PERFORMANCE MANAGEMENT
Convince Your Skeptics
Modernize
Jamie Resker
Founder & Practice Leader
Let’s get this over with…
Forms and Process
“
Conversation ““
“
What Should PERFORMANCE MANAGEMENT ACHIEVE?
Performance Management
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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THE “ARMS” OF PERFORMANCE MANAGEMENT
Anticipating and Preparing for Common Objections
HOW TO GET READY FOR THE MOST COMMON OBJECTIONS
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WHAT OBJECTIONS DO
YOU ANTICIPATE?
On-Target
Gro
w
Work Results
Job ResponsibilitiesGoalsSkills
Employee Performance Continuum
Off-Target
On-Target
Observable Behaviors
Low Growing
©2017 Employee Performance Solutions, LLC All Rights Reserved | Licensing for Use Within
Pact
Instructions
• Plot as many people as you can think of: past and present
Where I see others: Applying your experience to the Continuum
5-Minutes pg 5
©2017 Employee Performance Solutions, LLC All Rights Reserved
Instructions
• Pair up with another participant and take turns explaining your thinking behind your plotting (choose 2 plots per person to explain)
Connect with another workshop participant and
explain your thinking…
©2017 Employee Performance Solutions, LLC All Rights Reserved
©2017 Employee Performance Solutions, LLC All Rights Reserved
where are the employees in
your organization?
WHERE DO YOU NEEDTHEM TO BE?
how will theyget there?
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TEAM PLOTTING PROCESS
Team Lead Plotting
ApproachManager’s view followed
by the team’s input
Step 1:
Manager lists alldirect reports
on white board
Step 2:
Non-direct managers (team)
plot *all employees on their personal
Employee Performance
Continuum grids
Step 3:
Non-direct managers plot
“Sam” at the white board (1 person
per time is plotted)
Step 5
Group agreement on final plotting coordinate
Now return to Step 3 to plot the Morgan, the
next employee
Step 4
Manager plots “Sam”
2-minutes describing the plotting rationale
Non-Direct Managers:
1-minute for questions/discussion
Employee Performance Continuum Coordinate Plotting Steps
Employee Performance Solutions 2017
RATINGSPRURPOSE AND EFFECTIVENESSHow to determine if traditional performance ratings schemes work
●How do ratings help improve performance?
How do I get to be a 6?
“I don’t want to be a B, I want to be an A”
“How do I get Outstanding instead of Meets Expectations for “Communication”?
“”
●Can managers answer these questions in a way that is clear and actionable?
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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REAL EMPLOYEE RESPONSES TO RATINGS
●Who benefits from ratings?
●Do ratings strengthen manager and employee partnerships?
●Are traditional performance ratings an accurate reflection of performance?
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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APPLY THE TRADITIONAL “CATEGORY” RATINGSAssign Rating Categories to the Employees Plotted Below:•Outstanding (indicate with the number “5”)•Exceeds (indicate with the number “4”)•Meets Expectations (indicate with the number “3”)•Below Expectations (indicate with the number “2”)•Unacceptable (indicate with the number “1”)
Assign Dual Rating Categories to the Employees Plotted Below:•Outstanding (indicate with the number “5”)•Exceeds (indicate with the number “4”)•Meets Expectations (indicate with the number “3”)•Below Expectations (indicate with the number “2”)•Unacceptable (indicate with the number “1”)
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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DUAL RATINGS
5
4
3
2
1
1 2 3 4 5
THE EFFECT OF RATINGS CONNECTED TO PAY DECISIONS
“Ratings were inflated to indicate everyone was a superstar and deserved the maximum pay increase”
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Highest Pay Increase
Rating = 5
Outstanding Exceeds
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SALARY ADMINISTRATION FACTORS
Pay Decisions
Market Data
Budget
Performance
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PAY FOR PERFORMANCE PHILOSPHY: WHERE WILL YOU ALLOCATE A 3% MERIT BUDGET
Budget Dimension
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PERFORMANCE AND SALARY RANGE PAY DECISION DIMENSIONS
EXAMPLE PAY MODEL #1
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Budget Dimension
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EXAMPLE PAY MODEL
Observable Behaviors
Wo
rk R
esu
lts
On-TargetOff-Target
On-Target
Off-TargetOr New to Role/Growing
Adopting the New Conversation ModelHOW TO MOVE INTO A MODEL OF ONGOING CONVERSATIONS TO DRIVE AND ALIGN PERFORMANCE
©2017 Employee Performance Solutions, LLC All Rights Reserved | Licensing for Use Within
Pact
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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Everyday Work Conversations Versus 10-Minute Questions Conversation
10-Minute Questions
Conversation
Tasks, Projects, Goals
Manager Asks
• What’s one thing you want to highlight from this month that you accomplished [or one thing that has gone well]?
Manager Asks
• What’s one skill you’d like to work on, or one thing you’d like to get better at, learn about, or be involved in?
Employee Asks
• What’s one thing I’m doing well and should continue?
Employee Asks
• What’s the one thing I could do to make even more progress in my role [or what’s the next thing for me to focus on]?
Manager Asks
• What’s one thing I’m doing to support you that’s working well?
Manager Asks
• What’s one way I could work better with you or one thing I could do to support you more?
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>Requesting Informationthe questions we askInfluence the answerswe receive
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How amI doing?
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>You’re doing great
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What can I do better?
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>I can’t think of anything
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>It was really good
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What can I do differently?
