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Performance Management Skills - Coggle Diagram
Performance Management Skills
Giving Feedback
Main purpose
Develop competence
Enhance involvement
Help bulid confidence
To be effective, feedback should
Be timely, frequent, specific, verifiable, consistent, given privatel
Providecontext and consequences
Describe first, evaluate second
Cover the continuum of performance
Identify patterns
Confidence in the employee
Advice and idea generation
Potential costs of failing to provide feedback
Employees are deprived of chance to improve their own performance
Chronic poor performance
Employees have inaccurate perceptions of how their performance is regarded by others
Praise
Be sincere - give when it is deserved
Give praise about speific behaviors or results
take your time
Be comfortable with act of praising
Emphasize the positive
Negative feedback
managers avoid giving negative fb due to
Negative reactions and consequences
Negative experiences in the past
Playing 'god'
Need for irrefuttable and conclusive evidence
Most useful when
Identifies warning signs and perfomance problem is still manageable
Clarifiesunwanted behaviors and consequences
Focuses on behaviors that can be changed
Comes from a credible source
Is supported by data
Fb sessions should always answer
How is your job going?
What can be done to make it better?
How can you better serve your customers? (External/Internal)
Coaching
4 guiding principles
The employee is whole and unique
The coach is the facilitator of the employees/ growth
The employee is the source and director of change
The coach needs to facilitate the employees setting the agenda, goals and direction
A good coaching relationship is essential
The coach
search for positive aspects of employees
understand that coaching is not sth done to the employee but done with the employee
must listen in order to understand
coach w/ empathy and compassion
functions of coaching
Give support
Give confidence
Provide guidance
Give advice
Promote greater competence
identify
collaborative, ongoing process
managers interact w/ employees + take an active role + interest in per.
involve directing, motivating, rewarding employees behavior
involve observing per, complimenting good work, helping to corect + improve per that not meet expectation and standards
concerned w/ long-term per
ensure the dev. plan is being achieved
establish a helping relationship btw supervisor and subordinate
Key behaviors
Give feedback
Diagnose per. problems
Document per.
Develop employees
Motivate employees
Communicate effectively
Establish dev. objectives
Disciplinary Process and Termination
Pitfall 2: Failure to get the message through
Pitfall 3: Performance standards are “unrealistic” or “unfair.”
Pitfall 1: Acceptance of poor performance
Pitfall 4: Negative affective reactions
termination meeting are as follows:
Be respectful
Get right to the point
Wish the employee well
Send the employee to HR
Have the employee leave immediately
Have the termination meeting at the end of the day.
Pitfall 5: Failure to consult HR.
PERFORMANCE REVIEW MEETINGS
manage employee performance often feel uncomfortable in this role
concern that managing performance
unavoidably leads to negative surprises
these sessions should be seen as a work meeting with specific
goal
Classical performance review
Merit/salary review.
Self-appraisal
Developmental plan
Objective setting
System inauguration
typical sequence of events
Share ratings and explain rationale
Conduct self-appraisal
Ask employee to summarize
Explain the purpose of the meeting
Discuss rewards.
Hold follow-up meeting.
Discuss approval and appeals process.
Discuss approval and appeals process.
Discuss development.