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PERFORMANCE

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Focus of Performance Management2

Progress and success

toward goal achievement

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Assessing Needs3

Your goals

The employees goals

The departments goals

The organizations goals

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Considerations4

Focus on performanceissues

Clear expectations Improvement

Productivity

Knowledge

Ongoing

Detailed

Monitored

Consistent

Objectivity Accuracy

Performance, not person

Fair Timely

Motivational

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Why Do Performance Management?5

Communicate goals, mission, values, purpose

Improve working relationships Improve management

Identify and communicate strengths and areas

for improvement Provide feedback

Develop

Monitor Support

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Reflecting on Performance Discussions6

Think about your last review:

What thoughts come to mind?

What went ri ht, what went wron ?

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What Do Employees Want?7

Clear expectations Positive/constructive

feedback on regular basis

Accurate job descriptions Be treated fairly and

consistently

Understand evaluationcriteria

Involvement in goal setting

ar ng o n o anresources

Job/career enrichmentopportunities

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Elements and Outcomes8

Elements

Listening

Coaching

Outcomes

Better performance

Improved morale, trust,

Feedback

Commitment

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Listening Skills9

Active listening

Expression Verbal/non-verbal cues

Distractions

Retention

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Active Listening10

Reflection

Reiteration/Paraphrase Body Language

Elaboration

Acknowledgement

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Coaching Skills11

Observation

Counsel Condition

Solutions

Agreement Follow through

Response Follow-up

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Feedback12

Purpose

Setting Timing

Accurate

Balanced Relevant

Two-way

Responsive

Agreement

Follow-up

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Giving Feedback13

Professional Purpose

Start with positive I vs. you

. Performance, not

personality

Support

Privacy

Factual

Strategize

Goal setting focus

Resolution

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Receiving Feedback14

Have an open mind

Avoid defensiveness Listen for meaning

Seek out resolution

Give guidance

Utilize effectively

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Communicating Effectively15

Preparation

Professionalism Matching body language to message

Tone awareness

Scripting

Focusing

Responsiveness

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Problem Solving16

Define

Brainstorm alternatives Identify causes

Collect/anal ze info

Consensus

Action plan

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Goal Setting17

SMART Goals:

Specific

Attainable

Relevant

Time sensitive

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Conflict18

Adversarial positions

Right vs. wrong

Issues/problems notdefined

Destructive Conflict

o s en ng

No alternativesoffered

Unyielding

rea own ncommunication

Win/lose, lose/lose

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Conflict

19

Focus on issue

Acknowledge

Allow reflection

Repeat back

Constructive Conflict

Separate feelings fromissues

Active listening

alternatives

Obtain agreement

Win/win

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A Final Thought20

The conventional definition of management is gettingwork done through people, but real management is

.

- Agha Hasan Abedi