Performance Management Training Presentation

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Performance Management
Leader Dogs for the Blind
Management Training
Jim Watson, SPHR
July, 2009

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Introductions
•Your name
•Your position/responsibilities
•How long with the organization
•How long as a supervisor
•What you would like to get
answered/get out of this training

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Ground Rules
•Participate
•Respect other opinions
•Have fun!!!!

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Objectives
Improving communication and performance
feedback
Planning & conducting annual performance review
Understanding performance management process
Managing problem performance
Documenting performance objectively and
accurately
How to manage/continue to stimulate high
performers

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Mission and Values
The mission of Leader Dogs for the Blind is to
enhance the lives of people who are blind and
visually impaired.
In support of this mission, our actions are guided,
supported and measured by our values:
•Respect and compassion for people and dogs
•Passion for the work
•Safety in all we do
•Do what is right
•Innovation in our field

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Why Is Performance Management Needed?
•Team member and management work
relationship growth/survival
•Enhances team member development and
sustains sound team member relations
•Accountability
•Performance Appraisal - employer’s valid
defense in litigation

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Why Conduct Performance Appraisals?
•Promotions/Advancement
•Training
•Salary Administration
•Discipline
•Termination

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Performance Appraisal Defined
•Judgment of:
quality
value

•How did I do?

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Elements of a Good Performance
Management System
•Periodic meetings
•Participative
•Appraisal criteria are job-related
•Systematic measurement
•Essential information written/recorded

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Improving Performance Communication
& Providing Feedback
•Maintain open communication channels
•Coach, assist, and work with team members

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Goal Setting/Setting Standards
•Establish mutually agreed-upon and specific
team member goals and behavior that are
aligned with organizational business plans
•Establish milestone review dates- mutually
agreed time lines of break out data for progress
reports on goals and objectives
•Communicate changes or redirection of goals
and objectives in a timely manner

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Goal Setting/Setting Standards
Develop S.M.A.R.T. goals
S pecific
M easurable
A chievable
R elevant
T ime-bound

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Annual Appraisal Review
•All appraisals should be completed, reviewed
with and approved by second-level reviewer
prior to team member meeting
•Plan for open dialogue - opportunity to review
performance, consider lessons learned,
progress made and establish goals and
objectives for next period
•Lay out plan for performance discussions -
collect and review notes, statistics, citations and
performance based examples
•Schedule sufficient time to meet with team
member

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Annual Appraisal Review
Prior to the Review
•Know the objectives and goals of the meeting
•Time and Place
Conducting the review
• Create a positive environment
• Give balanced feedback
• Focus on the job, not the person
• Ask questions; allow feedback
• When discussing areas for improvement,
discuss methods and objectives for improving
• Review self-appraisal

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•Discuss the full range of issues
•Don’t exhibit defensiveness
•Respect confidentiality of the review discussion
when possible
•Job description/addendums should tie together
with performance management
•Handle disagreement professionally
Annual Appraisal Review

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Annual Appraisal Review
Conclusion of Performance Review
•Summarize and review the important points of
the discussion
•Restate the action steps and provide a time
frame for completion
•Make sure team member reviews the appraisal -
allow team member to write comments
•Have team member sign it to acknowledge that
he or she has read it

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Annual Appraisal Review
Follow-up After the Performance
Review
•Follow-up with the team member with
regular meetings
•Offer the team member
support/assistance and
encouragement

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Rating Perils
•Halo/Horn Effect – rate team members the same on
every trait
•Central Tendency – lack of rating differentiation
between team members
•Leniency – avoids honest/accurate ratings to avoid
conflict
•Recency – narrow focus on recent events
•Similarity/Like me – favorable rating to team
members who have similar values or interests to the
rater
•Constancy – rate team members via rank order

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Avoiding Other Rating Perils
•Consider entire performance cycle
•Keep adequate record keeping; specific examples
•Establish milestones
•Discuss specific performance issues and behaviors
objectively
•Don’t inflate performance ratings (legal impact)
•Maintain clear and open communication channels
•Do not make comments about age, race, sex, religion,
national origin, veteran status, disability, height,
weight, marital status, other protected characteristics

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Addressing and Managing Performance Issues
Diagnose Issue:
Performance Discussion
•Describe unsatisfactory performance/behavior
•Cite specific observed examples
•Solicit constructive team member action plan to
resolve or address the performance or behavioral
issue
•Review action plan and establish milestone
date(s) to review progress
•Offer support, encouragement, resources
•Follow-up (often and timely)

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Addressing and Managing Performance Issues
Verbal Warning
Written Warning
Performance Improvement Plan
5.Dated and contemporaneous
6.Legible and signed
3.Violations of rules, policies or standards
8.Fully describe the misconduct
5. Be consistent
6. Document your discussion

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Documenting Performance Objectively
Why Documentation is Important
•Creates a Record
Allows others (other supervisors, judges, juries)
to understand performance issues that have
arisen with a particular team member
•Reduces Employer Liability
Less likely to engage in legal action by the team
member if discharged

Discourages lawsuits/administrative charges

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Summary
Performance reviews are important and
necessary
Goal is to increase job satisfaction/team member
engagement
Be fair/objective and cover the entire rating period
Watch for rating biases
Document, Document, Document
Consult With Human Resources!!!

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Questions? Comments? Concerns?

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Jim Watson, SPHR
[email protected]