How Am I Doing Slides

8/22/2019 How Am I Doing Slides

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How Am I Doing?

Raising the Bar onPerformance Management

Lynn Hoffman

Library Operations ManagerBrown County Library


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Act 10 was the catalyst for our look at

performance management, along with

other personnel policies.


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Ground Rules

No eye-rolling

One conversation at a timeBe on time

Treat each other with respect

Don't interrupt let others express themselves

In this room, we're all on the same levelleaveyour title at the door

Every idea is a good ideatalking about otherpeople's ideas makes them even better ideas

Speak clearly and distinctly for conference calls

Identify yourself when you speak for thoseparticipating remotely

Have RESPECT for ideas, people, and time

Listen to what other people are sayingpayattention

WORK RULESCOMMITTEE

We put together a system-wide

staff committee to make themost of having a clean slate.Our Ground Rules set the tone

for our conversations.


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Grievance processComplaint processHarassment policyExistence of unions

AttendancePersonal appearanceUse of library services by staffEmployee conduct (including

confidentiality, prohibited conduct)Pay, including overtime/comp timeWork hours and schedules, including flex

timeWork breaks/meal breaksSeniorityHealth/Dental/Life Insurance

Pro-rated benefits for part-time staffVacation timeCasual leave or Sick timeLong-term and short-term disabilityRetirement contributions

Holidays

Other leave (bereavement, jury duty,etc.)

Uniform allowanceMileage reimbursement

Applying for internal positionsProbationJob descriptions and classificationsVolunteersPerformance appraisalsDisciplinary actionSeparation from

employment/terminationRehiring staff membersEmergency closure of the LibraryEmergency call-back

Staff developmentCulture of positive work environment --

staff are respected & valued --expectations both ways

Employee Assistance Program


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Performance reviews have a bad

reputation for a reason.


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Bad review forms are a big part of the

problem.


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Annual reviews lead to one-a-year feedback.


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9

6.36.8

47%

17% 18%

0

1

2

3

4

5

6

7

8

910

Acknowledged Shredded Ignored

AverageWorksheetsCompleted

Percent WhoCompleted 10or More

If supervisor work on reviews just sits in a drawer, youd belittle better than if you shredded it without looking.


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What are performance appraisals for?

Meeting expectations

Constructive criticism

Positive feedback Training needs

Promotion

Pay raise, bonus

Face-to-face

Reviewaccomplishments

Set goals

Personal growth

Writtendocumentation

Brainstorming Big picture


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What are performanceappraisals for?

The ultimate purpose ofperformance appraisal inany organization is toimprove the performanceof the organization.


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Performance Management

Aligns employee performance toorganizational objectives

Communicates performance expectations to

employees for shared understanding Recognizes and acknowledges good

performance

Identifies areas where employee developmentwould improve performance


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Its more than a form!


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10.0 8.5

RATINGS

Supervisors are human. As much as rating systems try to be unbiased and consistent, the

people who use them cant help but be subjective.


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RATINGS

Picking categories for rating leads to one-

size-fits-all forms that dont end up fitting

anyones job.


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RATINGS

Even if you include thoughtful narrative comments, people zero in on the ratings, especially

the scores that stand out.


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FEEDBACK

Feedback should be constant and on-going. When its time for the review, there shouldnt be

any surprises.


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FEEDBACK

Feedback should be a two-way conversation, not a one-way delivery from the top down.


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FEEDBACK

Beware the Feedback Sandwich! Putting negative feedback between two compliments

conditions people to be suspicious of praise.


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REVIEW DISCIPLINE

Keep discipline, merit pay and promotion out of the performance management process.


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FeedbackShould 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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BRAT/BRET

For Something Positive For Something NegativeWhy? Business reason Business reasonWhen? Often / Immediately ImmediatelyWhere? Publicly or privately PrivatelyHow? 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.


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Tracking Feedback


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PERFORMANCE MANAGEMENT

As much as possible, make the performance management process collaborative. People are

more likely to follow-through with goals they had a hand in setting.


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Our old job descriptions were very

general, and didnt include anyinformation about expectations or

standards of performance.


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Essential Duties:

Duties are grouped by major area

Each area includes a time estimate

We overhauled job descriptions and

made them the basis for performancemanagement.


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Knowledge, Skills and Abilities:

Use consistent language from job

to job


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Expectations:

Identify standards for performance

Describe the how of the job


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The Basics of Performance

Management Performance and Development Planning

Clarify responsibilities and expectations

Establish objectives for the year

Interim Coaching

Formal Performance Appraisal andDevelopment Review


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Plan

Coach

Review

The Brown County Library

PERFORMANCE MANAGEMENTMODEL


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Our process starts with a worksheet to help employees think about their jobs and their

performance as they get ready to plan. They trade sheets with supervisors a couple daysbefore their review meetings.


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The Performance Plan walks the employee and supervisor through the conversation. After

coaching and feedback through the plan period, the Performance Review recaps the result ofthe plan, and then looks forward to the next plan period.


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We continue to gather feedback and update our process.


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CULTURE CHANGES

Creating our performance management process using the Work Rules Committee, and going

through the process, has helped to build trust and raised the profile of feedback.


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Their form + Your form?

Your form + parts of Their form?

Their job description +Your expectations?

WHAT CAN YOU DO?

Ask whats most important in yourcurrent form or job descriptions, and seeif theres a compromise that will meetthat need while addressing yours.


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WHAT CAN I DO?

Focus on feedback. The act of

making on-going feedback part

of your culture will improve

employee engagement.


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WHAT CAN I DO?

Focus on those aspects of peoples jobsand performance that has the most direct

impact on quality

service.


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www.browncountylibrary.org

Lynn Hoffman

Library Operations Manager

Brown County Library515 Pine St.Green Bay, WI 54301

[email protected](920) 448-5808

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