People Management Skills W4 Managing Performance (Setting Performance…
People Management Skills W4 Managing Performance
Setting goals and objectives - what does research say:
SMART goals are not always effective. It depends on the task. The more complex the least effective as the focus is on learning.
Employees need regular feedback to check on their progress. Meetings needed to catch up and review.
3 Unconscious bias may affect the way we think about employees. Think carefully before allocating ratings.
Signs of a high performing team
High level of agility & respond to new challenges when they arise
They have good connections & high level of trust
Metrics: customer satisfaction, engagement, profitability
Top tips for performance management
1 Set clear expectations
2 Have regular conversations
3 grow and develop your team
4 Have difficult conversations
5 prepare for end of year reviews
Managing conflict - Research indicates that management style is the number one cause of stress at work.
SOURCES of conflict: Poor attendance & time-keeping, Bullying or harassment, unacceptable language, taking credit for other people's work, using other people's contact of info without permission, ignoring people or being discourteous.
MEDIATING conflict - A key skill that new managers should seek to develop is mediation. Mediation can allow you to resolve disputes informally before they escalate. Here are some ideas about the things you can do as a manager to mediate conflict in your team.
Speak to both parties individually
Bring both sides together to communicate. Try to find common ground and discuss changes that could be made by either side to help find a solution
Remain neutral in the process. Don’t be seen to be taking sides as this may create tensions back in the workplace, particularly once the dispute has be resolved.
Gather ideas on how to address the issue with the team through an open discussion. Regular consultations can help to prevent issues before they arise.
Monitor team relationships. Be aware of tensions that might develop and intervene before a small issue becomes a big dispute.
Set a good example. Ensure you are seen to be following the organisation’s policies. This will make it easier to enforce them within your team.
Keep employee issues private and confidential. This will help develop trust and encourage open communication between you and your team.
MANAGING conflict: 1. Intervene quickly. 2. Remove employees from conflict situations. 3. Following up after resolution. 4. Using an official process.
Communication -> Investigate events -> Escalate issues (where necessary involve a senior member of staff).
Quickly relieve stress.
Recognise and manage your emotions.
Improve your non-verbal communication skills.
Use humour and playfulness to deal with challenges.
Setting Performance Objectives
Performance objectives or goals are ways of articulating what ‘good’ looks like. This could be for the organisation, for teams, or for individuals. In most organisations an employee’s objectives are linked to their performance appraisals.
As a result, goals can be performance oriented, learning oriented, or behaviourally oriented.
Considerations: 1 Who sets the goal? Research shows goals set by others may be more powerful
SMART goals aren't always effective - depends on the task
Monitor progress - Research suggests that well-being improves when people can see themselves making progress towards their goals.
Nurturing a growth mind-set - Encourage your employees to consider how they can develop their abilities. Question how their objectives can support that growth
Approach group goals with CAUTION - Remember to ensure employees have individual objectives too.
The impact of goal preparedness - Employees should already have the skills they need to achieve their goal.
Research suggests setting both short term and long term goals together to increase knowledge transfer and challenge your employees.
Setting Team Objectives
Create a briefing pack - Before your initial meeting with each employee, gather together the information that may be useful. This information will help guide the conversation around developing the employee’s objectives.
Brief each employee individually - Arrange a meeting with each member of your team. Give your employee the briefing pack and discuss the information you’ve included in it. The purpose of this meeting is to ensure that the team member is able to draft his or her own objectives. You will then review them together at a second meeting in the future (approximately two weeks later).
a review meeting - Hold a second meeting with each team member to review the objectives they have created. At this meeting go through their draft objectives. Add your own thoughts and arrive at a consensus on the final set. You should then confirm the individual’s objectives in writing shortly after the meeting.
A TEAM review meeting - It may be relevant or useful for you to hold a team review where each team member presents his/her personal objectives. The other members of the team are then encouraged to highlight how they can contribute to each other’s success. As a manager this also helps you identify gaps and overlaps, both between individual objectives and also between individual and team objectives.