Holding People Accountable

7/24/2019 Holding People Accountable

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VALCO

HOLDING PEOPLE ACCOUNTABLE FOR

HIGH PERFORMANCE STANDARDS



VALCO

OBJECTIVES OF THEPROGRAMME

To reinforce managers knowledge andskills required to hold task performers

accountable for high performancestandards.



VALCO

Introduction Role/Role Expectations:

WOR entails !oles !elate" to one anot#e! RO$E

Key concept in the VALCO organiation VALCO goals and unique personality and needs of

indi!idual employees are integrated into their roles

"oles ensure realiation of VALCO#s goals and employeeroles Roles a!e t#e position one #ol"s in t#e

o!%ani&ation e'%' Assistant $anager% Carbon Operations

Assistant $anager% &lectrical 'hop (roduction Technician )Cell Operator* $aintenance Technician )&lectrician% $echanic% etc.*

E(e!) !ole in VA$CO %oes alon% *it# t#eexpectations o+ position an" expecte" ies o+

t#e Role #ol"e!



VALCO

TASK

Assignment to produce speci+c output)quantity,quality* within a Targeted completion time.

-ith allocated resources.

-ithin speci+ed limits.e.g. clean four butts by /0122 p.m.

"emo!e burnedo3 anodes from "oom 4A )by 4122p.m.*.



VALCO

A.THORIT0 ACCO.1TABI$IT A12RE$ATIO1SHIPS

Authority1 The right to act% decide and,or recommend. "ecommend the !eto of selection Assign tasks,"e!iew performance

"eward beha!iour% and,or "ecommend remo!al

Accountability1 Teamleaders and team

members account forresources assigned to them sothat others may 5udge the

quality of their performance.



VALCO

MA1AGERS/TEAM3$EA2ERSM.ST

Add VAL8& to the work of their teammembers% i.e.% support% delegate work%train

'ol!e problems% schedule e9ciently% etc.1:ollow instruction until assigned tasks are

completed or problem arises. ;mpro!e work methods through practice <i!e e3ecti!e leadership to the team to

produce outputs

;ndicate clearly the goals% e=pectations tohis crew members so theyknow,understand work e=pectations

;f problems arise use pre!iouslye=perienced methods to resol!e or tell

managers



VALCO

ACCOUNTABILITIES - MANAGER

Reviews with his em!o"ees #or underst$ndin% o# %o$!s $ndo&'ectives o# (e$rtment) Section $nd M$n$%er

Reviews #or underst$ndin% o# em!o"ees er#orm$ncere*uirements o# their ro!es $nd rocedures to me$sureer#orm$nce

Gives re%u!$r #eed&$c+ on er#orm$nce $nd +ees documents o#not$&!e $chievement or incidents o# em!o"ee

Kees $rori$te records o# $!! er#orm$nce discussions Ensures em!o"ee h$s re$son$&!e oortunities to deve!o s+i!!s

necess$r" to com!ete t$s+s Assi%ns t$s+s e##ective!" ,C..RT/ so th$t er#orm$nce c$n &e

reviewed #$ir!" Ensures #$irness $nd consistenc" to $chieve st$ted urose

urose0



VALCO

ACCOUNTABILITIES - EMLO1EE

Meets *it# Tea-3lea"e! to ,n"e!stan" #isp!incipal !ole acco,nta4ilities an" #is Tea-3lea"e!5s expectation o+ #i-/#e!

2e-an"s pe!+o!-ance !e(ie* an" +ee"4ac6+!o- #is Tea-3lea"e!

Pa!ticipates const!,cti(el) in tas6assi%n-ent "isc,ssions Acts on t#e +ee"4ac6 %i(en 4) t#ei! tea-3

lea"e! Assists t#ei! Mana%e!s to i"enti+) an"

"e(elop t#e s6ills nee"e" to s,ccess+,ll) "ot#ei! 7o4s an" see6 oppo!t,nities to"e(elop t#e-

See6s cla!i8cation +o! tas6s assi%ne"

#i-/#e! 9CPRT; so as to pe!+o!- t#e-e<ecti(el)'



VALCO

$utually setting goals is where goals aredetermined by team members )with Teamleader* pro!iding direction based onstrategic needs of the organiation

(articipation ensures clearerunderstanding of the goals

;t ensures clarity in e=pectations,accountabilities

;t de!elops a commitment to workingwith one another in pursuit of goals >promotes teamwork

MUTUALL1 SETTING GOALS



ER2ORMANCE LANNING

e) Jo4 O47ecti(es <oal gi!es sense of direction and

support the mission and !ision of the

organiation Targets cascade from organiational%

departmental% sectional to indi!idual

goals Ob5ecti!es must be mutually set

between Team Leader and Team$ember.



