How Am I Doing? - Homepage | RAILS: Reaching … · • Alfie Kohn, Punished By Rewards: The...
Transcript of How Am I Doing? - Homepage | RAILS: Reaching … · • Alfie Kohn, Punished By Rewards: The...
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How Am I Doing?
Raising the Bar on
Performance Management
Lynn Hoffman
Deputy Director
Naperville Public Library
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Brown County Library
– Green Bay, Wisconsin
• Brown County population: 250,000
• Central Library + 8 branches &
bookmobile
• Collection: 500,000 items
• Annual circulation: 2.6 million
• Annual visits: 1.2 million
• 130 employees: 54 full-time, 76 part-
time (87 FTE)
• Budget: $7 million – 62% personnel
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ACT 10 CHANGED EVERYTHING
Without contracts, BCL had to develop personnel policies and procedures from scratch.
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Ground Rules
No eye-rolling
One conversation at a time
Be on time
Treat each other with respect
Don't interrupt – let others express themselves
In this room, we're all on the same level – leave your title at the door
Every idea is a good idea – talking about other people's ideas makes
them even better ideas
Speak clearly and distinctly for conference calls
Identify yourself when you speak for those participating remotely
Have RESPECT for ideas, people, and time
Listen to what other people are saying – pay attention
Debbie Corke: http://www.flickr.com/photos/debbie_corke/8638305740/
WORK RULES COMMITTEE
A cross-section of staff from throughout the library came together to work through
personnel issues with transparency and respect.
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Grievance process
Complaint process
Harassment policy
Existence of unions
Attendance
Personal appearance
Use of library services by staff
Employee conduct (including
confidentiality, prohibited conduct)
Pay, including overtime/comp time
Work hours and schedules, including flex
time
Work breaks/meal breaks
Seniority
Health/Dental/Life Insurance
Pro-rated benefits for part-time staff
Vacation time
Casual leave or Sick time
Long-term and short-term disability
Retirement contributions
Holidays
Other leave (bereavement, jury duty,
etc.)
Uniform allowance
Mileage reimbursement
Applying for internal positions
Probation
Job descriptions and classifications
Volunteers
Performance appraisals
Disciplinary action
Separation from
employment/termination
Rehiring staff members
Emergency closure of the Library
Emergency call-back
Staff development
Culture of positive work environment --
staff are respected & valued --
expectations both ways
Employee Assistance Program
Grievance process
Complaint process
Harassment policy
Existence of unions
Attendance
Personal appearance
Use of library services by staff
Employee conduct (including
confidentiality, prohibited conduct)
Pay, including overtime/comp time
Work hours and schedules, including flex
time
Work breaks/meal breaks
Seniority
Health/Dental/Life Insurance
Pro-rated benefits for part-time staff
Vacation time
Casual leave or Sick time
Long-term and short-term disability
Retirement contributions
Holidays
Other leave (bereavement, jury duty,
etc.)
Uniform allowance
Mileage reimbursement
Applying for internal positions
Probation
Job descriptions and classifications
Volunteers
Performance appraisals
Disciplinary action
Separation from
employment/termination
Rehiring staff members
Emergency closure of the Library
Emergency call-back
Staff development
Culture of positive work environment --
staff are respected & valued --
expectations both ways
Employee Assistance Program
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BAD PERFORMANCE REVIEWS
Stereotypes about performance reviews only slightly exaggerate evaluations done badly.
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BAD FORMS
Forms that are one-size-fits-all end up being less than useful for almost everyone.
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What are performance appraisals
used for?
• Meeting expectations
• Constructive criticism
• Positive feedback
• Training needs
• Promotion
• Pay raise, bonus
• Face-to-face
• Reviewing accomplishments
• Setting goals
• Personal growth
• Written documentation
• Brainstorming
• Big picture
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What should performance
appraisals be used for?
The ultimate purpose of performance appraisal in any organization is to improve the performance of the organization.
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• Aligns employee performance to organizational objectives
• Communicates performance expectations to employees for shared understanding
• Recognizes and acknowledges good performance
• Identifies areas where employee development would improve performance
PERFORMANCE MANAGEMENT
This holistic approach to performance applies to the employee and to the organization, and is
made up of much more than just a review form.
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PROBLEMS WITH RATINGS
Rating systems are often arbitrary, and are hard to keep from becoming subjective.
