HUMAN RESOURCE BASICS - minnesotanonprofits.org · REVIEWING (Months 11-12) ... areas. TIPS FOR THE...
Transcript of HUMAN RESOURCE BASICS - minnesotanonprofits.org · REVIEWING (Months 11-12) ... areas. TIPS FOR THE...
WE ALL HAVE TO LAUGH, RIGHT?
"What do you think about when you are alone in
your car?"
"What song best describes your work
ethic?"
"A penguin walks through that door right
now wearing a sombrero. What does he say and
why is he here?"
"If you were to get rid of one state in the U.S., which would it be and
why?"
“On a scale from one to 10, rate me as an
interviewer."
FEEDBACK CYCLE PLANNING
(Months 1-2)
Create Core Objectives and Tasks
Identify Enhanced Objectives
Address Professional Compliance
Discuss Career Aspirations
MANAGING (Months 3-10)
Discuss Performance Results
Review and Recalibrate Objectives
Remove Barriers to Performance
REVIEWING (Months 11-12)
Prepare for Performance Review
Gather Feedback from Others
Conduct Performance Appraisal
Determine Performance Ratings
ONGOING FEEDBACK AND
GOAL EVALUATION
THINK ABOUT…. WHY DO EMPLOYEES
NEED PERFORMANCE
REVIEWS?
•Align view of performance with managers view.
•Prioritize their work activities.
•Identify ways to develop their skills.
•Create a formal communication link between themselves and management.
WHY DO MANAGERS NEED PERFORMANCE APPRAISALS?
•Identify high performing and high potential employees.
•Establish training needs for individuals and groups.
•Provide a long-term snapshot of performance.
•Forum for discussion.
WHY DO ORGANIZATIONS NEED PERFORMANCE
MANAGEMENT PROGRAMS?
•Basis for decisions.
•Workforce development and succession planning.
•Employee loyalty, motivation and enthusiasm.
•Provide metrics that help to align individual and organizational performance.
SO HOW DID WE DO?
What is working in our performance
management system?
What is NOT working in our performance
management system?
PLANNING IDENTIFY CORE OBJECTIVES
AND TASKS
IDENTIFY ENHANCED
OBJECTIVES
DISCUSS PROFESSIONAL COMPLIANCE AND CAREER
ASPIRATIONS
CREATE A PERSONAL
DEVELOPMENT PLAN
SETTING GOALS
• Objectives should be stated in terms of a certain activity or action SPECIFIC
• Objectives should contain clear criteria for determining if the employee achieved their desired results.
MEASURABLE
• Objectives should state a target that is within reach, yet not too easy to accomplish. ATTAINABLE
• The employee should feel that his or her chance of success is better than 50 percent. REALISTIC
• The employee should have a specific date by which to achieve the objective. TIME BOUND
SETTING OBJECTIVES
TASK
• Begin with an action verb: verbs such as ‘write’ and ‘solve’ communicate intent more clearly than words like ‘know’, ‘learn’ and ‘understand’
PERFORMANCE
• Answer this question: What will the employee know or be able to do? This indicates the observable behavior.
CRITERION
• Describe how well the employee will know or be able to do the performance. Make sure it is measurable.
CONDITION
• Describe the condition (material/equipment) that must exist for the employee to perform. Can begin with ‘given’ or ‘when’.
PERSONAL DEVELOPMENT PLAN
What current skills need to be broadened and/or what new skills need to be acquired?
What additional knowledge will be required to ensure stretch results?
What relationships need to be strengthened and/or formed to ensure success?
What capabilities need to be added to meet an employee’s professional aspirations?
ONGOING MANAGEMENT
Giving FEEDBACK to an employee about his/her progress on performance objectives
COACHING the employee to consider alternative approaches, add additional steps, etc.
Identifying any OBSTACLES or roadblocks the employee may be encountering, and developing ways to “tackle” them
Encouraging further DEVELOPMENT of existing skills, knowledge, relationships, etc.
Employee should be made aware that performance needs to change
Coaching should be provided regarding performance
Goals should be set with the employee including specific timelines for the performance change
Expectations and consequences should be communicated
Discussions/critical incidents should be documented
NEGATIVE FEEDBACK VS. CONSTRUCTIVE CRITICISM
“Three typos on the first page of the most important report
of the year! Have you ever heard of proofreading?”
“I know we were rushed to get this out, but three typos on
the first page is not representative of this group. I need
your assurance that in the future you will be more careful”
NEGATIVE FEEDBACK
CONSTRUCTIVE CRITICISM
PROVIDING NEGATIVE FEEDBACK
Describe problem in specific, observable, non-judgmental terms (events/behaviors)
Describe expectations of behavior or performance (steps to be taken)
Offer resources available to help correct
State consequences (if behavior/performance doesn’t change)
Set specific dates for improvement
Set follow-up dates (to check on progress)
THE SANDWICH TECHNIQUE
“You know, Sam, your output and quality of
work are really exceptional when you’re here.
(PRAISE) If it weren’t for your erratic
attendance, (CRTICISM) I would give you a lot
more responsibility. You could be a natural
leader. (PRAISE)
CAUTION
Focus on Performance, Not Personality
Avoid the “Worst Words”
Don’t Criticize Without A Solution
WRITING THE REVIEW
Results for each performance objective;
Factors/conditions that may have impacted the achievement of the desired performance level which weren't anticipated;
Employee’s strengths and opportunities for improvements;
Extent to which development activities were completed and the impact it had on the employee’s performance results;
Extent to which the employee interacted consistently on targeted professional compliance areas
TIPS FOR THE DISCUSSION
PREPARE…PREPARE…PREPARE!!!
