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Effective Performance Management for New Supervisors

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APRIL 3-6, 2013, LONG BEACH, CA Effective Performance Management for New Supervisors These materials have been prepared by the CASBO Human Resources Professional ... – PowerPoint PPT presentation

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Title: Effective Performance Management for New Supervisors


1
APRIL 3-6, 2013, LONG BEACH, CA
Effective Performance Management for New
Supervisors
These materials have been prepared by the CASBO
Human Resources Professional Council (or CASBO
Associate Member). They have not been reviewed
by State CASBO for approval, so therefore are not
an official statement of CASBO.
2
Audience Poll
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Communication is Key
It is very important to clearly communicate your
expectations to an employee who is not meeting
expectations
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4
  • Communication Awareness Includes
  • Seeking to build rapport
  • Understanding Personality Styles
  • Using I messages instead of You statements
  • Asking Effective questions

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Examples of Effective Questions
  • What led to this decision?
  • What suggestions do you have for your
    improvement?
  • When will (said action) take place?
  • How do you plan to turn this situation around?
  • How do you plan to implement this change?
  • Why are you considering taking this action?

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Listening Awareness Includes
  • Demonstrating Empathy (people want to be heard
    and understood)
  • Restating and Rephrasing what is heard (voice
    volume and active listening)
  • Asking for clarification
  • Being respectful and others opinions and
    feelings

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Coveys Five Levels of Listening
  1. Hearing but ignoring
  2. Pretending to listen (Yes, Oh, I see)
  3. Selective Listening (choosing to hear only what
    you want to hear)
  4. Active listening, without evaluation (i.e. taking
    notes in a lecture)
  5. Empathic listening (with intent to understand the
    other party)

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Body Language Awareness includes
  • Demonstrating receptive body language (mirror
    body language- except negative)
  • Maintaining good eye contact
  • Being aware of others body language
  • Matching your message with your body language

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Strategies To Keep Problems From Becoming
Chronic To Get To The Truth When Dealing With
Sensitive Issues
  • Observe
  • Ask open ended questions to identify conflicts
    and resentments
  • Listen effectively to get to the core of the
    issue
  • Use I message responded confront and correct
    attitude problem
  • Match your message with your body language

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  • Embrace communication with employees that is
    encouraging and supporting.
  • Listening and communicating back to employees
    results in a highly motivated employee.

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Understanding Personality
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Socializer Characteristics
  • Needs recognition and appreciation
  • Loves ideas, projects, and proposals
  • Friendly, outgoing in nature
  • Poor follow-through on task completion

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Tailor Your Message To The Socializer By
  • Speaking the language of recognition
  • Encouraging him/her to talk
  • Supporting follow-through on their ideas and
    projects
  • Using demonstrations
  • Giving them compliments

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Director Characteristics
  • Results oriented
  • Task-focused individual
  • Businesslike, assertive manner
  • Thrives on change

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Tailor your message to the Director by
  • Being well prepared
  • Speaking the language of getting results
  • Being task-oriented
  • Understanding and supporting their goals
  • Recognizing their contribution

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Relator Characteristics
  • Strong team player
  • Hates conflict
  • Friendly and considerate of others
  • Has difficulty with change

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Tailor your message to the Relator by
  • Slow down and listen
  • Be friendly and sincere
  • Recognize their team efforts
  • Encourage input
  • Challenge them to accept change

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Thinker Characteristics
  • Task focused
  • Prefers accuracy and documentation
  • Likes facts and figures
  • Prefers order in the environment

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Tailor your message to the Thinker by
  • Using facts, logic, and structure
  • Being well-prepared
  • Providing documentation if needed
  • Go step by step
  • Clarify often

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Types of Employee Personalities and Strategies to
Address Them
Problem Type Strategy
Excuse Artist Force them to take responsibility
Short Changer Force them to give 100
Intimidator Neutralize them
Gossip Muzzle them
Clod Stop diversions and distress
Downer Turn them around
Minimalist Motivate them without pushing
Soap Star Stop Personal Crises
Itch Get them working independently
Know it All Get rid of contentious attitude start working together
Whiners Change their focus
Back Stabbers Overcome Passive-Aggressive Behavior
Prima Donnas Develop a Team Mentality
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Negativity in the Workplace
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Negativity from employees results from
  • Poor self esteem
  • Negative world view and perspective
  • Need for control
  • Authority issues
  • Sense of powerlessness
  • Need for attention
  • Chronic hopelessness

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Negativity is manifested
  • Internally by workaholic behavior, attempting to
    control all situations, or demonstrating a know
    it all attitude
  •  Externally through backstabbing, playing the
    martyr, or becoming the troublemaker
  • Verbally through gossiping, cynical behavior, and
    apathetic remarks

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Symptoms of negativity need to be identified
early on
  • Tardiness
  • Defensiveness
  • Hostility
  • Defiance
  • Negative put-downs
  • Lack of cooperation
  • Lack of respect
  • Emotional outbursts
  • Chronic hopelessness
  • Backstabbing

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Determine if the negative situation is
  • Situational or habitual
  • Personal or work-related
  • Stress
  • Emotional Problems
  • Drug and alcohol abuse
  • Financial problems
  • Family relationship problems
  • Legal problems
  • Mental illness

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Preventing Workplace Negativity
  • Negativity can spread like wildfire and impact
    the entire group.

