty

level of the CSR acts as the carrier wave of the entireconversation. Falseness or pretended friendliness is

danger sign posts.

Attention. Is the CSR paying attention to the caller or

mentally doodling. You can hear this clearly when the CSR

starts using empty phrases such as no problem or '

wont be a moment'. Mentally the CSR is elsewhere and is

playing a mental IVR message.


10/21

Interest. Is the CSR showing interest and identifying the

customers needs and helping?

Duplication. Is the CSR actually hearing what the

customer said? An example would be the customer

mentioning his name and the CSR later ask for the name.

Assumptions. Is the CSR making assumptions or actually

listening to the caller. When you take hundreds of similar

calls its very easy to assume that a situation described by

the customer is identical to an earlier call. Assumption

prevents the CSR from showing interest and finding

actual needs.

Responsibility. Did the CSR take responsibility for the

conversation and the situation?

Call Control. Did the CSR take control of the conversation

or let it wonder aimlessly around.

Friendliness. Were looking for empathy not sympathy.

And sincerity not pretense.

Professionalism. Did the CSR act according to the

companys guidelines for professional behavior. Easy.

This Call Evaluation Model* has the advantage over

other models- it works well and is based on common

sense but there is much more to these 9 key factors

than immediately meets the eye, but for now this will

suffice.

To ensure uniform Call Evaluations each evaluator needs

to be trained & have a good understanding of both

Relationship- and Communication Models and why and

how these 9 key elements interacts and decides call

outcome. The scoring is done for each call and the

software will then add up the averages for each CSR. In

our experience a Call Evaluator can be trained in a matter

of 2-3 weeks.

CSR Appraisals :

Many factors other than Call handling and Call quality

should be looked at when appraising a staff member. But

here we will look at the role of Call Evaluation. A person is

not a born communicator or natural relationship builder;

such personal traits are learnt skills and provided you

have the right training materials can be mastered by most

individuals. This means that the right training with the


11/21

right materials can markedly improve a CSRs skill set for

working with customers on the phone.

It also means that Call Evaluations are never death-

sentences but simply point to the areas where a CSR

needs to learn to overcome own barriers to improve

performance. Basic training in The Relationship-

&Communications model will allow the CSR to

understand why the scoring on the 9 key ingredients

came out that way. In fact we have found that its the

duty of the Manager to point out to the CSR areas in need

of improvement and then provide the time & the training

to do so. So the appraisers job is to encourage the CSR to

improve and use the Call Evaluation Model to help the

CSR identify own shortcomings by discussing in detail

what happened in specific calls.

This is very personal and is only effective in the presence

of a high degree of trust & willingness to learn. Thus it

would never work in a Galley Slave Call Centre

environment. One of the results of the CSR appraisal

would be a list of areas where the CSR needs to improve

skills with a recommendation of what training should be

undertaken...

CSR Relationship Skills Training :

Unless Call Centre management understands that CSRs

can improve relationship with training the wholemonitoring, evaluation and appraisal cycle becomes

rather meaningless. Very few Call Centers have

Relationship & Communication Skills training and in most

cases the training is education, i.e. the CSR learns what is

expected and now youre supposed to. Training, to be

effective, must help the CSR address own barriers to

actually doing what he/she is supposed to do?

Training materials and training drills need to designed, so

the CSR gradually learns to overcome own barriers, not

the imagined barriers, but those identified in the

Appraisal and agreed to by the CSR.

As an example we (Resource International) have

developed 100s of simple, easy to do training drills, all

aimed at improving one or more of the 9 key relationship

building ingredients listed above.

Conclusion :


12/21

We can improve Call quality & Outcome provided a

program is in place which encourages the CSR to improve.

The implementation of such a program has a technical

component, the installation of a digital recording system

with sophisticated software. But primarily it has to be

part of a coaching program which encourages CSRs to

better their Relationship building skills and help identify

weaknesses & barriers to communicating better andmore freely withcustomers.

Employee Performance Management

Simply put, performance management includes activities to

ensure that goals are consistently being met in an effective and

efficient manner. Performance management can focus on

performance of 1) the organization, 2) an organizational unit, 3)

a major process and/or 4) an individual or employee.