WHAT ARE OBJECTIVES=

O47ecti(es: 2esc!i4e *#at #as to 4e acco-plis#e" 2e8ne *#at VA$CO an" its 2epa!t-ents0

tea-s an" in"i(i",als a!e expecte" toac#ie(e o(e! a pe!io" o+ ti-e

A!e exp!esse" as: Targets > quanti+able,measurable results to be attained

and can be measured Tasks,(ro5ects > to be completed by speci+ed dates to

achie!e de+ned results within speci+ed time frames

M,st 4e consistent > *it# (al,es o+ VA$CO

M,st 4e p!ecise > clea!0 *ell3"e8ne" ,sin%positi(e *o!"s

M,st 4e c#allen%in% > to sti-,late #i%#stan"a!"s o+ pe!+o!-ance an" enco,!a%e



RECOMME12E2 FORMAT Agreed by manager and the indi!idual

concerned. Aim is to pro!ide for ownershipnot imposition of ob5ecti!es.

Time related > achie!able within a de+nedtime scale.

Team orientated > emphasie teamwork aswell as indi!idual achie!ement.

;t should be SMART1

S SpecifcM Measurable

A Achievable

R Relevant

T Time-bound.



OBSTAC$ES TO GOA$ACCOMP$ISHME1T

W#at co,l" %et in t#e *a) o+acco-plis#in% a Goal: Consider factors within employee#s control and

those beyond his,her control

?etermine the most feasible plan for successincluding the support,help that you will gi!e forthe performance

Anticipate and plan for contingencies so as to

forecast what may happen in future. ?on@t getsurprised

Care about employees and let them know youcare for their success. 'how this by beha!iour.

)&.g. y identifying yourself with whate!er they



REAC3ING GOALS RE.UIRE

2EE(BACK

To mo!e towards goal achie!ementemployees need feedback on theirperformance1

•

Continuous :eedback• Constructi!e :eedback

Fee"4ac6 Bene8ts:• "educes 8ncertainty

• 'ol!es (roblems

• uilds Trust 'trengthens "elationships

• ;mpro!es Buality of -ork

Fee"4ac6 -,st 4e FAST



TRAS IN 2EE(BACK

:eedback encourages producti!e e3ort andbrings about positi!e actions howe!er thefollowing traps can hinder your ability torecei!e and gi!e feedback1 eing too cautious attributing it to Company

policies

eing too harsh and thus creating hostility

?iscussing negati!es as if they were positi!es

:ocusing on personalities

ot respecting employees# self esteem > do it inpri!ate

;t is important to consider the impact ofeach trait and think of di3erent wa s to



VALCO

P!epa!ation 9e) st!en%t#s;1 Consider the impact of each trait Think of di3erent ways to describe each item. Consider rele!ant e=amples. Consolidate your critical feedback.

A!eas +o! i-p!o(e-ent: -hat the employee should do di3erently. -hyD 7ow can it be accomplishedD 7ow can you assistD

Consi"e!1 Key strengths and areas for impro!ement. -hat you will say 7ow you will say it.

TO GI4E 2EE(BACK



VALCO

Sta!tin% O,t 'mall talk Keep it short O!er!iew statement1

- ?on#t attribute it to others-

'how commitment- Accept responsibility for your comments

Co--,nicatin% Positi(e Fee"4ac6 1 'tart with positi!e feedback

Can gi!e rele!ant e=amples e clear use di3erent phrases (oint out why each trait or beha!iour is

important 'tri!e to create a dialogue

TO GI4E 2EE(BACK



VALCO

'incerely appreciate what your employeesachie!e. ;t is !ery simple but can create a largeimpact on 5ob performance e.g. gi!ing a pat onthe shoulder of an employee for goodperformance. Verbally appreciate higher

performance Gi(in% Reco%nition to an E-plo)ee +o!

%oo" Pe!+o!-ance -hen 6our (eople Are Clear on what you are

asking them to do and what good beha!iour

support them to obtain the desiredperformance

(raising% a key tool to train people ;t focuses on reinforcing beha!iour that is

mo!ing an employee closer to the goals.

