Increasing Employee Productivity Case Western Reserve University Performance Management Process

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Increasing Employee Productivity Case Western
Reserve University Performance Management Process
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Agenda

• Understand the performance management process.
• Review the common errors and best practices in
  performance management.
• Learn about the Case Western Reserve University
  Performance Management Process.
• How to prepare for a Performance Review.
• Effective Communication Strategies.

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What is Performance Management?

• Performance management is a continuous,
  interactive process that assists employees in
  doing their jobs, assists departments/schools in
  achieving their goals, and assists the University
  in fulfilling its mission.

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Performance Management Process

• Goal Setting and Planning
• Coaching and Feedback
• Observing and Documenting
• Ongoing Recognition
• Annual Performance Review
• 6. Career Planning

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Why the supervisor and employee benefit

• The employee knows exactly where he or she
  stands in relation to achieving goals and
  reaching performance milestones that contribute
  to career development, promotions, etc.
• The manager gains insights into the motivations
  of the people working for him or her through the
  required conversations.
• The organization retains motivated employees who
  understand their role and the roles of others in
  contributing to the overall success of the
  organization.
• Identify performance difficulties early on,
  before they grow into larger problems.
• Improves relationships between managers and
  employees by creating a climate of trust.

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Common Problems/Errors in Performance Evaluations

• Inadequately defined standards of performance
• Insufficient/unclear performance documentation
• Avoidance - Supervisor does not do the
  evaluation
• Comments included from someone for whom the
  employee does not perform work
• Inadequate time allotment for the discussion
• Late/untimely
• Not discussed with employee
• Left in envelope on employees desk

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Common Problems/Errors in Performance Evaluations
(cont.)

• Too much talking by supervisor
• Lack of follow-up plan
• Lack of interpersonal interview skills of
  supervisor
• Comments based on hearsay
• Comments regarding personality/attitude
• Comments regarding personal issues
• Accumulation of hostility
• Discuss trivial issues
• Documenting accommodations

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Common Practices
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Best Practices
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Performance Criteria

• Specific, clear and understandable
• Measurable, verifiable and result-oriented
• Attainable, yet sufficiently challenging
• Relevant to the mission of the department and/or
  organization.
• Time-bound with a schedule and specific
  milestones.

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• Case Western Reserve University
• Performance Management Process

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Purpose of the performance management outlines

• To link the work of the employee to the work of
  the group and the department
• To set objectives so that expectations are clear
• To review the objectives mid-year for updates,
  to identify any assistance needed, and to give
  recognition
• To reinforce positive work habits and ethics
• To offer the employee information regarding
  professional development

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Orientation Period Reviews

• New Hires
• Supervisors will prepare a written evaluation and
  discuss the new employee's performance and job
  expectations 45 days after employment and at the
  end of the orientation period (90 days).
• Internal Transfers
• Supervisors will prepare a written evaluation and
  discuss the transferred employee's performance
  and job expectations 30 days, 60 days and 90 days
  after entry into the position.
• Orientation Review form
• www.case.edu/finadmin/humres/erelations/attachment
  s/probation.pdf

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Case Performance Management Outlines

• Secretarial/Clerical, Research Assistant I,
  Technician, Maintenance and Service Staff
• www.case.edu/finadmin/humres/erelations/attachmen
  ts/PerfNonexempt.pdf
• 2. Professional Staff
• www.case.edu/finadmin/humres/erelations/attachmen
  ts/PerfExempt.pdf
• Managers and Supervisors
• www.case.edu/finadmin/humres/erelations/attachmen
  ts/PerfExSup.pdf
• Salary Review Addendum
• www.case.edu/finadmin/humres/policies/attachments
  /development/SalRev.pdf

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The performance management forms have

• Value statement
• Objective/Goal statement
• Performance Competencies
• Mid-Year Progress Notes
• End of Year Rating Scale
• End of Year Performance Rating
• Separate Salary Review
• Planning and Evaluation Guidelines

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Beginning of the rating period

• Meet with the employee to plan performance
  objectives for the year (if they are new hires,
  start the process after 90 day orientation
  period).
• Discuss and update the job description (if
  necessary).
• Establish objectives/goals. They can be specific
  to department goals or to the job description.
• Discuss accomplishments that are critical to
  success during the next rating period.
• Enter objectives in Section I.
• Discuss Section II and establish understanding of
  competency expectations.
• Sign and date the form.

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During the rating period Mid-year

• Confirm or change objectives and assess
  unexpected factors that might affect
  accomplishment of original objectives.
• Review adequacy of competencies.
• Discuss how the objectives are met and job
  responsibilities are carried out in their
  position.
• Evaluate the results achieved and overall
  effectiveness.
• Discuss progress on achievement of objectives.
• Evaluate each competency/level of success and
  effectiveness.
• Evaluator and employee should date and sign form.

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End of rating period

• Evaluate the results achieved and overall
  effectiveness.
• Discuss and establish if objectives were met, the
  level of success, and effectiveness.
• Evaluate each competency/level of success, and
  effectiveness.
• Evaluator completes Section III/Summary
  performance rating.
• Evaluator and employee should date and sign the
  review.
• Complete salary review, Section IV (must be
  approved prior to discussing with employee).