Information in this topic will give you some sense of the overall

activities involved in employee performance management.

The reader would benefit from reviewing the closely related

topics: Performance Management -- Basic Concepts,

Organization Performance Management and Group

Performance Management.

Sections of This Topic Include the Following

Preparation

Some Suggested Previous Reading

Preparation: A StoryOverviews of Employee Performance Management

Employee Performance Management Process

Establishing Performance Goals

Performance Plans

Observation and Feedback

Also see Guiding Skills

Evaluating Performance

Rewarding Performance

Recognizing Performance Problems ("Performance Gaps")

Performance Improvement / Development Plans

Firing Employees

Related Library Topics

Guide to Leadership and Supervision (html format)

Basic Guide to Leadership and Supervision

General Resources


13/21

Additional Online Resources

Also See the Library's Blogs Related to this Topic

In addition to the articles on this current page, also see the

following blogs that have posts related to this topic. Scan down

the blog's page to see various posts. Also see the section

"Recent Blog Posts" in the sidebar of the blog or click on "next"

near the bottom of a post in the blog. The blog also links to

numerous free related resources.

Library's Career Management Blog

Library's Human Resources Blog

Library's Leadership Blog

Library's Supervision Blog

Suggested Previous Reading

Basic Overview of Performance Management (this informationprovides the foundation for organizational, group and

employee management)

Preparation: A Story

The following story portrays some of the problems that can

occur from not having any form of employee performance

management in the workplace.

"We're Doing Great! How Come We're Not Performing?"

Overviews of Employee Performance

Management

The following links provide a broad overview of the employee

performance management process.

Performance Plan (repeated from "Basic Overview")

Overview of Employee Performance Management

Performance Management: An Overview

How to Maximize Your Performance Appraisal Score

Elevating Performance Management

Create a Performance Management Process Your Company

Can't Do Without

What's Driving Performance Management?

Performance Management How To Videos

Also see

Basic Overview of Supervision


14/21

Establishing Performance Goals

Strategic Planning (employee goals should align with strategic

goals)

Task and Job Analysis

Job Descriptions

Competencies

Goal Setting with Employees

Making Sure Your Employees Succeed

Also see

Benefits and Compensation

Employee Benefits and Compensation

Employee benefitstypically refersto retirementplans, health lifeinsurance,lifeinsurance, disability

insurance, vacation,employeestockownershipplans,etc. Benefitsareincreasinglyexpensivefor

businessestoprovidetoemployees,sothe rangeand

optionsofbenefitsarechanging rapidlytoinclude,forexample,flexible benefitplans.See

Benefits

Adapted fromtheField Guideto Leadershipand

Supervision.

Employee benefitstypically refersto retirement

plans, health lifeinsurance,lifeinsurance, disabilityinsurance, vacation,employeestockownershipplans,

etc. Benefitsareincreasinglyexpensiveforbusinessestoprovidetoemployees,sothe rangeand

optionsofbenefitsarechanging rapidlytoinclude,forexample,flexible benefitplans.

Benefitsareformsofvalue,otherthanpayment,thatareprovided totheemployeein returnfortheir

contributiontotheorganization,thatis,for doingtheir job. Some benefits,such asunemploymentandworker'scompensation,arefederally required.

(Worker'scompensationis reallyaworker's right,ratherthana benefit.)

Prominentexamplesofbenefitsareinsurance(medical,life, dental, disability,unemploymentand

worker'scompensation), vacationpay, holidaypay,and maternityleave,contributionto retirement

(pensionpay),profitsharing,stockoptions,andbonuses. (Somepeoplewould considerprofitsharing,

stockoptionsand bonusesasformsofcompensation.)Youmightthinkofbenefitsas beingtangibleor

intangible. The benefitslisted previouslyaretangiblebenefits. Intangible benefitsareless direct,for

example,appreciationfroma boss,likelihood for


15/21

promotion,niceoffice,etc. Peoplesometimestalkoffringe benefits,usually referringtotangible benefits,

butsometimesmeaning both kindsofbenefits.Youmightalsothinkofbenefitsascompany-paid

and employee-paid. Whilethecompanyusuallypaysformosttypesofbenefits (holidaypay, vacationpay,

etc.),some benefits,such asmedicalinsurance,areoftenpaid,atleastinpart, byemployees becauseof

the high costsofmedicalinsurance.

