Supervisory Skills Training Managing For Success FAA30200029

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Supervisory Skills Training Managing For
Success(FAA30200029)
Carmen Taylor Charlie DePoalo
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Reminder - Union Agreements

• This presentation may be supplemented or
  superseded by union agreements
• Review applicable union contracts, MOUs and
  MOAs prior to initiating performance management
  action/practices
• Consult your HR Employee/Labor Relations
  Specialist

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Program Comparisons

• PMS
• Cycle 10/1 9/30 (Flexible)
• Plan signed within 30 days Minimum 90 days under
  performance plan
• Outcomes clearly link to FAA Flight Plan thru
  LOB/SO Business Plan
• 3 mandatory discussions initial, mid-cycle and
  end
• Copy of final to employee
• Provide feedback
• Summary evaluation

• PPRS
• Same
• Same
• Link not always part of plan
• Same
• Same
• Same
• Meets or Does Not Meet

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Objectives

• Understand purpose and benefits of FAA
  Performance Management System (PMS)
• Explain the one-year performance cycle
• Understand manager and employee roles and
  responsibilities in PMS

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Objectives (Contd)

• Steps to develop performance standards (outcomes,
  expectations and performance indicators)
• Tools and resources for managing poor performance
• Basic structure and application of an Opportunity
  to Demonstrate Performance (ODP)

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Performance Management

• The process of creating a work environment or
  setting in which people are enabled to perform to
  the best of their abilities.

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Managers Responsibility

• 1 Achieving Results
• Expectation 1 Managing Organizational
  Performance
• Performance Indicator 1 Sets key individual and
  organizational performance objectives.
• Performance Indicator 2 Effectively addresses
  individual and organizational performance issues.
  

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PMS Purpose

• Assist agency, LOBs and staff offices meet
  their goals and objectives by
• Having in place a systematic process
• Helping employees reach their full performance
  potential
• Helping prepare employees to progress

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PMS Philosophy

• Improve performance
• Developmental
• Non-punitive
• Positive
• Shared responsibility
• Simple

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PMS Performance Cycle
October
Performance Summary 1. Managers Assessment
2. Self Assessment New Performance Plan
July
December

• Upward Feedback
• Employee to Manager
• Manager to Manager

Check-In-Meeting 1. Initiated by Manager or
Employee 2. Adjust Plan
April

• Mid-Cycle Meeting
• Face-to-Face
• Managers Assessment
• Self-Assessment

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PMS Overview

• Accurate and objective observations
• Monitor performance in typical 8 hour day
• Manager and employee involvement
• Provide timely feedback throughout the cycle
• Action When
• Performance Planning Start of performance cycle
  (mandatory face-to-face)
• Check-In 3 months (optional)
• Mid-Cycle 6 months (mandatory face-to-face)
• Upward Feedback 9 months (optional)
• Performance Summary 12 months (mandatory
  face-to-face)

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PMS Performance Plan

• Between employee and manager
• Part 1
• Outcomes - What has to be done?
• Expectations - How well does it have to be done?
  
• Performance Indicators - How will it be measured?
• Part 2
• Identify development tools (IDP)
• Clearly defined and communicated outcomes and
  expectations
• Developed during first 30 days of cycle

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Linking Performance Plans

• Clear linkage to Flight Plan and Organizational
  Business Plans
• Cascaded and Line-of-Sight objectives

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Types of Performance Plans (Part 1)

• Common (Generic)
• Repetitious work
• Consistent processes
• Standardized results
• Developed by teams
• Enhance for local application
• Part of management's right/responsibility to
  assign work

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Types of Plans (Part 1) (Contd)

• Individualized (Customized)
• Programmatic work
• Unique processes
• Diverse results
• Developed by manager
• Employee input
• Final decision is management's right/responsibilit
  y to assign work

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Steps in Developing Standards

• Set the content
• Identify major job responsibilities (MJR). What
  are the primary duties of the position?
• Outcomes
• What is the intended result of the MJR?
• Product, result, accomplishment or objective

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Steps in Developing Standards (Contd)

• Expectations
• For each outcome identify measures defining
  successful accomplishment
• Quality, quantity, cost, timeliness, or manner of
  performance
• Performance Indicators
• Identify how you and employee will know employee
  meeting expectations

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Practice Exercise Developing a Performance
Standard

• Reference Documents
• Guides
• Manager Instructional Guide
• Pages 26 27, Writing Performance Standards
• https//employees.faa.gov/org/staffoffices/ahr/per
  f_management/

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Performance Standards Summary

• Represents work assignments
• Obvious link to organizational goals
• Understood performance indicators
• Clearly defined
• Effectively communicated
• Understood by the employee!

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Shared Responsibility - Planning

• Manager
• Initiate the plan
• Assure link to LOB/SO Business Plan FAA Flight
  Plan
• Communicate expectations
• Identify meaningful training
• Implement the plan, timely
• Maintain official copy

• Employee
• Review previous plan and summary
• Review LOB/SO Business Plans
• Understand what will be measured and how
• Communicate needs
• Maintain employees copy

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Individual Development Plan (IDP)

• Identify and pursue personal development training
  and learning experiences
• All employees have opportunity to create IDP
• Standardized forms ensure developmental
  activities and needs are determined and completed
  
• Take advantage of eLMS courses

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Shared Responsibility Development

• Manager
• Identify developmental needs required to be
  successful
• Afford employees opportunity to create an IDP
• Ensure skills developed are an improvement to org
• Provide time for training
• Ensure resources available to cover training cost

• Employee
• Identify needs
• Make desires known to manager
• Apply skills acquired to improve organization
• Share new skills with others
• Work with peers and manager to adjust work
  schedule to accommodate training

