HUMAN RESOURCES AND PERFORMANCE MANAGEMENT : HUMAN RESOURCES AND PERFORMANCE MANAGEMENT Slide 2: Performance Management Workshop
August 24th 2010 Caroline Githinji - August 2010 Welcome & Opening : Welcome & Opening Caroline Githinji - August 2010 Workshop Objectives : Workshop Objectives After completing this workshop, participants will be able to:
Understand the performance management process
Understand and setting up a performance management rating scale
Define SMART goals and link them to organizational strategic plan
Craft effective performance appraisal documents
Conduct effective performance appraisal discussions
WHAT ARE YOUR PERSONAL LEARNING OBJECTIVES? Caroline Githinji - August 2010 Definition of Performance management : Definition of Performance management The process of setting performance expectations, monitoring progress, measuring results, and appraising and rewarding or correcting employee performance. Caroline Githinji - August 2010 Purpose of Performance Management : Purpose of Performance Management Administrative Purpose Supports growth & development of staff
Promotes constructive, continuous
Highlights & rewards exceptional
Identifies & addresses poor performance Supports promotions, retention, terminations and recognition of individual performance
Offers an opportunity to show care and concern for the employees
Links pay with performance
Identifies performance trends Developmental Purpose Aligns the employee’s activities to the strategies of the Foundation
Drives the overall performance of
each unit of the organization Caroline Githinji - August 2010 Philosophy : Philosophy PEOPLE WORK TO PRODUCE RESULTS …. If your employees know what they’re expected to do, get feedback on how they’re doing, and are rewarded for doing what they are supposed to do, the Foundation will be more likely to reach our strategic goals. Caroline Githinji - August 2010 360 DEGREE FEEDBACK PROCESS : What is 360 Degree Feedback? 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. 360 DEGREE FEEDBACK PROCESS Caroline Githinji - August 2010 How is 360 Degree Feedback Used? : How is 360 Degree Feedback Used? As development tool – if used in the right manner
Provides anonymous feedback
Gives insights of others perceptions of you
Gives opportunity to adjust behaviours,
Points out development areas 2. As a Performance Appraisal Tool
Is a common practice
Focuses on behaviours and competencies Caroline Githinji - August 2010 Slide 10: What a 360 degree Feedback Survey Measure
360 feedback measures behaviors and competencies
360 assessments provide feedback on how others perceive an employee
360 feedback addresses skills such as listening, planning, and goal-setting
A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness Caroline Githinji - August 2010 Slide 11: What 360 Feedback Surveys do not assess:360 feedback is not a way to measure employee performance objectives
360 feedback is not a way to determine whether an employee is meeting basic job requirements
360 feedback is not focused on basic technical or job-specific skills
360 feedback should not be used to measure strictly objective things such as attendance, sales quotas, etc. Caroline Githinji - August 2010 12 WAYS TO KEEP GOOD PEOPLE ( pg 6 of handbook) : 12 WAYS TO KEEP GOOD PEOPLE ( pg 6 of handbook) Caroline Githinji - August 2010 Performance Management Cycle : Performance Management Cycle Organisations Strategic Goals Department / Country Goals Individual Goals /
Development Plan Mid-year Assessment Performance Appraisal
Performance Appraisal One-to-One Coaching
Trg & Development One-to-One Coaching
Trg & Development One-to-One Coaching
Trg & Development The Annual
Cycle Pay for
Performance Caroline Githinji - August 2010 Sample Appraisal Rating Scale : Sample Appraisal Rating Scale Caroline Githinji - August 2010 WRITING SMART Objectives : WRITING SMART Objectives Practice Session Caroline Githinji - August 2010 SMART Objectives : SMART Objectives Specific
Time-bound Caroline Githinji - August 2010 Smart Objectives Example : Smart Objectives Example Non-SMART objective 1: Nurses will be trained on the selected scientifically based health education curriculum.
This objective is not SMART because it is not specific, measurable, or time-phased. It can be made SMART by specifically indicating who is responsible for training the nurses, how many will be trained, who they are, and by when the trainings will be conducted.