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PROBLEMS WITH RATINGS
Rating categories may not apply to all
jobs, or may not be entirely under
the employee’s control.
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PROBLEMS WITH RATINGS
No matter how thorough or thoughtful the review itself, ratings focus employee attention on
the low scores.
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9
6.3 6.8
47%
17% 18%
0
1
2
3
4
5
6
7
8
9
10
Acknowledged Shredded Ignored
Average
Worksheets
Completed
Percent Who
Completed 10
or More
Dan Ariely, The Upside of Irrationality: The Unexpected Benefits of Defying Logic at Work and at Home
FEEDBACK
Absence of feedback
is almost as counter-
productive as actively
destroying someone’s
work.
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NO SURPRISES
Ongoing, regular feedback ensures that there are no surprises when it’s time for the formal
performance review.
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Phil Gilbert: http://www.flickr.com/photos/z6p6tist6/500048151
TWO-WAY COMMUNICATION
Effective feedback is a conversation between the employee and the supervisor. Employees are
as responsible for asking for feedback as supervisors are for giving it.
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NO FEEDBACK SANDWICHES
Surrounding negative feedback with positive feedback only conditions employees to ignore
the positive.
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Feedback Should Be:
• Descriptive rather than evaluative
• Specific rather than general
• Focused on things the employee can control
• Well-timed
• Checked to ensure it is understood
• Owned by the giver
• Based on observed behavior
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For Something Positive For Something Negative
Why? Business reason Business reason
When? Often / Immediately Immediately
Where? Publicly or privately Privately
How? BRET BRAT
Behavior: Be specific. Behavior: Be specific.
Reactions: Ask for theirs, then give
yours.
Reactions: Ask for theirs, then give
yours.
Effects: Describe the effects of the
behavior on you, the team, the
organization.
Alternatives: Ask for theirs, then give
yours.
Thanks. Thanks and Tracking.
FEEDBACK MODEL
All staff were trained on the BRAT/BRET model for giving and receiving feedback.
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KEEP PERFORMANCE SEPARATE
Research suggests that for performance evaluation to be worthwhile, it needs to be done
separately from personnel decisions, including promotion, pay and disciplinary action.
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Jacob Bøtter: http://www.flickr.com/photos/jakecaptive/135024146;
COLLABORATION
Goal-setting and assessment will be more successful if performed in collaboration between
employee and supervisor.
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Essential Duties:
Duties are grouped by major area
Each area includes a time estimate
NEW JOB DESCRIPTIONS
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Knowledge, Skills and Abilities:
Use consistent language from job
to job
NEW JOB DESCRIPTIONS
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Expectations:
Identify standards for performance
Describe the “how” of the job
NEW JOB DESCRIPTIONS
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Plan
Coach
Review
PERFORMANCE MANAGEMENT MODEL
The cycle starts with planning and ends with review, but ongoing coaching and feedback is the
biggest, most important part.
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TRAINING FOR SUPERVISORS
Supervisors had extended training on giving and tracking feedback, and how developing the
habit of documenting feedback makes reviews easier.
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Alessandro Prada: http://www.flickr.com/photos/bibendum84/5483569272/
BUILDING TRUST
The Work Rules Committee put a lot of effort in to clear and regular communication about
the process and its intent, to help allay fears about the new process.
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HOW CAN YOU DO IT?
What if you can’t start from
scratch? Can you put together a
combination of tools that achieve
the same result?
• Their form + Your form?
• Your form + parts of Their
form?
• Their job description +
• Your expectations?
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FOCUS ON FEEDBACK
If you can’t start from scratch,
focus on training everyone to
give and receive feedback
effectively, and encourage
regular, ongoing coaching and
feedback as part of your
process.
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FOCUS ON IMPACT
If you can’t start from scratch, focus on the things that will have the biggest impact on the
Library’s performance.
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www.naperville-lib.org
Lynn Hoffman
Deputy Director
Naperville Public Library
200 W. Jefferson St.
Naperville, IL 60540
(630) 961-4100 ext. 6152
Some Resources
• Tom Coens, Abolishing Performance Appraisals: Why They Backfire and What to Do
Instead
• Samuel A. Culbert, Get Rid of the Performance Review!
• Alfie Kohn, Punished By Rewards: The Trouble with Gold Starts, Incentive Plans, A’s,
Praise and Other Bribes