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Managing For Success

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Title: No Slide Title Author: GillespieHome Last modified by: Jim Jeffery Created Date: 2/20/1998 2:02:08 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Managing For Success


1
Managing For Success
  • Carnegie Mellon
  • Human Resources
  • Leadership Symposium 2002
  • Presenter
  • Jill Diskin
  • Director, Human Resources Services

2
Workshop 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

3
PMP On-line . . .
  • Supervisors now have
  • access to Supervisory
  • Performance Management
  • Resources . . .
  • http//hr.web.cmu.edu/default.asp?sectionID1241

4
Alignment For Results
University Strategic Plan
Your College/Division Plans
Your Department Plans
Employee Goals and Objectives
Results
5
Benefits 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

6
In a nutshell . . .
  • Performance
  • management
  • is a way to leverage
  • Carnegie Mellons
  • human capital.

7
Planning
  • Creates the foundation
  • Establishes expectations
  • Mutual commitment

8
Managing
  • Heart of the process
  • Employee motivation
  • Updating and revising expectations
  • Providing career development opportunities
  • Coaching

9
Reviewing
  • Comparing performance expectations against
    performance results
  • Providing feedback and engaging in constructive
    dialogue
  • Recalibrating expectations

10
Planning Cycle
Aligns with University Salary Review . . .
11
PlanningSetting Expectations
  • Requesting employee input
  • Discussing the employees input and your
    expectations
  • Agreeing on performance expectations for next
    performance cycle
  • Establishing milestones

12
PlanningAbout the PDF
  • A starting point
  • The yardstick
  • Not cast in concrete

13
PlanningFinalizing Expectations
  • Specific
  • Behavioral
  • Challenging
  • Measurable
  • Time-defined

14
Planning Exercise 1Now Its Your Turn
  • Develop a plan to reduce inventory
    shrinkage
  • Improve the efficiency of staff reporting to you
  • Prepare an annual report

15
Managing Cycle
16
ManagingWhat does it mean?
  • Motivating the employee
  • Updating and revising performance expectations
  • Providing career development experiences
  • Providing coaching feedback

17
  • The
  • Practical
  • Coach

18
ManagingCoaching
  • To provide feedback to employees
  • To form a basis for the annual performance review
  • To build your credibility as a manager
  • To improve productivity

19
ManagingCoaching
  • 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.

20
ManagingCoaching 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

21
ManagingCoaching Practical Guidance
  • Explore alternatives
  • Agree on the work performance expectations
  • Summarize the discussion, including stating the
    performance expectation

22
ManagingCoaching
  • When is coaching not appropriate?
  • What is the employees role when being coached?
  • What if the employee shares personal information?
  • Special situations

23
Managing -- CoachingValuing Diversity
  • Introverts
  • and
  • Extraverts

24
Managing -- CoachingDefensive Behavior
  • Listen actively
  • Verify understanding
  • Restate the point
  • Acknowledge feelings and respond with
    understanding

25
Managing -- CoachingDefensive Behavior
  • Check perception directly
  • Change topics or end conversation
  • Maintaining control by asking questions

26
ManagingTime 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

27
Managing -- 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

28
Reviewing Cycle
29
ReviewingWhat It Means and Why
  • Looking back on past performance
  • Setting the stage for the next cycle
  • Discussing the employees performance with him or
    her

30
ReviewingPreparing 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.
31
ReviewingPreparing 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

32
ReviewingSetting 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

33
ReviewingCommon Evaluation Errors
  • First impression response
  • Central tendency
  • Halo/horns effect
  • Recency effect
  • Leniency
  • Evaluator bias

34
ReviewingConducting the Review
  • Introduction
  • Listening and Interacting
  • Common understanding/give and take
  • Conclusion
  • After the Meeting

35
Characteristics of the Performance Management
Cycle
  • Includes Planning, Managing and Reviewing
  • Ongoing process and not an event
  • Dynamic

36
A process of letting people know...
  • Whats expected
  • How theyre doing
  • That what they do matters to you

37
Workshop 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

38
Stay for role-play . . .

39
Thank you for attendingManaging For Success!
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