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To Survive a Negative Environment
  • Promote a positive, healthy environment
  • Develop an awareness of negativity
    contagiousness in the workplace
  • Recognize the need to take responsibility for
    employee attitudes toward the negativity
  • Support coworkers in clarifying their feelings.
    Get everyones perspective while remaining
    neutral and fair. This will help prevent
    employees from taking sides
  • Try to enhance employee self-esteem at work

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Other Strategies for a Manager
  • Implement an open communication model
  • Allow employees to air their gripes before they
    become grievances
  • Be supportive of others
  • Reward and recognize positive actions and
    behaviors
  • Create an atmosphere that challenges negative
    explanations, attitudes, and assumptions
  • Provide factual information
  • Be committed to providing ongoing communication
    with employees
  • Encourage employee feedback on a regular basis
  • Be consistent and fair with how employees are
    treated

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Addressing Behaviors
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  • PROVIDING CONSTRUCTIVE CRITICISM
  • Identify the behavior that needs to be addressed
     
  • Determine why the behavior is a problem 
  • Plan effective ways to communicate message to
    employee 
  • Discuss in private the needed changes in an
    employees behavior 
  • Use I messages to discuss the behavior or
    performance issue with employee
  •  Seek to build rapport in discussing situation
  •  Explain clearly the needed change in employees
    behavior or performance 
  • Assume personal responsibility for legitimate
    workplace grievances that are shared and follow
    up with the employee

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PROVIDING EMPLOYEES WITH FEEDBACK
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  • WHEN PROVIDING POSITIVE FEEDBACK
  • Focus on results
  • Feedback needs to be consistent and powerful to
    motivate
  • Avoid sporadic feedback in communicating with
    employees
  • Acknowledge employees value and contribution

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  • WHEN PROVIDING NEGATIVE FEEDBACK
  • Find something to praise first in the employees
    performance
  • Preface correction with appreciation for
    employees work by specifically noting a
    contribution
  • Focus on behavior or performance issue that needs
    to be addressed
  • Encourage employee feedback and reflection on the
    situation
  • Seek mutual ways to resolve the situation
  • Discuss action steps by employee
  • Follow up after the meeting

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Dealing with Emotional Behaviors
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  • IF HOSTILE
  • Allow employee to vent at first
  • Redirect the conversation to
  • calm the person down
  • Help the employee focus on the facts/issue
  • Ask questions to identify the real problem

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  • IF ANGRY
  • Reduce employees current state of mind
  • Use slow down techniques
  • Help the employee focus on the facts/issues
  • Identify the problem or source of employee anger
  • In unable to calm the angry employee, discuss the
    situation later

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  • IF OVER WROUGHT AND HIGH WITH EMOTION
  • Show empathy
  • Redirect the conversation to focus on the facts
    and issues
  • Ask questions to help the employee regain
    composure
  • Help the employee move toward a more resourceful
    state of mind
  • If unable to console, discuss the situation at a
    later time

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Positive Intervention Strategies
  • Assume the difficult employee excels in a
    particular area and treat them accordingly
  •  Speak the language of high expectations with
    them on a consistent basis let them know you
    think theyre capable of success in their
    assigned tasks
  • Interrupt their negative behavior with a comment
    that reinforces positive behaviors as a way of
    focusing them on acting in more appropriate ways
    even though that might not be their natural
    tendency

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Positive Intervention Strategies
  • Always find something positive about the
    employees work you can praise before addressing
    the problem
  •  Expect a positive outcome with the employee, no
    matter what the past history, and let the
    employee know that is your expectation
  •  Be clear tell the employee what you expect from
    them- force the employee to accept responsibility
    for the actions that trigger formal termination
    processes.
  •  Use the team play technique- involve the
    employee in forging a solution encourage their
    input and discuss possible solutions

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Motivational Communication
  • Employees are de-motivated when they are unsure
    of manager expectations and are motivated when
    managers create clear expectations and
    priorities.
  • Motivational communication by a manager motivates
    employees to take ownership and responsibility
    for their behavior and their performance

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Motivated Employees Have
  • A sense of security
  • Personal power
  • Respect
  • Sense of control

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What about the Performance Evaluation?
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  • Start Performance Log (Notate good and bad)
  • Review Job Description and highlight in 2 colors,
    the duties he or she performs well and those he
    or she needs to improve upon
  • On separate document provide specific examples
    and the impact
  • Provide detailed and constructive directives and
    suggestions for improvement (What does Meets or
    Exceeds look like?) dont state the obvious
  • If you have lead the horse to water effectively,
    you have done your job!

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  • Questions?
  • Alicia Schlehuber
  • Director of Classified Personnel
  • Escondido Union School District
  • CASBO Human Resources Professional Council State
    Chairperson
  • aschlehuber_at_eusd.org

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