Managing For Success

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Managing For Success

• Carnegie Mellon
• Human Resources
• Leadership Symposium 2002
• Presenter
• Jill Diskin
• Director, Human Resources Services

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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

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PMP On-line . . .

• Supervisors now have
• access to Supervisory
• Performance Management
• Resources . . .

• http//hr.web.cmu.edu/default.asp?sectionID1241

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

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In a nutshell . . .

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

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Planning

• Creates the foundation
• Establishes expectations
• Mutual commitment

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Managing

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

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Reviewing

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

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Planning Cycle
Aligns with University Salary Review . . .
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PlanningSetting Expectations

• Requesting employee input
• Discussing the employees input and your
  expectations
• Agreeing on performance expectations for next
  performance cycle
• Establishing milestones

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PlanningAbout the PDF

• A starting point
• The yardstick
• Not cast in concrete

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PlanningFinalizing Expectations

• Specific
• Behavioral
• Challenging
• Measurable
• Time-defined

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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

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Managing Cycle
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ManagingWhat does it mean?

• Motivating the employee
• Updating and revising performance expectations
• Providing career development experiences
• Providing coaching feedback

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• The
• Practical
• Coach

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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

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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.

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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

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ManagingCoaching Practical Guidance

• Explore alternatives
• Agree on the work performance expectations
• Summarize the discussion, including stating the
  performance expectation

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ManagingCoaching

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

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Managing -- CoachingValuing Diversity

• Introverts
• and
• Extraverts

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Managing -- CoachingDefensive Behavior

• Listen actively
• Verify understanding
• Restate the point
• Acknowledge feelings and respond with
  understanding

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Managing -- CoachingDefensive Behavior

• Check perception directly
• Change topics or end conversation
• Maintaining control by asking questions

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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

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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

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Reviewing Cycle
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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

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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.
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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

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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

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ReviewingCommon Evaluation Errors

• First impression response
• Central tendency
• Halo/horns effect
• Recency effect
• Leniency
• Evaluator bias

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ReviewingConducting the Review

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

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Characteristics of the Performance Management
Cycle

• Includes Planning, Managing and Reviewing
• Ongoing process and not an event
• Dynamic

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A process of letting people know...

• Whats expected
• How theyre doing
• That what they do matters to you

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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

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Stay for role-play . . .

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Thank you for attendingManaging For Success!