Performance Management MANAGEMENT FOR INTERNATIONAL PUBLIC HEALTH COURSE SUSTAINABLE MANAGEMENT...
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Transcript of Performance Management MANAGEMENT FOR INTERNATIONAL PUBLIC HEALTH COURSE SUSTAINABLE MANAGEMENT...
Performance Management
MANAGEMENT FOR INTERNATIONAL PUBLIC HEALTH COURSES
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Managing Others Through Positive Leadership
Why am I here?
To learn how to be great boss (manager) through a performance management approach that:
Gets Results and
Earns Respect!
What will we learn?
You will learn to: Develop a positive work environment that
encourages high performance. Align and motivate work teams to a
common purpose. Adapt your management style based on
individual needs. Set and communicate clear expectations &
objectives.
What will we learn?
You will learn to: Provide effective and timely feedback to
both reinforce and improve performance. Address behavioral and performance
problems with employees in a constructive way.
Prepare to conduct a performance appraisal.
What’s in it for me?
Greater employee productivity and accountability
More committed and motivated employees Better working relationships Less time managing!
Feedforward Activity1. Pick ONE behavior you would like to change.
2. Describe this behavior in one sentence to a partner.
3. Ask for feedforward – 2 suggestions that could help you achieve positive change in the future.
4. Listen and take notes. Do NOT comment.
5. Thank the other person for his/her suggestions.
6. Then, reverse roles with your partner. (Steps 1-5)
7. Find another person. Repeat the process for 8 minutes
Giving and Receiving Feedback
Letting go of the past Listening to solutions
without judging Learning as much as
you can Helping as much as
you can
What is Performance Management?
The process of creating a productive and rewarding work environment in which employees are guided and monitored to perform to the best
of their abilities in order to meet and exceed specific targets and standards.
Five Step Performance Management Cycle
Setting Setting ObjectivesObjectives
Setting Setting ObjectivesObjectives
Aligning Aligning ObjectivesObjectives
Aligning Aligning ObjectivesObjectives
Model & Model & MentorMentorModel & Model & MentorMentor
Giving Giving FeedbackFeedback
Giving Giving FeedbackFeedback
Positive Positive ReinforcementReinforcement
Positive Positive ReinforcementReinforcement
What do you want me to do?
Why is it important?
How do I do it?
How am I doing?
What’s in it for me?
Different Levels of Readiness
Able, Willing & Confident
Able BUT Unwilling/Insecure
Unable BUT Willing/Confident
Unable AND Unwilling/Insecure
S
S
S
S D
D
D
D
Vary your Style based on readiness
Able, Willing & Confident S D Follow through
Document performance
Observe, monitor & track
Able BUT Unwilling/Insecure
S D Reinforce self esteem
Assess understanding & commitment
Encourage, support & motivate
Unable BUT Willing/Confident
S D
Agree on goals
Discuss activities to improve
Guide, persuade & explain
Unable AND Unwilling/Insecure
S D Clearly communicate expectations
Define role
Inform, describe & direct
Five Step Performance Management Process
Setting Setting ObjectivesObjectives
Setting Setting ObjectivesObjectives
Aligning Aligning ObjectivesObjectives
Aligning Aligning ObjectivesObjectives
Model & MentorModel & Mentor
Giving Feedback
Giving Feedback
Positive Reinforcement
Positive Reinforcement
What do you want me to do?
Why is it important?
How do I do it?
How am I doing?
What’s in it for me?
Objectives should be “SMART”
SSpecificpecific
MMeasurableeasurable
AAchievablechievable
RRelevantelevant
TTime-basedime-based
Examples of Objectives
ActivityActivity Lose weight by dieting
and exercise
Make a presentation to
local officials on TB
Open a VCT center
OutcomeOutcome Lower cholesterol to 199 to
reduce risk of heart disease Present a business case to local
officials in order to obtain funding for our TB awareness project
By the end of this year, open a VCT center in our community targeting high risk populations.
Write a “Smart” Objective
Write ONE SMART objective for yourself or one of your employees (5 minutes)
Pair off and take turns reading your SMART objective to your partner
Partner: Offer suggestions to make sure the objective is SMART! (8 minutes)
Switch!Switch!
GROWS Conversation Model
Goal—define the expectation. What needs to be done? Why?
Reality—explain the gap between the current and desired situation
Options and Obstacles—listen to the other person’s perspective? How can the goal be achieved?
Who, What, When—Who will do what and when?
Schedule Follow-up—schedule a follow-up date to check progress
Five Step Performance Management Process
Setting Objectives
Setting Objectives
Aligning Objectives
Aligning Objectives
Model & MentorModel & Mentor
Giving Giving FeedbackFeedback
Giving Giving FeedbackFeedback
Positive Reinforcement
Positive Reinforcement
What do you want me to do?
Why is it important?
How do I do it?
How am I doing?
What’s in it for me?
Types of Feedback
FormalFormal Annual or bi-annual
Performance Review Infrequent Pre-planned Overall Performance over
time Reviews pastpast performance
InformalInformal On-the-Spot Frequent As Needed Soon after behavior
occurs Focuses on a few
specific behaviors Given to improve
futurefuture performance
Motivate & Develop the Person
Giving FeedbackTwo Purposes:
1. To Reinforce Desired Behaviors
2. To Change Undesirable Behaviors
When to give feedback
Immediately after the activity Debriefing after project completion During the activity – sometimes!
