Workforce Priorities HOW TO ATTRACT, HIRE, AND RETAIN THE RIGHT PEOPLE FOR TODAY’S BEHAVIORAL HEALTH WORLD
Managing Employee Performance PRESENTERS: GLENN COUROUNIS, Independent Consultant EDYE SCHWARTZ, Independent Consultant NAOMI WEINSTEIN, ICL, Inc.
Key Question Strategic role of HR Does the organization have a culture that Managing ensures: Employee Performance • the right people • with the right skills • do the right things • to get the right results • and will WORK WELL with you
What is Performance Management? • A process by which managers and employees work together to plan, monitor, and review an employee’s work objectives and overall contribution to the organization, and provide feedback as necessary. • Or, helping people do the work you need them to do
Set and communicate goals Manager’s Perspective Develop job related skills Monitor and assess employee performance Provide encouragement or corrective feedback, as needed Offer opportunities for two-way feedback
Employee’s Perspective
The foundation of a strong performance management system is a trusting relationship between a supervisor and a staff person.
The foundation of a strong performance management system is a trusting relationship between a supervisor and a staff person. • Provides a safe environment for feedback • Allows supervisor to understand staff person’s underlying priorities and motivations • Helps staff person recognize their role in the team and organization • Supports a culture of accountability
Creating a Culture of Accountability ‣ Clear expectations • What outcome are you seeking? ‣ Clear capability • Does the person have the needed skills and resources? ‣ Clear management • Have systematic checkpoints been established? ‣ Clear feedback • Is there an open channel for communication? ‣ Clear consequences • Are the rewards and consequences spelled out?
Managing for Performance…and Results Coach & Lead • Define responsibilities • Assess performance • Delegate • Set expectations • Effective conversations • Review • Plan goals • Feedback • Recognition • Develop outcome • Listen • Motivate measures Plan for Develop & Performance Inspire
Good Feedback: Manager’s Perspective ‣ Focus on actual behaviors, not personality ‣ Prepare in advance, when possible ‣ Ensure employee understands your expectations ‣ Explore what might be getting in the way of desired performance ‣ Be open to the employee’s viewpoint ‣ Recognize that your way may not be their way ‣ Make sure your own behavior is consistent with your message ‣ Determine next steps for the employee to improve ‣ Talk optimistically about the future
Feedback and Human Nature We dislike… But we like… Being corrected Learning new skills Looking bad in front of Getting help when we others needed it Being “told” something Having meaningful dialogue Criticism Having our good work acknowledged It’s all about the approach….
Criticism Constructive Feedback • Past orientation • Future orientation • Personal focus • Behavior focus • Negative tone • Positive tone • Problem-oriented • Solution-oriented • Creates “unsafe” feeling • Creates “safe” feeling Here’s how you can do better Here’s what you did wrong. next time.
Developing Staff • Connect regularly • Identify and highlight employee’s skills • Look for opportunities to stretch, learn, and grow • Elicit ideas, including how to solve problems • Encourage to make own decisions • Give autonomy (allow to make mistakes) • Explore staff’s interests, and connect to resources of interest (including “networking”) • Encourage to attend training workshops • Provide supportive feedback as needed • Celebrate wins
Catch People Doing Something Right! ‣ Go out and “play catch” ‣ Find something you’ve seen them do well ‣ Praise as timely as possible afterwards ‣ Behavior that gets recognized gets repeated!
Growth Opportunities Job tasks - internal Out-facing job tasks • “Stretch assignments” • Writing publications • Job enlargement • Representing agency at external meetings • Job rotation • Conference presentations • Transfers, promotions • Special projects Relationships • Temporary assignments • Mentoring Training and education • Role modeling • Job shadowing • Tuition reimbursement • Networking • Training workshops
Addressing Isolated Concerns ‣ Answering questions ‣ Problem solving ‣ Coaching or feedback ‣ Additional training ‣ Corrective action, when needed
Progressive Discipline Discharge Suspension Written warning Letter for improvement Performance improvement
Corrective Action ‣ Focus on the behavior, not the employee ‣ Clear expectations between manager and employee ‣ Establish actions to improve performance ‣ Lead to correction (not necessarily punitive) ‣ Define consequences if no improvement made ‣ Hold employees accountable for their actions
Three Kinds of Staff High Performer Mid Performer Under-Performer • Recognize good • Support good • Identify root work performance concerns • Provide • Strive for greater • Plan for development consistency improvement • “Re-recruit” them to • Nudge towards • Is formal Corrective the organization “high performer” Action needed? • Opportunities for • Move up or move growth out
Supporting and Developing a High Performer ‣ Make sure they know where organization/department is going ‣ Recognize their contributions (financial rewards, special growth opportunities) ‣ Articulate their unique value or exemplary contributions ‣ Explore what will help them stay with your agency (eg: Stay Interviews) ‣ Stretch assignments – special projects, responsibilities, exposure, promotions ‣ Express your appreciation for their good work regularly!
Supporting a Mid Performer Goals ‣ Retention (avoid departure) ‣ Strengthen performance further Strategies ‣ Provide lots of guidance and feedback ‣ Express appreciation ‣ Develop their confidence and consistency ‣ Clarify what it takes to become a high performer ‣ Explore barriers to consistent excellence ‣ Is it a solvable issue? (More training, understanding, mentoring, approach?) ‣ Support their growth
Some performance issues are more chronic… Hostile interactions with clients and must be addressed • Impacts team Chronically • Takes up valuable time Incomplete late… documentation • Affects client outcomes • Jeopardizes compliance Negatively impacts group morale
Managing Underperformers Step 1 ‣ Don’t ignore the problem. It won’t disappear! ‣ Give serious thought to what’s causing the problem • poor job fit • lack of skills • unclear expectations • employee approach
Managing Underperformers Five Step Coaching 1. Explain what you’ve observed, how it has impacted the team, that you want to help 2. Engage the person in acknowledging there is an issue and brainstorming solutions 3. Are they open to making changes? Are they ready to engage in coaching? 4. Jointly develop a plan and resources needed, monitor the plan, and follow-up 5. Explain consequences for lack of improvement and hold them accountable
Is It the Right Fit? Talk with your staff person… • Are you bored, disengaged, or feeling undervalued? • Can you master the tasks and responsibilities of your job? • Are you getting enough feedback or support? • Do you feel confident about how you do your job? • Do you often feel frustrated by this job? • Are there aspects of this job that don’t align well with your personality or strengths? • Is there something we can do to help you improve your performance? • Do you think this position is a good fit for your skills and interests?
Options for Next Steps ‣ Continue to work on issue (within a specific time frame) ‣ Switch roles or departments to achieve a better match ‣ Resignation (after having a couple of days to think about it) ‣ If don’t resign, let them know you may begin the disciplinary process immediately
Performance Evaluation Systems… ‣ Assess what is meaningful and important (connected to agency goals) ‣ Recognize performance strengths with positive feedback ‣ Identify gaps and provide constructive plans for improvement ‣ Linked to individual’s personal goals ‣ Refer to progress made as a result of feedback or corrective action ‣ Not just once a year - provide frequent opportunities for monitoring and dialogue Performance Evaluation information should never be a surprise!
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