RECOG1ITIO1/REWAR2S



VALCO

P!aisin% -,st 4e i--e"iate/speci8c Tell s,4o!"inates exactl) *#at t#e) "i" !i%#t an"as soon as possi4le

2on?t -a6e co--ents too %ene!all) li6e @T#an6)o, (e!) -,c#0@ 6eep ,p t#e %oo" *o!6

Fin" o,t *#at t#e) #a(e "one !i%#t' O4se!(ee-plo)ees? 4e#a(io,! an" speci8call) p!aisei-p!o(e-ents t#at a!e notice"'

S.MMAR OF G.I2E$I1ES1 Clearly describe to the employee speci+cally what he,she

did which deser!es recognition and why. Let it beimmediate soon after performance

&=press your personal appreciation to the employee. Tellthem how you feel about what they did

Ask the person if ther@4 are anything,support you can gi!e

him to make it easier or more interesting for him,her todo his,her work

CO12ITIO1S FOR GIVI1G RECOG1ITIO1 FORGOO2 PERFORMA1CE



VALCO VALCO

-hen goals are not achie!ed don@t rely on (ower and

Control to get things done. This means keep track of theperformance of crew members "edirect,redetermine )with employees in!ol!ement* goals

and let employees try again &mphasie on (ositi!e discipline which entails

communicating the e=pectations% requirements of the

5ob,rules and regulations to your employees in ad!ance Communicate the kind of positi!e beha!ior e=pected of your

teammembers rather than dwelling on a tall list ofprohibitions,reprimands.

uild trust and a sense of personal responsibility and self

discipline <i!e adequate training to your employees to become

enlightened so as to know the limits of tolerance $anagers must set !ery good e=amples for subordinates to

emulate and enforce the standards as wisely as possible

-e must build credibility,trust with our employees.

RE2IRECTIO1/2ISCIP$I1E



VALCO VALCOVALCO

-here punishment,reprimands are deemed necessary to

correct a beha!ior% super!isors must +nd out the rootcauses of undesired beha!iour% pursue a winwin approachto obtain the desired beha!iour.

;f the required change in beha!iour is reasonable ande=pected and achie!ed by others then we insist that it be

achie!ed. -here abo!e fails to produce the desiredbeha!iour

8se the E(roblem Ownership $odelE to handle,+= theproblem. e.g. absenteeism% poor quality and timeliness ofanode co!ering

;f problem remains% proceed to use prescribed sanctions inCompany Code of ?iscipline,Conditions of 'er!ice bearingin mind that1

"eprimands should be carried out in a supporti!e%correcti!e manner.

:ocus on the problem but not on personalities. (raiseem lo ee for a chan ed beha!iour

RE2IRECTIO1/2ISCIP$I1E 9cont";



VALCO VALCOVALCOVALCO

P!aise )o,! e-plo)ee 7,st a+te! )o, #a(e

!ep!i-an"e" #i-/#e!' o, "o it +o! t*oi-po!tant !easons y rea9rming people after you ha!e

reprimanded them you focus on their

beha!iour without attacking them personally 'eparate beha!iour from them as indi!idualsi.e. keep the people but get rid of their poorbeha!iour. (eople are good but the problem istheir beha!iour

-hen you walk away after reprimanding% youwant people to think about what they didwrong not about how you treated them

Ten"enc) to -eet a co3*o!6e! an" tell #i- #o* t#e

!ep!i-an"e! 4e#a(e" 4,t not #is o*n ,n"esi!a4le4e#a(io,!' He is ps)c#olo%icall) o< *it# t#e poo!

REPRIMA12 BEHAVIO.R0 1OT PERSO1



VALCO VALCOVALCOVALCOVALCO

'peci+cally de+ne problem in terms of lack of

impro!ement since pre!ious discussions Ask for and listen acti!ely to his reasons for the

continued beha!iour ;f disciplinary action is called for indicate what the

action will be and your reasons for doing so. 'hare yourfeelings about the beha!iour of the employee

Assure employee of your interest in helping himsucceed on the 5ob

"ea9rm the employee praise employee for changed

beha!iour &ntire process of role clarity% accountability andauthority relationships% mutual goal setting,feedbackand% administering positi!e discipline should result inproducing quality outputs to our customers.

S.MMAR OF G.I2E$I1ES



VALCO

&? O: '&'';O

Holding People Accountable

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