1 Infopeople Webcast Series : [email protected] Infopeople Webcast Series : Making Performance Evaluation Work for You May 15, 2006 Noon – 1:00 pm.

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Infopeople Webcast SeriesInfopeople Webcast Series: :

Making Performance Evaluation Work for You

May 15, 2006Noon – 1:00 pm

Presenter: Paula M. Singer [email protected]

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HousekeepingHousekeeping

Today’s webcast:Today’s webcast: presentation: 50 minutespresentation: 50 minutes Q&A: final 10 minutesQ&A: final 10 minutes

Submit your questions via ‘Chat’ Submit your questions via ‘Chat’ duringduring webcast so presenter gets them in timewebcast so presenter gets them in time

Fill out evaluation during Q&AFill out evaluation during Q&A

Don’t wait for Q&A to submit questions

Webcast Archives:http://infopeople.org/training/webcasts/archived.html

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When to Use ChatWhen to Use Chat

Chat Area ThereList of Participants There

• Get help with technical difficulties •send message to “HorizonHelp”

• Ask presenter questions•send message to “ALL”

• Chat with other participants•“select name from dropdown list”

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AgendaAgenda

Performance Management ModelPerformance Management Model The Process:The Process:

Planning Planning

Coaching Coaching

Reviewing PerformanceReviewing Performance Setting GoalsSetting Goals Providing FeedbackProviding Feedback

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The Basics The Basics

Optimizing human resources by setting clear, relevant

expectations.

Rewarding performance based on objective

evaluations.

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Why? HHelps communicate strategic goalscommunicate strategic goals Improves productivity Improves productivity Clarifies expectations Satisfies the need to know – “How am I

doing?” Promotes and 2-way communication Builds stronger working relationships

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Also…Also…

Identifies high performers/low performers

Provides opportunities for career development

Provides a basis for HR actionsProvides formal documentation

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Performance Management ModelPerformance Management Model

Strategic

Planning

Perfo

rmance

Plann

ing Coaching

Evaluation

Your Library

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Performance Performance Management Management ProcessProcess

Performance Planning:Performance Planning: communicating communicating and aligning expectations and gaining and aligning expectations and gaining commitmentcommitment

Coaching Performance:Coaching Performance: giving positive giving positive and negative feedbackand negative feedback

Evaluation:Evaluation: shared understanding; shared understanding; consistency in ratings consistency in ratings

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Objectives (“The What”)Objectives (“The What”)Cascade from the TopCascade from the Top

Library Strategic Priorities

Department Objectives

Employee Objectives

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Operationalzed ObjectivesOperationalzed Objectives Anytown Library’s

Strategic Objective

Department Objective

Employee Objective

Provide excellent customer service

Develop customer-driven standard of expectations

Develop questionnaire for customers

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Performance Management Begins with Performance Management Begins with Performance PlanningPerformance Planning

Performance Planning discussion

Departmental and individual performance objectives; job description requirements

Set SMART Goals

Evaluation

Coaching

Strategic

Planning

Perfo

rmance

Plann

ing

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Performance Objectives are…Performance Objectives are…

Statements of end results expected within a Statements of end results expected within a specified time periodspecified time period

For each objective, describe the result, indicatingFor each objective, describe the result, indicating QuantityQuantity QualityQuality Time frameTime frame Percentages, or other specific measuresPercentages, or other specific measures

Each objective…….Each objective……. Ties to the overall strategy of the department and Ties to the overall strategy of the department and

ultimately the libraryultimately the library

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Performance ObjectivesPerformance Objectives

Basic Work Objectives Challenge Objectives Professional/Personal Development

Objectives

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Making it SMART ! Making it SMART !

Specific Measurable

Achievable Relevant

Time-sensitive

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General Tips for Writing SMARTGeneral Tips for Writing SMARTPerformance ObjectivesPerformance Objectives

Specific

Measurable

Achievable

Relevant

Time-sensitive

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Sample Performance ObjectivesSample Performance Objectives

SMART Objective:SMART Objective: Ensure all fines collected are

counted, entered in the accounts receivable system and deposited daily

Proactively meet with children’s department staff 1x/ month to update on new programs and services, collection changes, schedules, etc.

Attend INFOPEOPLE webcast on performance management on May 15

Too Vague: Handles overdue fines.

Addresses issues of importance with staff on an ongoing basis.

Maintains current knowledge of human resources issues.

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Sample Performance ObjectivesSample Performance ObjectivesSMART Objective Gather previous year turnover Gather previous year turnover

data from branches, including data from branches, including length of tenure and reason for length of tenure and reason for leaving by end of 1leaving by end of 1stst quarter quarter

Draft customer survey to Draft customer survey to assess customer needs and assess customer needs and expectations for distribution to expectations for distribution to customers by July 1.customers by July 1.