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>Nothing. Just keep doing what you’re doing.
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How is everything going?
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>GreatorGood
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What should I stop doing?
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> Stop asking so many questions
©2015 Employee Performance Solutions, LLC All Rights Reserved
I don’t know
What did you think of my presentation?
It was really good©2015 Employee Performance Solutions, LLC All Rights Reserved
one-thing questions
What’s one tipyou picked up from the presentation?
What’s one tipyou picked up during the presentation?
how to…
How Often?
©2015 Employee Performance Solutions, LLC All Rights Reserved
There’s No Time
9,600©2015 Employee Performance Solutions, LLC All Rights Reserved
how many months of performance can be freshly
remembered?
Activities and Framework
HOW TO DECIDE WHO DOES WHAT AND WHEN
Dec Jan Feb Mar Apr May
10-Minute Questions
Conversation
10-Minute Questions
Conversation
Jun Jul Aug Sep Oct Nov
Team Plotting10-Minute
Questions Conversation
Mid Year Check-In
Training
Team Plotting
10-Minute Questions Conversation
Example Activities Schedule
9/23/2018 4:59 PM61
End of Year Check-In
YOUR “MUST-DO” ACTIVITIES IN YOUR SYSTEM
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PERFORMANCE CONTINUUM SNAPSHOT CONVERSATION WORKSHEET
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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30-MINUTE CONVERSATION WORKSHEET
Manager and EmployeeReadiness
HOW TO PREPARE MANAGERS AND EMPLOYEES TO MOVE FROM TRADITIONAL PERFORMANCE MANAGEMENT (ANNUAL REVIEWS AND RATINGS) TO PERFORMANCE DEVELOPMENT CONVERSATIONS FOR GROWTH
86% of Managers Are
Unskilled at Conducting Formal Performance Reviews
94% of Managers Are
Unskilled at Having Candid Performance Dialogue
Lack of Skills Training and ToolMost performance management training focuses on filling in the forms, guidance on applying the rating scale, and the organization’s process. Managers needs the tools and skills to assess performance to engage in ongoing conversations to drive and align performance.
ConclusionWhy perpetuate a process that’s done poorly and inconsistently 86% of the time?
PERFORMANCE THEN AND NOW
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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EXPLANATIONS AND INTERVENTIONS FOR
MISSED EXPECTATIONS
Doesn’t Know HowDevelop through:•Coaching•Real-time feedback•Recognize progress with reinforcing feedback•On-the-job practice opportunities•Special projects•Modeling
Can’t•Move into a more suitable role, if possible.
Watch Out FactorResist scaling back the job to create artificial successby eliminating and reassigning key job responsibilities
Won’t•Discuss the importance•Work with HR on next steps •Be candid about the consequences
UnawareClarify expectations and specific actions•Check for understanding by asking:•“So, what is your biggest take-away from our conversation?” or •“What will you do first?”
Recognize and Reinforce
Communicate Target Performance
Continue with Support
Agreement
*PerformanceNow On-Target
*Not MakingExpected Progress
Making the Right Progress
Provide Support
Can’t or Won’t
Make a DecisionIs Performance
On-Target?
Yes Not MakingExpected Progress
Recognize and Reinforce
Make a Decision
What About Performance Issues?
Off-target performance should be discussed as soon as a manager notices missed expectations. Performance issues do not need to wait for a scheduled monthly meeting between supervisor and employee and should be addressed separately. Tools are available to you to manage performance issues and are not changing. If you experience challenges with an employee, candid conversations about the lack of acceptable performance and potential consequences should occur. If performance does not improve, these issues and conversations should be documented in a Corrective Action or Performance Improvement Plan. If you need help or guidance, Human Resources can support you.
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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CLARIFY YOUR STANCE ON PERFORMANCE ISSUES AND DOCUMENTATION
Brandingand Communications:REPOSITIONING PERFORMANCE MANAGEMENT FOR TODAY’S WORKFORCE
BRANDING EXAMPLES
Tools and training only for managers focused on the annual (and sometimes mid-year) process
HR equipping employees at all levels with tools and training to have ongoing conversations to drive their performance and potential
Managers working in isolation to rate performance
Team lead approach to measuring employee performance effectiveness
Setting annual goals Setting priorities that are frequently revisited and updated
Assuming that managers should initiate just-in-time feedback
Putting a structure in place to ensure managers and employees converse regularly about expectations and progress
Downward feedback: manager to employee
Collaborative feedback designed to be two-way
Traditional Performance Management Performance Management Today
PERFORMANCE THEN AND NOW
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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Tools emphasizing evaluationTools emphasizing growth and development
Annual Event Ongoing
Focus on the Past Focus on Now and Moving Forward
HR: Compliance with capturing information on forms/on-line tools
HR: Emphasis on quality and value of ongoing performance-focused dialogue
Perceived HR ownership and forced compliance system
System designed for the benefit of employees
Needing the annual review rating to make pay decisions
Making pay decisions at “salary administration” time
Aligning performance management to a calendar year
Time is rolling forward; a cadence of ongoing conversations
Traditional Performance Management Performance Management Today
PERFORMANCE THEN AND NOW
©2018 Employee Performance Solutions, LLC All Rights Reserved v4-18 www.EmployeePerformanceSolutions.com
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jamieresker
www.employeeperformancesolutions.com/modernizeperformancemanagementPassword: Vermont SHRM State Conference
RESOURCES QUESTIONS?JAMIE RESKER
781-752-5716
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