3/21/2017 OVERVIEW OF PRESENTATION Performance Management Systems: - PDF document

3/21/2017 OVERVIEW OF PRESENTATION Performance Management Systems:  What do we mean by “performance management”? Getting the Band to Hit Their Notes!  Benchmarks Brenda L. Marrero, Esq., Deputy Director of Operations—CLS Kathleen Creamer, Esq., Managing Attorney, Family Advocacy Unit—CLS  Effective Systems and Tools  How and Why Professional Development Guides Performance Management 1 2 OVERVIEW OF PRESENTATION OVERVIEW OF PRESENTATION  Professional Development  Performance Management Challenges  Setting the Stage  The Marginal Performer  Supporting the process  The Intransigent Performer  Aligning with Program Mission, Team  The Under‐skilled Performer Needs and Personal Strengths  Finding the Time to do Performance Management 3 4 1

3/21/2017 LET’S DEFINE THE SYSTEM IN PRACTICAL SIMPLE TERMS…  Performance Management Systems—it’s NOT Think of the swim coach who doesn’t check in on about the annual evaluation their swimmer other than at meets; or the parent who only looks at the report card but does not  What system does your office have in place? bother to check homework during the year… Does it work? Why/why not? It’s about an ongoing dialogue, an ongoing check in on progress, affirmative inquiry 5 6 SETTING THE STAGE BENCHMARKS OF AN EFFECTIVE SYSTEM Supervision that Sets the Stage for Quality Evaluations AND  Goal Setting professional growth:  Competency Framework What can I do to ensure…..  Coaching/Feedback • Employees have • Autonomy  Performance Reviews • Sense of Purpose  Development Plan • Opportunities to Master Skills  Alignment with Program Mission/Goals • Employees Feel Trusted and Respected • Employees Understand and are Committed to Program Mission  Reward Performance • Employees See a Path for Career Growth Audience Question: What do you do to set the stage before evaluation? How do you incorporate these goals into daily management? 7 8 2

3/21/2017 GOAL SETTING SETTING PERFORMANCE GOALS  Performance management systems are created to develop an employee’s fullest potential— how?  Goal setting Goals Should Align with Program Mission, Team  Regular check in—how are they doing? Mission, Employee Strengths and Potential Reset goals?  Does individual have tools to reach goals and succeed? 9 10 SETTING PERFORMANCE GOALS SETTING PERFORMANCE GOALS Align Goals with Program Mission Align with Needs of Team  What is our agency’s mission?  Who is our team?  How does this employee fit into our team?  How does this employee’s work fit with the  What unique skills/contributions does this mission? employee have to bring to the team?  How can we define goals together that further  How can we define goals that fit with the mission? the needs of the team?  11 12 3

3/21/2017 SETTING PERFORMANCE GOALS SETTING PERFORMANCE GOALS Align with Needs of Team Align with Strengths of Employee Starting Questions:  How is our team functioning? What does this employee love to do? •  Do employees feel valued for team contributions? • What is this employee good at doing?  How can we strengthen our team? • What is this employee’s least favorite thing to do? • What is the employee learning to do that excites  How do you ensure that each employee feels them? like a valued team member? What does the employee want to • learn to do? • What other opportunities does the employee want? 13 14 COMPETENCY FRAMEWORK COACHING/FEEDBACK  Competency Framework  Appreciative Inquiry (AI) Method  You want to develop highly skilled  The process of consciously focusing on the advocates who will then best serve our best in individuals clients  Affirmative approach—affirm past/present  Use a comprehensive framework to? strengths, successes  Set goals  Exploring, discovering, and asking  Support questions to see new potential and  Establish and follow timeline possibilities  Do you do this now? 15 16 4