Effective Feedback Focus on the BEHAVIORBEHAVIOR … NOT
the PERSON Comment on a specific process:
• Persistence • Quality / Accuracy• Working with limited resources
Document the feedback session Don’t rely on your memory to
recall noteworthy behavior!
How to give Feedback -- Fast!Fast!
Future-focused and Frequent
Asks for other person’s opinions
Specific
Timely
Feedback Reinforcement Model
Identify a behavior to praise. Be specific!
Ask how did it go?
Ask what went (or is going) well? Ask twice.
Ask what can be improved in the future.
Summarize and reinforce the behavior.
“I noticed that you … Good job!” “I’d like to thank you for…”
“How do you think you did?”
“What went well about what you did?” “Anything else?”
“Anything you would do differently next time?”
“So, it sounds as if this was an excellent experience for you. Keep up the good work!”
Feedback Reinforcement Model~ Exercise 6 ~
1. Pair off.2. One partner plays the manager while the other
person plays the employee.3. Choose a situation of your own or a Scenario
in the participant manual. (Exerice4. Conduct the Feedback Reinforcement
conversation.5. After the practice, partners discuss how it went
and what might be improved going forward.6. Switch roles and follow the same process,
choosing another Scenario
Feedback Change Model Briefly describe the
performance deficiency and its impact.
Ask for employee’s perspective.
Ask open-ended questions to find a solution.
Ask how you can help.
Gain mutual agreement on an improvement plan.
End on a positive note.
“I’m concerned that …”
“What do you think is creating the problem?”
“ What are some things that will help solve this problem?
“ How can I support you?”
“So at this point we agree …”
“I’m confident you can do this.”
Feedback Change Model~ Exercise 7 ~
1. Pair off with a new partner.2. One partner plays the manager while the other person
plays the employee.3. Choose a situation of your own or a Scenario in the
participant manual.4. Conduct the Feedback Improvement conversation.5. After the practice, partners discuss how it went and
what might be improved going forward.6. Switch roles and follow the same process, choosing
another Scenario.5 minutes per conversation – 10 minutes total.
Why do Performance Appraisals?
Review employee’s overall achievement
Rate overall job performance and determine rewards
Assess employee’s skills and deficiencies
Recognize positive achievements
Support employee’s development needs
Provide a baseline for establishing new objectives
Lay the foundation for career development
Five Step Performance Management Process
Setting Objectives
Setting Objectives
Aligning Objectives
Aligning Objectives
Model & MentorModel & Mentor
Giving Feedback
Giving Feedback
Positive Positive ReinforcementReinforcement
Positive Positive ReinforcementReinforcement
What do you want me to do?
Why is it important?
How do I do it?
How am I doing?
What’s in it for me?
Consequences Drive Future Behavior
A-B-C Behavioral ModelA-B-C Behavioral Model
AntecedentsAntecedents BehaviorBehavior ConsequencesConsequences
What we are asked to do
What we actually do
What happens as a result of the behavior
B.F. Skinner
Effective Positive Reinforcement
Specific – Given for a precise reason
Immediate – as soon as possible
Personal – appropriate to the person
Sincere – you really mean it
When Performance Management Doesn’t Work
When the person is … Unwilling to change Unable to learn from mistakes “Written-off” by the organization In the wrong job In the wrong organization Unethical or Lacks Integrity
Five Step Performance Management Process
Setting Setting ObjectivesObjectives
Setting Setting ObjectivesObjectives
Aligning Aligning ObjectivesObjectives
Aligning Aligning ObjectivesObjectives
Model & Model & MentorMentorModel & Model & MentorMentor
Giving Giving FeedbackFeedback
Giving Giving FeedbackFeedback
Positive Positive ReinforcementReinforcement
Positive Positive ReinforcementReinforcement
What do you want me to do?
Why is it important?
How do I do it?
How am I doing?
What’s in it for me?
Summary Are you focusing on what’s wrong or on what’s
possible? Are you listening, involving and encouraging? Are you giving frequent, meaningful feedback? Are you recognizing positive efforts and achievements? What ONE thing will you do differently when you return What ONE thing will you do differently when you return
home to be a better Manager?home to be a better Manager?
“The boss drives people; the leader coaches them.
The boss depends on authority; the leader on good will.
The boss inspires fear; the leader inspires enthusiasm.
The boss says “I”; the leader says “We”.
The boss fixes the blame for the breakdown; the leader fixes the breakdown.
The boss says, “Go”; the leader says “Let’s Go!”
H. Gordon SelfridgeFounder, London’s Selfridge Dept. Store - 1909
What’s Next?To learn more, research these topics:
Assertiveness Skills Coaching & Mentoring Conflict Resolution Dealing with Difficult
Employees Delegating & Decision
Making Employee Motivation Listening Skills
Managing Diversity Organizational Change Negotiation Skills Organizational
Development Performance Appraisals Strategic Planning Time Management