Compensationincludestopicsin regard towageand/orsalaryprogramsand structures,forexample,

salary rangesfor job descriptions,merit-basedprograms, bonus-based programs,commission-based

programs,etc.

Employee Compensation

Adapted from the

Field Guide to Leadership and Supervision.

Compensationincludestopicsin regard towage

and/orsalaryprogramsand structures,forexample,salary rangesfor job descriptions,merit-based

programs,and bonus-based programs,commission-based programs,etc. (Alsoseethe Related Info

(including Benefits)

Compensationispaymenttoanemployeein returnfortheircontributiontotheorganization,thatis,for

doingtheir job. Themostcommonformsofcompensationarewages,salariesand tips.

Compensationisusuallyprovided as basepayand/or

variablepay. Basepayis based onthe roleintheorganizationand themarketfortheexpertise required

conductingthat role. Variablepayis based ontheperformanceofthepersoninthat role,forexample,

for howwellthatpersonachieved hisor hergoalsfortheyear. Incentiveplans,forexample, bonusplans,

areaformofvariablepay. (Somepeoplemightconsider bonusesasa benefit, ratherthanaformof

compensation.) Someprogramsincludea basepayand a variablepay.

Organizationsusuallyassociatecompensation/payrangeswith job descriptionsintheorganization. The

rangesincludetheminimumand themaximumamountofmoneythatcan beearned peryearinthat

role.

Employees havecertainmonieswithheld fromtheir


16/21

payrollchecks,usuallyincludingfederalincometax,stateincometax, FICA (socialsecurity)

contributions,and employeecontributionstothecostsofcertain benefits (oftenmedicalinsuranceand

retirement).

Exempt and Non-ExemptJobsinorganizations havetwoclassifications,

exemptand non-exempt.

Professional,managementand othertypesofskilledobsareclassified asexempt.Exempt jobsgeta

salary,thatis,afixed amountofmoneypertimeinterval,usuallyafixed amountpermonth. It'snot

uncommonforexemptpositionsto receive highercompensationand benefitsthannon-exempt jobs,

although non-exempt jobsoftencanmakemoremoneythanexempt jobssimply byworkingmore

hours.

Unskilled orentry-level jobsareusuallyclassified as

non-exempt. Non-exempt jobsusuallygetawage,oranamountofmoneyper hour. Non-exempt jobsalso

getpaid over-time,thatis,extrapayfor hoursworkedover 40 hoursaweekoroncertain daysoftheweek

oron holidays.

Each job must havethesamepay rangeforanyoneperformingthat job,thatis,onepersoncan't havea

highermaximumpaythansomeoneelse doingthat

same job.

Career Development

Management by Objectives

Negotiating

Personal development

Basic Overview of Supervision

Training Basics for Supervisors and Learners

Documenting a Performance Plan

Performance Plan (repeated from "Basic Overview")

Also see

Define Performance Standards

Example Measurement Design for Accounts Payable Function

(concise depiction of measures)

Example of a Performance Measurement System


17/21

Observing and Providing Feedback

Sharing Feedback

Preparing for performance appraisal discussions - Part I

Conducting performance appraisal discussions - Part II

Concluding performance appraisal discussions - Part III

How to Give Your Boss FeedbackGiving a High Performer Productive Feedback

10 Reasons Your Employees Hate You (Or At Least Reject You)

Also see

Delegating

Motivating

Building Trust

Valuing Diversity

These links may round out your skills

Coaching

Counseling

Delegating

Mentoring

Morale Boosting

Motivating

Power and Influence

If there are performance issues, these may be helpful

Conflict (Interpersonal)

Handling Difficult People

Evaluating Performance (Performance

Reviews / Appraisals)

Performance Appraisal (repeated from "Basic Overview")

Performance Reviews / Appraisals (including 360-degree

reviews)

Also see

Sharing feedback

ListeningNegotiating

Presenting / Speaking

These links may round out your skills

Coaching

Counseling

Delegating

Mentoring

Morale Boosting

Motivating


18/21

Power and Influence

If there are performance issues, these may be helpful

Conflict (Interpersonal)