Develop internal procedures Develop internal procedures for Help Desk and support for Help Desk and support staff by 6/30 to include staff by 6/30 to include response time and accuracy response time and accuracy percentagespercentages

Too VagueToo Vague Gather staff turnover Gather staff turnover

informationinformation

   Define customer needsDefine customer needs

Develop procedures for Develop procedures for technical support stafftechnical support staff

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The “VALUE” ChecklistThe “VALUE” Checklist

VVerifiableerifiableAAccountableccountableLLinkedinkedUUsefulsefulEEasily Trackedasily Tracked

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Anytown Public LibraryName: Date:

Service Response/Goal

Objective Measures of

Success

Need to

Work With

Resources

Required

CompleteBy

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Library Goal

SMART Objective

Measures of Success

Need to

Work With

Resources

Required

CompleteBy

Customer Service

Develop questionnaire to measure customer service

1. Best practice research – presentation Mgmt2. Draft ; pilot3. Finalize

Ref Librarian, HRPRMgm’t comm

$200 to attend class

$500 --statistician

August 2006

September 2006December, 2006

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Conducting an Objective Setting Meeting

Agenda Discuss employee’s draft objectives Ensure they are SMART and pass the ‘stretch but

achievable’ test Arrange for finalizing any updates or changes Express confidence in

employee’s ability to achieve all identified objectives Summarize and offer ongoing support

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Performance Management Performance Management Process: CoachingProcess: Coaching

Day to Day: observe coach reinforce give/ask for feedback

Progress Review Collaborative evaluation

Evaluation

Coaching

Strategic

Planning

Perfo

rmance

Plann

ing

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“Catch someone doing something right” Kenneth Blanchard and Spenser Johnson

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CoachingCoaching Providing instruction, Providing instruction,

direction, guidance, direction, guidance, encouragement and/or encouragement and/or correctioncorrection

Built on trust and open Built on trust and open communication communication

Part of the daily work routinePart of the daily work routine A learning opportunityA learning opportunity Given – received – acted uponGiven – received – acted upon Employee must take Employee must take

accountability accountability

Catch someone doing something right”

Kenneth Blanchard and Spenser Johnson

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Tips for CoachingTips for Coaching

WhenWhen

What What

HowHow

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THISCustomers called me on 5 occasions because Bill hadn’t gotten back to them with information they needed. 

VERSUS Bill is too lazy to provide good service to customers. (judgment, not fact) 

Suzy noticed that our copier broke down frequently, and brought me the brochure for a different brand, which she used at her last job. 

Suzy shows initiative. (not a specific example)

As a member of work team to implement the new self-check system, Mary Anne invited others to express their views. One member was reluctant to speak, so Mary Anne talked to her privately.

Mary Anne listens to and considers all points of view.

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Performance Management Performance Management Process: EvaluationProcess: Evaluation

Self-evaluation Supervisor evaluation Evaluation discussion

Evaluation

Coaching

Strategic

Planning

Perfo

rmance

Plann

ing

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Collaborative EvaluationCollaborative Evaluation

Ongoing Ongoing Regular feedback and Regular feedback and

communicationcommunicationSelf assessment, supervisor input Self assessment, supervisor input

and open dialogueand open dialogueMeeting and formal evaluation Meeting and formal evaluation

documentdocument

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Reinforcing Good PerformanceReinforcing Good Performance

WhenWhenWhatWhatHowHow

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A/B/Cs of DocumentationA/B/Cs of Documentation

ACCURATE and IMMEDIATEACCURATE and IMMEDIATE

Based on observable BEHAVIORS Based on observable BEHAVIORS

and RESULTSand RESULTS

CONSISTENTCONSISTENT

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Manager PreparationManager Preparation

Review goals and objectives, actual Review goals and objectives, actual performance and varianceperformance and variance

Anticipate employee potential Anticipate employee potential objections and think about a responseobjections and think about a response

Rehearse dialogueRehearse dialogue

Provide forms in advance of meetingProvide forms in advance of meeting

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Employee PrepEmployee Prep Two weeks reflect, journalTwo weeks reflect, journal Current Performance PeriodCurrent Performance Period

AAccomplishments/ and skills acquired ccomplishments/ and skills acquired AAreas need strengthening reas need strengthening

Upcoming Performance PeriodUpcoming Performance Period1.1.      Effectiveness      Effectiveness  2.2.      Better customer services      Better customer services  3.3.      T      Training or development  raining or development  

Career goals (including development and training) for Career goals (including development and training) for the next three years, five yearsthe next three years, five years

Competencies and skills needed Competencies and skills needed

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*The* Meeting

Start with employee self appraisal Identify any differences, discuss

discrepancies Conduct a problem solving discussionReach agreement & create a

development plan

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Rating ErrorsRating Errorsto Avoidto Avoid

Past influencePast influence Compatible Compatible

(“similar to me”)(“similar to me”) Recent eventsRecent events Few observationsFew observations ““Horns” “Halo”Horns” “Halo”

GeneralizationsGeneralizations Potential equals Potential equals

performanceperformance Personality Personality

conflictsconflicts Failure to Failure to

differentiatedifferentiate

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Other Potential Influences

Allowing biases related to race, gender, age, nationality or sexual preference

Giving high ratings to only to those who merely look busy or ‘stay late’ with no apparent increase inquantity or quality of work

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Performance Management Performance Management Process: A RecapProcess: A Recap

Evaluation

Coaching

Strategic

Planning

Perfo

rmance

Plann

ing

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Key Dimensions of Performance Key Dimensions of Performance Management to RememberManagement to Remember

OngoingOngoing CollaborativeCollaborative Tied to organizational goalsTied to organizational goals SystematicSystematic ObjectiveObjective Optimizes performanceOptimizes performance

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THANK YOU!THANK YOU!

Paula M. Singer, Ph.D.Paula M. Singer, Ph.D.

The Singer Group, Inc.The Singer Group, Inc.

12915 Dover Road12915 Dover Road

Reisterstown, MD 21136Reisterstown, MD 21136

410-561-7561410-561-7561

[email protected]@singergrp.com

www.singergrp.comwww.singergrp.com