Employee Performance Managment

Common Sense ManagementPerformance Management, Nick Krym 05-25-07

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Agenda• Employee Performance Unleashed

• Performance Management Demystified

• Operations Basis

• Exercise: Establishing Base Camp

• Production Track: Toolbox

• Titles, Taglines, and Spiels… oh my…

• Swiss Army Knife of Performance Management

• Cutlery Basics

• Collaborate or DIY (pronounced “die”)?

• Five Blades of the Performance Plan

• Check your ammo

• Vanilla Performance Plan

• Constructive Feedback vs. Praise and Criticism

• Positive and Negative Feedback

• Constructive Feedback, exercise

“Surround yourself with the best people you can find, delegate authority, and don't interfere. “

-- Ronald Reagan


Employee Performance Unleashed• One of a manager’s primary responsibilities: performance of employees

reporting to him / her– Adhere to organizational policies and procedures – Meet multiple organizational benchmarks and expectations– Drive specific elements of performance towards specific goals

• What Constitutes Employee Performance?– Professional Contribution (artifacts themselves, quality, productivity, etc.)– Team Contribution (professional impact on overall team’s professional activities,

e.g. idea generator, gatekeeper, etc.)– Job-related Behaviors (attendance, communication with team members, stress

tolerance, policy compliance, etc.)

• What does NOT constitute employee performance issues?– “Attitude”– Extracurricular activities– Self improvement– Compliance with unwritten rules– More… Examples?


Performance Management Demystified • Operations Basis

– Define the position– Establish execution environment – Hire or Cast existing resources to the position

• Production Track– Set clear expectations– Assign Tasks– Control execution– Provide feedback

• Development Track– Delegate– Motivate & Build Commitment– Encourage self-development– Mentor– Tutor


Planning, Interviewing, Hiring

Operations Basis

OO Approach to Position Definition

Job Description

Position Definition

Production & Development Tracks

Performance Plan

Organizational CultureCompany’s Goals & Objectives

Standards & Benchmarks

Strategic Tasks & InitiativesOn-going Tasks & Assignments

Changes in Tasks & PrioritiesDelegation

Casting AdjustmentsDevelopment Assignments

Self-development

Organization

Manager

Team

Employee


Operations Basis• Define Duties and

Responsibilities.– Tasks, projects, activities– Deliverables, outcomes, results,

artifacts– Reporting / management

structure

• Outline Standards & Benchmarks– Quality standards– Productivity benchmarks– Specific norms of behavior

• Determine Operating Boundaries– Budgets – Level of authority– Access to resources– Accountability– Policies and procedures

• Establish execution environment – Working environment– Tools– Communication channels

• Cast resources to the position– Skill Cast– Personality Cast– Talent Cast


Exercise: Establishing Base Camp• Engineering Team

– Sr. Business Analyst– Usability Expert– Mid level JEE Developer

• Production Support Team– Project Coordinator– Web Producer– Billing Administrator

• IT Team– DBA– WebLogic Administrator– Change Control Administrator


Production Track: Toolbox• Set clear expectations

– Position Tagline– Elevator Pitch– Performance Plan

• Control execution– Performance Plan– SEL– PM tools

• Provide feedback– Constructive Feedback Process &

Template– Performance Plan– SEL

• The best executive is one who has sense enough to pick good people to do what he wants them to do, and self-restraint enough to keep from meddling with them while they do it.

- Theodore Roosevelt


Titles, Taglines, and Spiels… oh my…• Titles

– Using titles• Setting up hierarchy • Defining expectations• Motivation

– Ambiguous nature and eternal value of titles– Title’s target community

• Internal immediate hierarchy• Peer and lateral impact• Customers• Employee’s friends & family• Potential recruiters

• Taglines– Quintessence of the position– Flexibility to support changes– Creativity in moderation

• Spiels & Elevator Pitches– Elevator pitch(s) for multiple audiences

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Planning, Interviewing, Hiring

Operations Basis

OO Approach to Position Definition

Job Description

Position Definition

Production & Development Tracks

Performance Plan

Organizational CultureCompany’s Goals & Objectives

Standards & Benchmarks

Strategic Tasks & InitiativesOn-going Tasks & Assignments

Changes in Tasks & PrioritiesDelegation

Casting AdjustmentsDevelopment Assignments

Self-development

Organization

Manager

Team

Employee

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Swiss Army Knife of Performance Management• Performance Plan is a tool that helps manager to:

