Managing to perform April 2011

Managing to perform by Toronto Training and HR April 2011

Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition and setting the scene 7-8 Drill 9-16 Performance appraisals 17-23 Performance management systems 24-27 Case studies A & B 28-31 High performers 32-33 Promises v performance 34-35 Performance? You’re harassing me! 36-39 Is the job a good fit? 40-41 Helping poor performers 42-43 Progressive discipline 44-46 Performance monitoring 47-48 Mistakes around accountability 49-50 Benefits in admitting weaknesses 51-54 Case studies C & D 55-56 Conclusion and questions Page 2

Introduction to Toronto Training and HR Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Definition and setting the scene What is performance management? Goals of performance management Organization drivers/what needs to be defined Align, adapt and achieve Financial and operational objectives Quantitative and qualitative measurements Performance management objectives Performance management cycle Seven deadly sins of measurement

Performance appraisals 1 of 7 APPRAISAL METHODS Category rating appraisal Comparison or comparative appraisal Narrative appraisal Special types of appraisal

Performance appraisals 2 of 7 CATEGORY RATING APPRAISAL Graphic scale Checklist Forced choice

Performance appraisals 3 of 7 COMPARISON OR COMPARATIVE APPRAISAL Ranking Paired comparison Forced distribution

Performance appraisals 4 of 7 NARRATIVE APPRAISAL Essay Critical incidents Field review

Performance appraisals 5 of 7 SPECIAL TYPES OF APPRAISAL Behaviourally anchored rating scale Behaviour observation scale 360 degree feedback

Performance appraisals 6 of 7 WHAT IS TYPICALLY COVERED? HR information Summary of accomplishments Performance appraisal measures Rating scale Summary score Objectives Comments and signature

Performance appraisals 7 of 7 PREPARATION Documentation Rater errors Planning for the discussion Promote two-way dialogue Setting the meeting

Performance management systems

Performance management systems 1 of 6 BUILDING A ROBUST PERFORMANCE MANAGEMENT SYSTEMDesign Implementation Capability enhancement

Performance management systems 2 of 6 KEY SUCCESS CRITERIA The reality of the working relationships between individuals. How these relationships can be made more effective. How contemporary tools can be deployed to increase process effectiveness. How we can create an environment in which most individuals realise their true potential.

Performance management systems 3 of 6 KEY SUCCESS CRITERIA How we can increase compliance with processes by those at whom those processes are aimed. You don’t need to design processes for the top performers-they will do the right thing despite you! How we can cope with the demands and expectations of members of the team as well as the managers. How we can optimise individual performance.

Performance management systems 4 of 6 EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS System contains useful measures Those useful measures are displayed in a usable manner

Performance management systems 5 of 6 INSTALLING A MEANINGFUL SYSTEM Base the review on performance expectations Minimize the prominence and importance of numbers Reveal the form early Review performance often Train all team members on the process and how to deliver feedback

Performance management systems 6 of 6 INSTALLING A MEANINGFUL SYSTEM Incorporate self-assessments Generate upward feedback Require follow-up meetings Consider separating reviews from evaluations Re-examine the system

High performers 1 of 3 CLUSTERS Business thinking (BT) People development (PD) Inspiring people (IP) Achieving success (AS)

High performers 2 of 3 BEHAVIOURS BT-Information search (IS), Concept formation (CF) Conceptual flexibility (CX) PD-Empathy (EM), Teamwork (TW) Developing people (DP) IP-Influence (IN), Building confidence (BC), Presentation (PR) AS-Proactivity (PO), Continuous improvement (CI), Customer focus (Cfu).

High performers 3 of 3 SELF-DESTRUCTION Pamper your pets in public, not in private Work golden geese like rented mules Affording challenging opportunities is not the same as demanding more

Promises v performance

Promises v performance What is capability? Set standards Provide regular feedback Provide early guidance and correction Focus on the facts Give time to improve

Performance? You’re harassing me!

Performance? You’re harassing me! Make sure that your dignity at work procedure points out that managers have a right and a duty to manage. If a manager is seeking to help and encourage an employee to do his job, it does not constitute bullying or harassment. Provide evidence of poor work performance to support what you say. Ask why the employee thinks he is being bullied. Ask ’Help me understand why you think I’m treating you less favourably than anyone else who performs at this level?’ By putting the onus back on the employee, you start to call him to account.

Is the job a good fit?

Is the job a good fit? 1 of 3 What are you best at doing? What do you like to do the most? What do you wish you were better at? What talents do you have that you haven’t developed? Which of your skills are you most proud of? What do others most often say are your greatest strengths? What have you gotten better at? What can you just not get better at no matter how hard you try?

Is the job a good fit? 2 of 3 What do you most dislike doing? Which skills need developing in order to perform your job? What sort of people do you work best/worst with? What sort of organizational culture brings out the best in you? What were you doing when you were happiest in your work life? What are your most cherished hopes for your future work life? How could your time be better used in your current job to add value to the organization?

Is the job a good fit? 3 of 3 CYCLE OF EXCELLENCESelect Connect Play Grapple and grow Shine

Helping poor performers

Helping poor performers Say something Give it to them straight Check they understand Make a plan Have hope Avoid assumptions Share your vision Be there

Progressive discipline

Progressive discipline Strategies to avoid initiating progressive discipline What constitutes need for progressive discipline Types of behaviour that could result in progressive discipline or immediate termination Administration considerations Progressive discipline steps Facts and support Warnings Termination

Performance monitoring

Performance monitoring 1 of 2 OBJECTIVES OF SUPERVISORY MONITORING To ensure the task is performed as required To provide supervision with accurate data for organizational performance appraisals To motivate employees to work at peak performance even when the supervisor is not present To motivate workers to display citizenship behaviours

Performance monitoring 2 of 2 MONITORING TECHNIQUES Automated surveillance Direct observation Inspection of work Checklists Performance indices One-on-one reviews Follow-up conversations Reports Team meetings Presentations

Mistakes around accountability

Mistakes around accountability This too shall pass They know how I feel It will turn into an argument I made my expectations clear I’ll demotivate or lose them I’ll be seen as a micro-manager It’s easier if I just do it myself

Benefits in admitting weakness

Benefits in admitting weakness People hate to have their intelligence insulted People give sacrifices to deities but have dinner with effective leaders Asserting you are bulletproof smacks of hubris The “blame game” is despicable and doomed to failure If you assume 100% of the blame for an errant act, you take the wind out of potential critics’ sails

Managing to perform April 2011

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