Title: Managing For Success
1Managing For Success
- Carnegie Mellon
- Human Resources
- Leadership Symposium 2002
- Presenter
- Jill Diskin
- Director, Human Resources Services
2Workshop Objectives
- To highlight the linkage between Carnegie
Mellons strategic plan and managing performance - To give you information about Carnegie Mellons
performance management framework - To provide tools for you to use with the
employees you supervise
3PMP On-line . . .
- Supervisors now have
- access to Supervisory
- Performance Management
- Resources . . .
- http//hr.web.cmu.edu/default.asp?sectionID1241
4Alignment For Results
University Strategic Plan
Your College/Division Plans
Your Department Plans
Employee Goals and Objectives
Results
5Benefits of Linking Performance to Your
Organizations Strategy
- Focuses every employee on the most important
results to achieve your departments strategy - Engages employees in achieving organizational
goals and objectives - Provides job related criteria
- Provides results and measurements that are
credible and observable - Enhances motivation
6In a nutshell . . .
- Performance
- management
- is a way to leverage
- Carnegie Mellons
- human capital.
7Planning
- Creates the foundation
- Establishes expectations
- Mutual commitment
8Managing
- Heart of the process
- Employee motivation
- Updating and revising expectations
- Providing career development opportunities
- Coaching
9Reviewing
- Comparing performance expectations against
performance results - Providing feedback and engaging in constructive
dialogue - Recalibrating expectations
10Planning Cycle
Aligns with University Salary Review . . .
11PlanningSetting Expectations
- Requesting employee input
- Discussing the employees input and your
expectations - Agreeing on performance expectations for next
performance cycle - Establishing milestones
12PlanningAbout the PDF
- A starting point
- The yardstick
- Not cast in concrete
13PlanningFinalizing Expectations
- Specific
- Behavioral
- Challenging
- Measurable
- Time-defined
14Planning Exercise 1Now Its Your Turn
- Develop a plan to reduce inventory
shrinkage - Improve the efficiency of staff reporting to you
- Prepare an annual report
15Managing Cycle
16ManagingWhat does it mean?
- Motivating the employee
- Updating and revising performance expectations
- Providing career development experiences
- Providing coaching feedback
17 18ManagingCoaching
- To provide feedback to employees
- To form a basis for the annual performance review
- To build your credibility as a manager
- To improve productivity
19ManagingCoaching
- Reinforcing feedback . . .
- is designed to promote the continuation of a
desired behavior. - Constructive feedback . . .
- gives information to an employee about an aspect
of their performance that needs to be changed.
20ManagingCoaching Practical Guidance
- State the purpose of your discussion
- Describe the work-related behavior you have
observed - Describe the impact the behavior had on your
units operations - Listen to what the employee has to say
21ManagingCoaching Practical Guidance
- Explore alternatives
- Agree on the work performance expectations
- Summarize the discussion, including stating the
performance expectation
22ManagingCoaching
- When is coaching not appropriate?
- What is the employees role when being coached?
- What if the employee shares personal information?
- Special situations
23Managing -- CoachingValuing Diversity
- Introverts
- and
- Extraverts
24Managing -- CoachingDefensive Behavior
- Listen actively
- Verify understanding
- Restate the point
- Acknowledge feelings and respond with
understanding
25Managing -- CoachingDefensive Behavior
- Check perception directly
- Change topics or end conversation
- Maintaining control by asking questions
26ManagingTime Management Ideas
- Allocate some of the responsibility for
coordinating the process to your employees - Use computer and/or paper files effectively
- Use tickler strategies
- Spread your effort throughout the entire review
cycle
27Managing -- CoachingSome Fallacies
- Coaching Fallacies . . .
- People with good performance dont need feedback
- Positive feedback will just inflate the
employees ego - Constructive feedback just makes people angry
- People dont like to be challenged
28Reviewing Cycle
29ReviewingWhat It Means and Why
- Looking back on past performance
- Setting the stage for the next cycle
- Discussing the employees performance with him or
her
30ReviewingPreparing for the discussion
1. Review the division and department vision,
mission and goals and staff members PDF. 2.
ID key areas of the staff members job as
related to achievement of divisional and
departmental goals and key competencies for the
position.
31ReviewingPreparing for the discussion
- 3. Review agreed upon individual performance
expectations - 4. Prepare open-ended questions focused on the
individuals strengths and opportunities for
improvement - 5. Prepare a list of performance expectations
- 6. ID developmental opportunities
- 7. Establish new performance expectations
32ReviewingSetting the stage for success
- Physical setting considerations
- no interruptions
- length-timeline
- Your communication style
- encouraging and pragmatic
- Schedule the meeting with the employee in advance
33ReviewingCommon Evaluation Errors
- First impression response
- Central tendency
- Halo/horns effect
- Recency effect
- Leniency
- Evaluator bias
34ReviewingConducting the Review
- Introduction
- Listening and Interacting
- Common understanding/give and take
- Conclusion
- After the Meeting
35Characteristics of the Performance Management
Cycle
- Includes Planning, Managing and Reviewing
- Ongoing process and not an event
- Dynamic
36A process of letting people know...
- Whats expected
- How theyre doing
- That what they do matters to you
37Workshop Objectives
- To highlight the linkage between Carnegie
Mellons strategic plan and managing performance - To give you information about Carnegie Mellons
performance management framework - To provide tools for you to use with the
employees you supervise
38Stay for role-play . . .
39Thank you for attendingManaging For Success!