– Set clear expectations– Communicate specific steps for achieving goals– Control execution and progress against the targets– Foster continues communication– Provide framework for constructive feedback– Provide support for feedback exchange– Keep records of employee performance

• Performance Plan is a tool that helps employee to:– Understand what is expected of him/her (results, outcomes, benchmarks, etc.)– Understand specific steps / blueprints / etc. that need to be followed– Self-control execution and progress against the targets – Provide support for feedback exchange– Provide visibility in performance assessment by manager

• Performance Plan is NOT:– The only tool for addressing objectives listed above– A punitive tool– A replacement for open communication channels

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Cutlery Basics• Goals

– Related to production, deliverables, individual and team contribution– Related to Standards and Benchmarks compliance / achievements– Related to personal professional growth

• Main rules– Clear, Concise and Consistent– 100 % coverage – position description should encompass all its elements– The goals must be Reasonable– The goals must be Agreed Upon– The goals must be defined as SMART

• S.M.A.R.T.– S – specific (stated in clear concise terms, one item at a time)– M – measurable (has to be able to measure, measurement must pass a dummy

test)– A – action (stated in form of action, activities)– R – result (must have result)– T – time-bound (must be specific in terms of timeframe)

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Collaborate or DIY (pronounced “die”)?• Develop performance plans with your staff collaboratively as opposed to doing it for

them.• For employees who have a good understanding of how to write goals and standards:

– Provide direction on the priorities and targets for the coming period; a copy of your performance plans can be helpful too as a guide.

– The person drafts his/her performance plans and gives them to you for review.– Meet with the employee to finalize plans. The employee types up final version and gives you

a copy.

• For those staff who will need more guidance in writing performance plans, here is a recommended process to follow:

– Provide direction on the priorities and targets for the coming period along with a copy of your performance plans. Review what goes into performance plans and have the person come ready for the planning meeting with a list of ideas for his/her own goal and standards.

– At the planning meeting, draft the plans one at a time with the employee. You facilitate and the individual writes as you two discuss.

• Goal/standard statement• Action plans• Measurement

– The employee then types up the agreed upon plans and gives you a copy.

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Five Blades of the Performance Plan• SMART Goals, this section outlines what the results are being sought in areas related to

– Production, deliverables, individual and team contribution– Standards and benchmarks compliance / achievements– Personal professional growth

• Sub-Goals, this section lists specific traceable elements or components of the goal– Elements of the list could include sub-goals, objectives, projects, large tasks, etc.– Naturally, elements of the list should expand / enrich the overarching goal – Each element of the list should be either presented in SMART form itself or be SMART when viewed in the

overarching goal perspective• Action Plans, this section lists main efforts or steps the employee is expected to take to reach or

accomplish the goal. – Use Action Plans when employee needs close guidance or specific set of steps is mandatory and not

obvious. – Generally three to six Action Plans are enough for each goal.

• Measurements, this section defines the means for assessing or measuring the results being sought with the goal

– Measurements should cover the goal both quantitatively and qualitatively. – The section should also include the sources of evidence from which information will be gathered to

evaluate the results achieved.– Note, do your best to get to the numbers, units, percentages or some other numeric units of measure

• Metrics– This section is designed to digitize performance management and record on-going assessment of

progress towards accomplishment of the goal. – Note, it is just a guideline for the measurement process, do not take it verbatim, mathematic not always is

the best way to deal with people.

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Check your ammo• Coverage Test

– Any implicit expectations? – What about meetings?– Admin time?

• SMART test– Check each letter first (S.M.A.R.T.)– Is each goal defined in laymen’s terms? Will a regular Joe understand it?– Is it achievable? Is it reasonable?

• Measurements – What are the sources of information / how do you know that results were

achieved?– Can you objectively measure partial achievement? – A few ideas on measurements

• Quantifiable means• Feedback, survey• Test, inspection, audit• Documentation• Timeline• Work product or samples• Observation (when combined with feedback or documentation)

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Vanilla Performance Plan

95% staff attendance on basis of the 4th quarter

Educate staff on the company attendance policies via quarterly meetings and monthly emails

Control staff attendance and report on weekly and monthly base, share report with employees on 1 on 1 basis

Terminate employees with less then 80% attendance quarterly record by the end of the first month of the following quarter

Achieve 95% staff attendance by 12/31/2005

The new request tracking system installed and is used for 100% of the tickets.