3/21/2017 PERFORMANCE REVIEWS DEVELOPMENT PLAN  Incorporate AI into systems and tools  Ask supervisee to develop 2‐4 development  Look at your performance review tool—what goals meant to: questions does it ask?  Improve performance  Do you have employee do self‐eval?  Grow expertise  Do you do a 6 month check in?  Build on strengths  Do supervisors get evaluated?  Move them out of their comfort zone (i.e.  Performance reviews should incorporate the new projects, complex litigation) goals you set, the framework you established, and develop a work plan 17 18 REWARD PERFORMANCE PROFESSIONAL DEVELOPMENT  Your system has resulted in:  Goal setting and how to meet those goals You have now created ongoing dialogue,  How to improve skills affirmative approach, positive morale,  How to engage the individual—coaching, engagement in the work affirmative inquiry, development plan  Productive communication Find ways to reward the individual’s  Positive morale performance—what are some ways you do this now? 19 20 5

3/21/2017 PERFORMANCE MANAGEMENT CHALLENGES PERFORMANCE MANAGEMENT CHALLENGES Performance Management Challenges Overall Tips for Performance Management Challenges  Be curious, not accusatory  Assume the employee wants to and is capable of succeeding  The Marginal Performer  Find out what barriers the employee sees to meeting basic  The Intransigent Performer expectations  Find out what barriers the employee sees to doing their best  The Under‐skilled Performer work  Be clear about expectations  Be clear and specific about places where the employee is not meeting expectations  Ask what support or training would help the employee succeed  Make a clear plan for follow up 21 22 PERFORMANCE MANAGEMENT CHALLENGES PERFORMANCE MANAGEMENT CHALLENGES Example: Jane’s performance review is coming up. Jane has been a practicing attorney for 4 years. She started with • How do you help her set goals? a lot of energy but for the past year or so she has only been • How do you help her re‐engage with the work? doing the bare minimum. She is adequate in her client • How do you give her feedback in her representation, but often turns down cases, so her caseload is lower than the rest of the unit. As part of her job, she is evaluation? expected to participate in community education, but she rarely • How do you establish benchmarks for her does so. You have tried engaging her in policy discussions and success? have invited her to help other attorneys strategize around their cases, but she often fails to respond to emails and other unit • What kind of follow up do you plan? members have stopped looking to her for help. 23 24 6

3/21/2017 PERFORMANCE MANAGEMENT CHALLENGES PERFORMANCE MANAGEMENT CHALLENGES Example: Example: John is a senior attorney who has been performing well for Jamie is a paralegal who has been with your office for years. Recently, when reviewing his files as part of his annual two years. You hired her to assist attorneys with cases, performance evaluation, you notice a lot of key requirements and also do conduct regular community education are missing. Most files are missing retainer agreements. There sessions. She is excellent with her clients and assists in is little evidence of communication with clients, even though case preparation well. However, she has only done one the expectation is that a client receives written community education session in the past year. Your communication after every court hearing. His case notes are office’s grant promises that you will conduct at least sparse, and you cannot tell what efforts he has made to one community education session per month, and you communicate with the client or the opposing party. You know do not have other staff to take on this that John is aware of your expectations for record keeping and client communication. responsibility. 25 26 PERFORMANCE MANAGEMENT CHALLENGES FINDING THE TIME Jamie’s performance review is coming up.  One of the biggest barriers to effective • How do you address the lack of community performance management is making the time education work? for it • How do you establish benchmarks for success?  Audience Question: How do you make the time • What kind of follow up do you plan? for performance management? 27 28 7

3/21/2017 FINDING THE TIME FINDING THE TIME  Tips  Make performance management system part  Don’t Reinvent the Wheel—there are great of the culture of your agency tools already out there  Everyone knows what to expect, time  Use the Right Tool for Your Program frames are followed, it becomes known and  Make Supervisee Do Some of the Work! necessary part of day to day  Self‐Evaluation  Ideas for how this can be successful cultural  Work Plans shift?  Schedule Evaluations far in Advance  Give Ongoing Quality Feedback And Support 29 30 Community Legal Services, Inc. of Phila 1424 Chestnut Street Philadelphia, PA 19102 Brenda L. Marrero, Esq. bmarrero@clsphila.org Kathleen Creamer, Esq. kcreamer@clsphila.org 31 8