Rewarding Performance

Reward Systems

Also see

Benefits and Compensation

Recognizing Performance Problems

("Performance Gaps")

Performance Problems

Also see

Counseling

Presenting / Speaking

These topics may round out your skills

Coaching

Delegating

Mentoring

Morale Boosting

Motivating

Power and Influence

If there are issues, these topics may be helpful

Conflict Iinterpersonal)


Employee Law

Personal Wellness

Drugs and Alcohol in the Workplace

Employee Assistance Programs

Personnel Policies

Performance Improvement / Development Plans

Performance Improvement Plan

Development Plan (repeated from "Basic Overview")

The Big Test: How to Handle Performance Pressure

Also see

Coaching


19/21

Delegating

Mentoring

Morale Boosting

Motivating

Power and Influence

Training Basics for Supervisors and Learners

These topics may also be helpful

Employee Law

Personal Wellness

Drugs and Alcohol in the Workplace

Employee Assistance Programs

Personnel Policies

Firing Employee

Basics of Firing an Employee

Adapted from the Field Guide to

Leadership and Supervision.

1.You should consider firing the employee only if

you've done the following.You havea)giventheemployeeclearindicationofwhatyou

originallyexpected from himor her (viaawritten jobdescriptionpreviouslyprovided tothe himor her);

b) haveclearlywrittenpersonnelpolicieswhichspecifyconditionsand directionsaboutfiring

employeesand theemployeeinitialized acopyofthepolicy handbookto verifythat heorshe had read the

policies;c)warned theemployeeinsuccessiveand dated

memoswhich clearly described degradingperformanceoveraspecified time despiteyour

specificand recorded offersofassistanceand anytraining (thenumberofmemos dependsonthenature

oftheproblem, butshould benomorethanthreeor

four);andd)youclearlyobservetheemployeestill havingtheperformanceproblem. (Notethatiftheemployeeis

beingfired withinaprobationaryperiod specified inyourpersonnelpolicies,youmaynot havetomeetall

oftheaboveconditions.)

2.Take a day or so to consider what you are about

to do.


20/21

Forexample,consultwith membersofyour board.

3.If you still decide to fire the employee, do so

promptly.Dothis, both foryourcredibilitywith otherstaffmembersand soasnot beginprocrastinatingabout

this ratherpainful,upcomingevent.

4.Write a letter of termination to the employee.Aswith thepreviouslettersofwarning, beclear

abouttheobserved behaviors,whenyousawthem,earlierwarningsand theirconsequences,whatyou

did in response,and theconsequencethatmustnowbeenacted accordingtoyourpolicies.

5.Tell the computer system administrator to

change the employee's password.. Assertthatthisactionshould be donepromptlyandincompleteconfidence.

6.Meet with the employee. Provide them the

letter. Explain how the termination will occur.Includeexplanationofwhen,whattheymust do,

whatyou requestfromthemand when. Askforanykeys. Givethema halfhourorsoto removepersonal

items (youmaychoosetomonitorthem duringthisremoval, dependingonthenatureofthegroundsfor

dismissal). Considerchangingthe doorlockstothefacilities. Changethepasswordsonphonesystems,if

applicable.

7.As with other meetings, make notes of what was

said and exchanged.Keeptheminyour records.

Also see

Employer Law

Personnel PoliciesStaffing

Additional Resources

List of useful links about employee performance

management

Onboarding: A review of the literature associated with

new manager orientation, applicable to most employees


21/21

Leadership and Supervision (building leaders at every

level)

Leadership

Supervision

Transformational Leadership

Supervision

Managing Day-to-Day Employee Performance

5 Performance Management Tasks That are OftenOverlooked

Improving Employee Engagement to Drive Business

Performance

Driving Growth Through Workforce Empowerment: The

Business Case for Integrated HCM

Surprise! Respect for Employees and Fair Pay Are

Profitable for Small Businesses ... and It's Not That Hard.

Overcoming the Obstacles to "Clutch" Performance

Evaluating Your Team2

Documents

Transcript of Evaluating Your Team2