T2C is reduced by 5%

95% of the staff is certified by

Identify and install new request tracking system by 06/15/2005

Complete acceptance and benchmark testing of the new request tracking system by 09/15/2005

80% staff is trained an certified by the request tracking system vendor by 09/15/2005

Improve Time To Closure (T2C) for IT tickets by 5% via use of new request tracking system by 12/15/2005

Measurement Sub-goals / Action PlansSMART Goal

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Task Assignment Basics• Assignment

– The process of allocating activities to team members. The activities to be assigned should generally fall within the scope of responsibilities of the team member.

• Main Rules of Assignments– Principle 1: Match the task to the employee.

• Skill Cast• Personality Cast• Talent Cast

– Principle 3: Aim for results. • Ask for results and let employee to find the way to achieve the results rather than giving them step-

by-step instructions. • With less experienced employees provide them with main milestones / steps towards result.• If you have to default to step-by-step instructions, you may want to consider alternative actions.

– Principle 3: Remember the seven C’s:• Clear, Concise, Correct, Cordial…

• Assigned task should typically have the following attributes:– Result (Specific Deliverables, Artifacts, Measurable Changes)– Timeframe (Due Date, Work %% Allocation, Period, etc.)– Budget (Access to Resources, Specific $$, etc.)– Standards to be followed (SDLC, SOP, Policies, etc.)– Communication plan (Status Reporting, Internal Tools, etc.)

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Assignment Template• Establish Framework of reference – role of the task with

respect to employee responsibilities. When applicable provide references to “the big picture”.

• Assign Task – Describe the results that you are expecting (specific

deliverables, artifacts, measurable changes, etc.)– As needed, provide the steps towards achieving the results– Timeframe (due date, work %% allocation, period, etc.)– Budget (access to resources, specific $$, etc.)– Standards to be followed (SDLC, SOP, policies, etc.)– Cover any “unusual” specifics, boundaries and constraints – Communication plan (status reporting, tracking tools, points of

escalation, feedback required, etc.)

• Check whether assignment was understood

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Execution Control• Control Traps that are so easy to fall in

– Control Freaks– Micromanagers– Ad hoc managers– Loss of control– MBE

• Know thyself– Judger versus Perceiver– Extravert versus Introvert

• Basic execution control techniques– Daily / Weekly / Milestone routines– 1 on 1 meetings– Collaborate or DYI– MBWA

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Constructive Feedback vs. Praise and Criticism• Performance feedback is news to someone about an effort done, or not done, in his or her performance. It works

best when delivered as constructive feedback, positive and negative feedback, versus delivered as praise or criticism.

• Praise

Joe, you did a great job on that project. I really appreciate your work.

• Positive Feedback

Joe,Your contribution to AltaScripts project was quite significant. Your work was done thoroughly and with high quality, you were always available to help when people came to you with questions. I particular appreciate that you covered for your project manager when she got temporarily pulled into another assignment, that alone helped to keep the project on schedule. Thanks so much for your help and positive contributions.Best Regards,Nick

• Criticism

Dan, you were really ineffective on the last assignment.

• Negative Feedback

Dan, Here are a couple of concerns I have regarding your work on the last assignment: I noticed when I came to you with questions, you did not have the fact at hand and provided answers to me with notable delay. The code you wrote to address requirements 20034 and 20045 was pushed to QA too early and a number of significant issues was fund with it. I also noticed that among items you addressed on time a few were not properly documented, for example bugs 20036 and 20072. This led to delays in getting the project done on time.

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Positive and Negative Feedback• Get prepared

– Have facts in hands.– Identify impact.– Identify next steps.

• Deliver the message (Template)– Identify the issue or topic of employee performance issues involved.– Give examples or other evidence in order to provide the illustration of the issue.– Identify reasons for your evaluation and impact of the issue.

• Tips on the message delivery (especially important for the Negative Feedback)

– Do not beat around the bush; that is, get to the point and be clear and precise in delivering your message.