SMART objective 1: By the end of year two of the project, EGPAF trainers will have trained 75% of MoH nurses in the Nyanza district on the selected scientifically based health education curriculum. Caroline Githinji - August 2010 Example 2 : Example 2 Non-SMART objective 2: 90% of youth participants will participate in lessons on assertive communication skills.
This objective is not SMART because it is not specific or time-phased. It can be made SMART by specifically indicating who will do the activity, by when, and who will participate in lessons on assertive communication skills.
SMART objective 2: By the end of the school year, district health educators will have delivered lessons on assertive communication skills to 90% of youth participants in the middle school HIV-prevention curriculum. Caroline Githinji - August 2010 Slide 19: The Effective Appraisal Discussion (handbook Pg 14) Caroline Githinji - August 2010 Group Activity : My best appraisal experience
My worst appraisal experience
___________________________________________________________________________________Best practices for successful appraisals
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Group Activity Caroline Githinji - August 2010 Performance Discussion Process : Performance Discussion Process 1. Welcome the employee, and explain meeting purpose 2. Review previous work plan and development goals 3. Agree on new performance and development goals 4. Conclude by summarizing decisions made; thank employee Welcome Review Agree Conclude Feedback 5. Solicit feed-back from the employee Caroline Githinji - August 2010 Giving performance feedback : Giving performance feedback “I praise loudly, I blame softly.”
Catherine the Great
Performance feedback must be given
Be clear on the intent of your feedback
If you want to give feedback to get back at a person, it is not feedback.
Feedback should be honest, direct and supported by concrete examples
The feedback given should also focus on keeping the relationship intact
Ensure that you choose the right time to give feedback
You are not responsible for the emotions your feedback might evoke in the other person, but you need to address and respect the emotion
If you are angry or hurt, wait until you are ready to formulate the words in such a way that they are direct, honest and supported by concrete examples.
Don’t forget the positive attributes, behaviour or contributions of the person. Caroline Githinji - August 2010 Giving difficult feedback : Giving difficult feedback Always criticise the action not the person. This is more dispassionate and less accusatory. Never criticise the person, rather something they have done that doesn't meet your approval.
Always give specifics and avoid sweeping generalisations. It is the examples and details that contain the learning.
Always give suggestions on what the person can do to improve. The solutions are the keys or building blocks of constructive criticism.
Always invite the other person to join you in thinking of ideas to improve. Don't make it a monologue where you make all the suggestions.
Always be assertive in your feedback in an honest straightforward way. Avoid half truths, gossip and bringing in other peoples names.
Always give difficult feedback in private and never in front of others. Public criticism will humiliate the person and bystanders will often take sides - and it might not be yours! Caroline Githinji - August 2010 How should we convey our message? : How should we convey our message? Judgmental Feedback
1. You are uncooperative.
2. You are disruptive.
3. You are immature.
4. You are committed.
5. You have good leadership skills.
1. You were unwilling to reschedule the meeting.
2. You made inappropriate remarks at the meeting.
3. You stop contributing when others disagree with you.
4. You are flexible when we have tight deadlines.
5. You have improved the performance of your staff. Caroline Githinji - August 2010 Positive Feedback : Positive Feedback “That was great! Brilliant! Absolutely fantastic! Well Done!” “I think you have completed an excellent piece of work there. I particularly like the section where you pointed out the changes in sales forecasting.” Caroline Githinji - August 2010 Slide 26: Summary
Performance Management (PM) is an ongoing, every day process
Rewarding and celebrating great performance is as important as proactively managing poor performance
The PM process is an enabler to building a performance culture
Focus at mid year and year end review time should always be on having high quality conversations about performance, development and career planning
Personal development is a joint responsibility between the individual and his / her manager Caroline Githinji - August 2010 Slide 27: The PDP’s must be owned by the individual
The PDP’s must be focused
The PDP’s must be specific and actionable
The PDP’s must be a ‘live’ document
The PDP’s should be linked to individuals’ career aspirations or objectives Hints and Tips on Personal Development Plans (PDP’s) Caroline Githinji - August 2010 Slide 28: PERFORMANCE =
Direction Parting shot!
Remember Caroline Githinji - August 2010 Slide 29: Closing & Workshop Evaluation Caroline Githinji - August 2010