DISCUSS KEY OBJECTIVES AND PERFORMANCE EXPECTATIONS THAT WERE ESTABLISHED AT THE PLANNING MEETING
DISCUSS THE OVERALL PERFORMANCE RATING AND HOW IT WAS DETERMINED
DISCUSS STRENGTHS OR DEVELOPMENTAL NEEDS
BE SPECIFIC AND DESCRIPTIVE
EQUAL PARTICIPATION
RELAX!!
WRAP UP
Performance Management is an Ongoing Activity
Poor Performance Impacts the Entire
Team
Written Reviews Create Historical
Facts
RECRUITING OBJECTIVES
Review a Candidate’s Resume and Application
Apply Proper Interview Techniques
Effectively Use Behavioral Interview Questions
Use a “Standard” Interview Structure During the Interview Process
Stay within Legal Parameters
Avoid Common Errors and Avoid Rater Bias
Use a “Standard” Interview Evaluation Process
STEPS IN THE INTERVIEW PROCESS
Place Ad
Screen Resumes
Select resumes for phone interview
Conduct in person
interview
Check references
PRELIMINARY STEPS TO INTERVIEW PROCESS
Before posting an ad, analyzing resumes or conducting interviews, the job description should be reviewed to determine tasks required for position. Questions to ask while reviewing job descriptions and tasks: How is the task performed? What methods, techniques and tools are used? How often/Where is the task performed? Is the task an “Essential Function” of the job? How is success measured? What happens if it is done incorrectly? What aptitudes are necessary? (Potential to learn/accomplish a skill) What knowledge is necessary? (technical or general info) How much physical exertion is required? (lifting, standing, etc.) What mental capabilities are required? (reviewing, comparing, calculating, comprehending, etc.)
SCREENING RESUMES Review skills and qualifications, salary requirements, job history, educational background as well as critical success factors
Look For: Be Cautious About
Key qualifications Experience in similar environment Skills and experience related to essential functions Meaningful accomplishments and results Career Development
Gaps in employment Time in position – too much time is not necessarily good (could show lack of initiative) Changing career path Sloppiness/grammar/spelling Frequent job changes
PHONE SCREEN
Evaluate candidates for a basic understanding of qualifications •Location •Salary •Past experiences •Gaps in employment •General interest in position and organization
Typical phone screen will last 10 – 30 minutes
INTERVIEW STRUCTURE Opening Seek
Information Give
Information Closing
Time Spent 1-3 minutes
25-35 minutes
10-15 minutes
5-10 minutes
Action
Establish Rapport
Explain
Interview Process
Take Notes
Ask Questions about Past
Jobs
Probe to Clarify
Understanding
Seek Contrary Evidence
Maintain Control
Outline Position
Describe Company
Answer
Candidate’s Questions
Summarize the Meeting
Explain Next
Steps
Thank Candidate
Total interview time is about 45-60 minutes
INTERVIEWING TIPS
Be sure the candidate is comfortable!
Don’t give up too much information early in the interview
Don’t be afraid of silence!
Keep the conversation job related.
Be truthful about realistic job expectations!
INTERVIEWING BIASES BIAS DEFINITION EXAMPLE
Stereotyping Forming generalized opinions about people of a particular race or gender.
Men prefer an outdoor job rather than a desk job.
Inconsistent Questioning
Asking different questions of different candidates.
Only women are asked to describe how they handled an on-the-job mistake.
Cultural Noise Failing to recognize when a candidate’s response is politically correct and not very revealing.
Accepting a candidate’s statement that he has no preference for individual or team assignments, when he actually prefers to work alone.
Similar-to-Me Picking a candidate because of personal characteristics shared with the interviewer.
Selecting a candidate who attended the same college as you and has the same management philosophy.
PHRASING QUESTIONS AVOID BETTER
Problem solving Why didn’t you do anything to help avoid the problem?
What did you do to help avoid the problem?
Quantity You must have had to put in a lot of extra hours to get it all done on time, right?
What did you do to handle the situation and get it all completed on time?
Organization Did you do a lot of planning? What planning did you do?
Project Management
What tasks did you have to coordinate to complete the project? Other priorities? Schedules? People? And how…
What tasks did you have to coordinate to complete the project?
Leadership In your opinion, what qualities are essential to effective leadership?
Tell me about a time when you demonstrated effective leadership
BEHAVIORAL BASED QUESTIONS
So, Ask for a Specific, Past Situation that Describes What the Candidate
Actually Did
Past Behavior is the Best Predictor of Future Behavior
EXAMPLES
Tell me about a time when you needed to make a decision quickly without having all the facts. Describe a recent situation you experienced in which you were unable to meet deadline. Give me an example of how you have handled conflict/disagreement with a coworker.
During questioning you want a STARR response.
RESPONSE DESIRED FROM BEHAVIORAL BASED QUESTIONING
Situation Task Action Taken Role/Responsibility Result/Outcome
CHECKING REFERENCES
Contact previous employers
Confirm candidate’s college degree and certification as appropriate
Coordinate with background, credit and drug testing as necessary
If candidate is a recent college graduate, contact college professors and club advisors