– Be assertive and clear, avoid giving mixed or disguised messages.– Give the feedback in a factual and nonjudgmental manner by stating observable

fact / event not interpretations.– Direct message at Employee Performance not at employee. (Attendance /

Work Itself & Tasks / Job-Related Behaviors)– Genuinely show that you care

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Constructive Feedback, exercise• Positive Feedback

– Present a recent example of good employee performance.

– Write one-two paragraphs of positive feedback.

– What do you expect as an outcome of delivering the positive feedback?

• Negative Feedback– Using one of the cases write one-two

paragraphs of negative feedback.– Deliver the feedback verbally.– What do you expect as an outcome of

delivering the negative feedback?• Gale, Tech Support Rep

Gale just walked into your office smiling, radiating optimism and great mood. Unfortunately, you invited her not to give her praises for her work what typically is the case, instead you have to discuss a serious performance problem that developed overtime and only recently become apparent through customer complaints: while Gale has great customer facing skills her technical knowledge is quite shallow. Despite the fact that her responsibilities do not call for that she on several occasions gave customers technical advises that were far from sound…

• Chin, Sr. Business AnalystIn a couple minutes you will have to meet with Chin to discuss his failure to deliver a very important task – JAD session on a key project. The logistics of the session which was full Chin’s responsibility were completely unacceptable starting with hotels arrangements for the guests to selection of facilitator and scribe. Everything was eventually handled but unnecessary delays and customer’s frustration had an apparent effect on productivity of the session.

• Srini, IT PMSrini is responsible for deployment of a new CRM system. The project has been generally on track for past six month, milestones met, team engaged and productive, on-going communications as expected. However, the last few weeks the things rapidly deteriorated. In particular, the last milestone was missed by five days and you learned about it from the internal client rather than from Srini. The project status dashboard is still showing Green status for the project, and notes related to the delay are nowhere to be found. Srini was WFH yesterday.

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Feedback Follow up Discussion• Feedback Follow up Discussion

– Part two is the discussion with the employee about the performance and about how to move forward.

– Positive and negative feedback are news to a staff member on what was noticed in an incident(s) of performance.

– With positive feedback situations, in many instances, little or no discussion is needed.

– With negative feedback situations, in most cases, after the feedback is given, a discussion is a must to have.

• Facilitating The Post-message Discussion– State a positive outcome you are seeking and have it be the target or

objective for the discussion.– Let the person know how she or he has done in performance.– Keep the discussion collaborative, no monologs.– Ask more than you tell.– Listen more than you talk.– Dwell on solutions far more than problems.– Be aware of / maintain the “Distance”

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Feedback follow up discussion, exercise• Positive Feedback

– Present a recent example of good employee performance.

– Write one-two paragraphs of positive feedback.

– What do you expect as an outcome of delivering the positive feedback?

• Negative Feedback– Using one of the cases write one-two

paragraphs of negative feedback.– Deliver the feedback verbally.– What do you expect as an outcome of

delivering the negative feedback?• Gale, Tech Support Rep

Gale just walked into your office smiling, radiating optimism and great mood. Unfortunately, you invited her not to give her praises for her work what typically is the case, instead you have to discuss a serious performance problem that developed overtime and only recently become apparent through customer complaints: while Gale has great customer facing skills her technical knowledge is quite shallow. Despite the fact that her responsibilities do not call for that she on several occasions gave customers technical advises that were far from sound…

• Chin, Sr. Business AnalystIn a couple minutes you will have to meet with Chin to discuss his failure to deliver a very important task – JAD session on a key project. The logistics of the session which was full Chin’s responsibility were completely unacceptable starting with hotels arrangements for the guests to selection of facilitator and scribe. Everything was eventually handled but unnecessary delays and customer’s frustration had an apparent effect on productivity of the session.

• Srini, IT PMSrini is responsible for deployment of a new CRM system. The project has been generally on track for past six month, milestones met, team engaged and productive, on-going communications as expected. However, the last few weeks the things rapidly deteriorated. In particular, the last milestone was missed by five days and you learned about it from the internal client rather than from Srini. The project status dashboard is still showing Green status for the project, and notes related to the delay are nowhere to be found. Srini was WFH yesterday.

Employee Performance Managment

Technology

Transcript of Employee Performance Managment