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Preparing for the Performance Discussion

• Formulate positive goals
• Identify what is needed to improve performance
  (only state the facts)
• Concentrate on the causes of the performance
  issues, not the symptoms
• a. Does the employee know if performance is not
  satisfactory?
• b. Does the employee understand what he/she is
  supposed to do and when?
• c. Are there any obstacles that are beyond the
  employees control?

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Preparing for the Performance Discussion (cont.)

• If you need to document new issues for the first
  time in an annual review, acknowledge it I
  recognize that this has not been formally
  addressed, but I feel it is necessary to bring
  this to your attention so that. . .
• Make certain the review matches reality.
  Courts/arbitrators take a dim view of
  disciplinary terminations matched against
  glowing performance reviews.
• If there are concerns around performance,
  document them accurately in the review. You
  may need to use Corrective Action in addition to
  the review so the employee is put on notice that
  failure to improve may result in further
  corrective action up to and including
  termination.

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Preparing for the Performance Discussion (cont.)

• Suggestions for Positive/Reinforcing Remarks
• Regularly asks for immediate feedback to ensure
  understanding
• Works well with clients as well as team/staff
  members
• Asks well-thought out and well-prepared questions
• Welcomes new ideas
• Is not afraid to say Ill check and get back to
  you (and does follow up)
• Assumes new responsibilities when given the
  opportunity
• Technically proficient

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Preparing for the Performance Discussion (cont.)

• Suggestions for Remarks When Improvement Is
  Needed
• Fails to provide constructive feedback
• Fails to take Corrective Action when
  subordinates performance/behavior is
  unacceptable
• Argues and uses inflammatory language with
  customers/team members
• Has made numerous remarks that others considered
  offensive
• Resists training
• Has difficulty locating information related to
  job
• For both positive and negative situations,
  describe objective behaviors and avoid using
  general terms such as attitude or
  personality.

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Scheduling the Discussion

• Approach the employee privately.
• Explain the purpose of the meeting.
• Suggest that the employee prepare for the
  meeting
• Job Performance Issues
• Things he/she is doing well
• Personal career objectives
• Challenges or concerns about the present job
• Goals for improving performance and productivity

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What should the employee take away?

• Know how/what he/she is does relative to
  expectation and department goals.
• How performance will be measured.
• What feedback (helpful and constructive) will be
  given
• How things are going on the job
• Are there any challenges/performance issues?
• Suggested area for improvement

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Communication Skills

• When managers have poor communication, skills it
  results in their employees
• Hesitating to work with them.
• Arguing and rejecting their input and opinions.
• Filing grievances related to performance issues.
• Failing to keep their managers informed, avoiding
  talking to them.
• Refusing to accept any responsibility.
• That is why it is essential to communicate
  effectively with your employees!

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Barriers to Effective Communication

• Lack of listening and understanding
• Less than communication
• Communicating mistrust
• Violation of conversational rules
• Blatant generalizations and exaggerations
• Power-based or status-based comments
•  

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Positive Communication Strategy Principles

• Help people reach their full potential catch
  them doing something right!
• We are not just our behavior We are the person
  managing our behavior!
• Goals begin behaviors Consequences maintain
  behavior!
• Take a minute Look at the goals See if the
  behavior matches the goals!

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Positive Communication Strategies

• Be non-threatening, encouraging emotionally
  neutral
• Body language
• Be direct, tactful
• Be specific, describe behavior
• Be considerate
• Request and receive feedback
• Share in the action plan
• Confirm to ensure mutual understanding

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Reminders

• Read and become familiar with the Case Human
  Resources Policies and Procedures Manual.
• Senior leadership receives a monthly list of all
  late reviews.
• If the incident/performance issue is not
  documented and discussed with the employee, it
  may make it difficult to address the
  incident/issue as a performance issue!

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Recap

• Completed an overview the performance management
  process.
• Compared the common practices and best practices
  in performance management and the universitys
  process.
• Discussed common errors in evaluation process
• Looked at some how-tos for preparing Performance
  Reviews.
• Discussed effective communication strategies.

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University Performance Management Policy and
Procedure
Contact Employee Relations as soon as possible
for guidance, support and help! Lorraine
Watson 368-4503 lorraine.tobias-watson_at_case.edu C
arolyn Gerich 368-2458 carolyn.gerich_at_case.edu
Kathy Willson 368-0195 kathryn.willson_at_case.edu
Please refer to the policy and procedure for
detailed descriptions - Performance Management,
III-2.
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Bibliography/Recommended Reading

• Robert Bacal Managers Guide To Performance
• Reviews New York McGraw Hill, 2004.
• Ken Blanchard and Spencer Johnson, One Minute
  Manager New York Morrow, 1982.
• Bruce Bodaken and Robert Fritz, The Managerial
  Moment of Truth, New York Free Press, 2006.
• Paul Falcone 2600 Phrases for Effective
  Performance Reviews New York AMACOM, 2005.
• Teresa Daniel Managing Employee Performance
  Virginia SHRM Online, 2009.