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Monitoring Performance

• Manager
• Part of your 8-hour day
• Conduct face-to-face meetings (min. 2)
• Conduct and provide observations/feedback
• Utilize feedback to adjust performance
• Recognize performance
• Provide upward feedback

• Employee
• Prepare for face-to-face meetings
• Utilize feedback to adjust performance
• Provide upward feedback
• Conduct and provide self-observations to manager

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PMS Performance Summary

• Minimum 90 days under the plan
• Assessment of actual achievements based on the
  plan
• Synopsis of formal feedback
• Highlights of developmental activities
  accomplished
• Should be discussed within 30 days of cycle end
• Standardized forms ensure documentation and
  discussion takes place

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PMS Performance Summary Additional Information

• Teams
• Can receive a performance summary
• Performance cannot be primary or secondary of
  individual
• Doesnt eliminate the individual performance plan
  or summary
• Performance Based Pay Systems
• One factor
• May have different criterion
• High achievers in performance summary

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Shared Responsibility - Performance Summary

• Manager
• Consolidate data from entire cycle
• Identify developmental needs for next cycle
• Communicate summary to employee
• Prepare to initiate next performance plan

• Employee
• Provide meaningful self-assessment
• Identify developmental needs for next cycle
• Prepare to discuss summary
• Review feedback and begin to formulate ideas for
  next plan

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PMS Performance Summary Application

• May be used for
• Identifying developmental needs
• Determining compliance with performance plan
• Analyzing performance
• Basis for determining recognition
• Tool to consolidate feedback
• Not used for
• Merit promotion
• Reductions in force (RIFs)
• Automatic triggers for base pay adjustments

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PMS Recognition

• Types
• Time-off, Monetary, Non-Monetary
• Reward for sustained outstanding performance
• Clearly define what it takes to be recognized
• Linked to performance outcomes
• Daily work highly visible projects

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Shared Responsibility - Recognition

• Manager
• Recognize performance/ service in a timely manner
• Ensure adequate resources exist for recognition
• Ensure recognition is fair and objective
• Make use of all types of recognition
• Recognize teams, when appropriate

• Employee
• Recommend others for recognition
• Perform to the best ability
• Be objective in accepting
• Share preferences with manager
• Teams work together to be recognized

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Identifying Poor Performers

• Determine if problem is conduct or performance
• If Conduct Wont Do
• May require discipline
• Consult your HR ER/LR Specialist
• If Performance Cant Do
• Provide employee with documented examples
• Coach and Counsel employee
• Consult your HR ER/LR Specialist
• If personal issues, refer employee to EAP

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Conduct vs. Performance

• Conduct WONT
• Behaviors which occur as result of choice
• Failure to exercise good judgment
• Failure to follow workplace rule(s)
• Generally, has a negative impact on workplace

• Performance CANT
• Competencies which can be learned
• Individual does not perform at an acceptable
  level
• Skills or behavior compared to established
  standards
• Typically measured by quality and quantity

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Consequences of Not Dealing with Poor Performers

• Employee not fully productive
• Additional costs associated with lower
  productivity
• Possible customer complaints
• Lower morale among good employees
• Inhibits success of an organization to meet its
  goals

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Preventing Poor Performers

• Identify position-essential training
• Ensure performance standards are
• Attainable
• Measurable
• Observable
• Understandable (by the employee)
• Clearly communicated

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Counseling Poor Performers

• Practice the session with yourself
• Dont preach Discuss what the employee is
  doing well and what the employee needs to improve
  
• Focus on the performance, not on the person
• Conduct the meeting in a private place
• Choose the right time

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Counseling Poor Performers (Contd)

• Allow adequate time dont rush
• Be calm, professional focus on the topic
• Seek cooperation, not confrontation
• Ask for confirmation to ensure employee
  understands expectations
• End on a positive note
• Make a memo of the counseling session provide
  signed copy to employee

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Representation Rights Bargaining Unit Employees

• Counseling sessions not disciplinary or
  investigative employees not entitled to union
  representation
• At your discretion, union rep may attend at
  employees request
• Consult your HR LR Specialist for guidance

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When Counseling Doesnt Work

• Opportunity to Demonstrate Performance (ODP)
• Normally 90 days
• Mandatory, except for
• Temporary employees
• Employees on a first-year probationary period
• Employees in a managerial probationary period
• Review ER-4.8 and collective bargaining
  agreements
• Consult with your HR ER/LR Specialist

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ODP - Managers Responsibilities

• Provide the assistance you agreed to
• Keep copies of documentation for any adverse
  action if employee not successful
• Extend ODP period to allow for leave situations
  if for more than two weeks
• Core Compensation employees on ODP at end of
  rating cycle (Sep 30th) are ineligible for OSI or
  SCI

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ODP Content

• What primary (critical) outcomes are not being
  met?
• Specific examples of performance deficiencies
• What needs to be accomplished to bring
  performance up to an acceptable level?

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Alternative Simulated ODP

• When safety is an issue
• Determined by management
• Employee still must demonstrate successful
  performance
• Examples
• Inspectors
• Technicians
• Engineers

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ODP Outcomes

• Successful
• Organization has gained a valuable resource
• Provide employee with verbal encouragement
• Written feedback - letter to employee
• Unsuccessful
• Due process Consult with HR ER/LR Specialist
• Reassignment, Reduction in Pay, Demotion, or
  Removal

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PMS Homepage

• https//employees.faa.gov/org/staffoffices/ahr/per
  f_management/
• Managing performance
• Reference documents
• Awards and recognition
• Annual increases
• Contact us

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Available PMS Resources

• Your
• Manager
• LOB/SO PMS POC
• Servicing HR Office
• PMS Module in Front Line Managers Course Phase I
  (FMC-1)
• Manager Instructional Guide
• Employee Instructional Guide