Performance Management Flashcards
sending the right messages to people
What kind of message(s) do you want to send to:
- Your best, most talented people?
- Your average people that have potential to improve?
- The people in your organization that are your weaker
performers? (aka the people “who aren’t getting it done”)
What are the ways you can send that message effectively?
What are the ways that message can be sent ineffectively? Totally wrongly?
How good do you think organizations are at this? What has been
your experience?
- some do a good job (orgs), some don’t
Performance management is MORE than just doing performance reviews…
Performance management is about sending the right messages to people
performance management defintion
Provides a framework for aligning people resources against strategic
and tactical objectives.
* Provides a system for rewarding (hopefully in an equitable way!) varying
levels of performance to motivate and retain high performers.
* Is a fundamental means of helping each organizational member
maximize his/her current effectiveness and future potential.
* Serves as the starting point for career planning and development.
* Requires good leadership skills (both personal and group)
performance management basics
The means through which managers ensure that employees’ activities
and outputs are contribute to the organization’s goals.”
- The use of organizational systems, tools, procedures, etc. to help ensure
a given organizational member is performing to his/her highest potential and level of effectiveness.
Topics/things you’ll hear referred to:
- Goals, accountabilities, objectives, MBOs, etc.
- Feedback (positive, negative/”constructive”)
- Developmental discussions, career discussions, etc.
- Performance reviews, performance appraisals, etc.
- Rewards of different types (tangible and intangible)
Performance Management “Basics”
It might seem complicated but in theory it’s simple (and typically cyclical!
managerial courage
the courage to have the tough conversations we need to have, treating people with respect
performance management cycle
setting goals –> ongoing performance discussions (along the way you get informal feedback and training) –> performance evaluation (yearly) –> consequences for performance
- draw cycle
benefits of performance management
employees: identify strengths, work with manager, make a plan to develop skills
helps the team get things done
helps the manager get things done
org level: helps them improve
importance of specific accountabilties
do people know what they have to do? how will you spend your time? things can get done if everyone gets done what they’re supposed to do
- They are each person’s “roadmap” for success in the given fiscal year, and are the basis for update discussions to review progress.
- They provide a clear line of sight and linkage between what each individual does in his/her job and the organization’s overall business objectives.
- By helping prioritize work, they guide decision making throughout the year.
- Considered at the team level, they help ensure the team is functioning
efficiently, working together effectively, and focused on critical objectives. - They are included in performance management assessments (e.g.,
performance review) at the end of the fiscal year.
How important to YOUR success has been knowing what your goals are?
extra info about accountabilities
- Your own specific accountabilities can be a function of things like:
- The strategic goals and objectives of the organization itself.
- The strategic objectives for your business, function, group, etc.
- The important and/or critical tactical objectives you have for the year.
- Think in terms of “stretch” goals…”difficult but achievable”.
- Should be limited in number (e.g., no more than 8-10)
- Developed using tools and templates for enterprise-wide consistency.
- SMART (Specific, Measurable, Attainable, Relevant, and Time-Based). –> ATTAINABLE AND RELEVANT are important, if not these then its not a good goal
- Goals should be reviewed on a quarterly basis at all levels of the organization
performance evaluation - assessing “what” vs “how”
at the end of performance cycle, orgs use the chart (what you got done and how you got it done)
- draw chart
common approaches to performance evaluation
Comparative Approaches
- Ranking - rank your best to worst employee
- Forced distribution - a curve is a forced distribution that puts people in the middle
- Paired comparison
Attribute-Oriented Approaches
- Graphic rating scales
Behavioral Approaches
- Critical incidents - (everyone has different understandings of ex) engagement)
- Behaviorally anchored rating scales (BARS) (each level of the scale, you give a behavioral anchor or behavioral scale) ex. approachability, discipline)
- Behavioral observation scales (BOS) (you get a separate rating on individual contributions/factors)
ex. rating each faculty member on platform scales, discipline, etc.
* more ratings, but asking the same thing
Results-Based Approaches
- Management by objectives (MBO)
- The most appropriate approach often depends on the nature of the job
developmental review/discussion
A developmental review/development discussion should have as its
objectives candid, informative and realistic discussion of the following:
* Strengths, relative weaknesses, and development needs and objectives
* Career interests and work-related areas for which the employee is
passionate
* Career goals, both short-term and longer-term
* Discussion of potential career planning options (e.g., paths that the
employee could take within the organization)
* Discussion of potential next roles
Wouldn’t you want to be having this kind of conversation with your boss?
career discussions dos and don’ts
DO
* Be Direct
* Listen and Take Notes
* Seek Clarification
* Be Specific
* Be Realistic
* Pinpoint Sources of Disagreement
* Provide concrete, behavioral
examples to support your points
* Provide a “reality check” when
expectations are unrealistic
DON’T
* Interrogate
* Hide Your Thoughts
* Dominate
* Be Arbitrary
* Patronize
* Discourage Unnecessarily
* Become too emotional during
any disagreements
making performance management work well
no more than 10 accountabilities, do a good job on providing feedback, set expectation, calibration meetings
anniversary approach
- you started june 15, that’s when your performance review will be june 15
common review date
(Dec 12 you start, but the boss doesn’t have enough money for your review)
the boss has a certain fixed amount of money, by the time they get you to, they said they would love to get you an increase but they can’t because of the money –> they could give an increase if i was the full year, but i’ll only get a half year increase (pro rated increase). it makes it easier to have a calibration meeting. you can allocate it in the way it’s fair as a boss
