A Glance at Performance Management

1. Performance Management The Basics Mikki Jo Park MikkiJo@ConduitCareers.com

2. Key Topics for CREATING Performance 1. Building a positive environment 2. Setting goals and standards 3. Coaching and reviews © 2011. All Rights Reserved by Conduit Careers, Inc.

3. What is Performance Management? “Performance Management is a method used to measure and improve effectiveness of people in the workplace.” - Harvard Business Review © 2011. All Rights Reserved by Conduit Careers, Inc.

5. Goal setting

6. Course correction and changes

7. Tracking and monitoring performance

8. Coaching for skills and motivation

9. Review or appraisalWhat is performance management? © 2011. All Rights Reserved by Conduit Careers, Inc.

10. Non-Productive OutcomesWhen is it off target? …When activity, successful or not, does NOT cause the key performance indicators of your organization to improve… Outcomes and Expectations © 2011. All Rights Reserved by Conduit Careers, Inc.

12. Clarify goals and improve results

14. Hitting the Mark Performance management can help you improve the effectiveness of the people working for you to better compete for resources, markets and customers. Outcomes and Expectations © 2011. All Rights Reserved by Conduit Careers, Inc.

16. Safety in the workplace

17. Belonging through a shared sense of future and purpose What does environment mean? – It’s what you build as a leader and manager that creates the CONTEXT for work getting done. Creating Environment © 2011. All Rights Reserved by Conduit Careers, Inc.

19. Goals – measureable milestones on the path

20. Principles – non-negotiable values that we agree to operate from Creating Environment © 2011. All Rights Reserved by Conduit Careers, Inc.

21. Build a Shared Future Creating Environment © 2011. All Rights Reserved by Conduit Careers, Inc.

22. Setting Goals and Standards Activity without direction or purpose is simply motion. No more. No less. Performance profiling improves results by better defining the work that needs to be done. Goals and Standards © 2011. All Rights Reserved by Conduit Careers, Inc.

23. hire for high performance If you want to hire superior people, first define superior performance. You must get everyone to agree to what the person taking the job needs to do to be successful, not what the person needs to have in terms of skills. – Lou Adler, author, Hire With Your Head Goals and Standards © 2011. All Rights Reserved by Conduit Careers, Inc.

24. Performance Profiling Lays out objectives and outcomes for an employee. Communicates expectations and describes high performance in a specific job or position. 3. Different from a traditional job description. Emphasizes key results and outcomes, not simply activities. 4. Describes the most important performance objectives a person will need to accomplish to be considered successful. Goals and Standards © 2011. All Rights Reserved by Conduit Careers, Inc.

25. SMARTe Formula Just like organizational objectives, describing performance objectives, using the SMARTE formula, makes them very clear. Specific Measurable Action oriented Results defined Time-bound Expected reward (Adjusted from the typical “e for environment” to connect personal expectations with motivation.) Goals and Standards © 2011. All Rights Reserved by Conduit Careers, Inc.

26. Record Agreements Track & Monitor Once you and your staff have reached an agreement, put it on paper. Gather data and information. Data: - Confirm that you are tracking the correct metrics. - Appropriate reports that reflect key success indicators. - Ensure that reports are meaningfully timed. Information: - What’s going well? - What could be even better? - What has served its purpose and should change? - What’s missing? Prepare to give feedback. Monitor and Track © 2011. All Rights Reserved by Conduit Careers, Inc.

27. Six Influencers on Performance Platform for performance: 1. Clarity of common future, principles and goals. 2. Quality of processes or lack thereof 3. Ability to solve problems, singularly and collaboratively 4. Quality of relationships at work 5. Workflow and work overload 6. Manager’s clear direction, communication effectiveness, appropriate / or inappropriate interventions and actions Monitor and Track © 2011. All Rights Reserved by Conduit Careers, Inc.

28. Seek Understanding Monitoring performance and detecting gaps - accomplished by data and information gathering, discussion, asking productive questions, seeking understanding and needed foresight and insight. Most performance problems are caused or connected to one or more of the six influencers on performance. Monitor and Track © 2011. All Rights Reserved by Conduit Careers, Inc.

31. Instead, add new information and circumstances for what can be done differently. Coaching and Feedback © 2011. All Rights Reserved by Conduit Careers, Inc.

32. Formal Reviews and Appraisal Formal reviews, [quarterly, bi-annual, or annual] for acknowledgement and development. Connected to: - Pay and bonuses - Rewards and awards - Career Development Rewards and career development can show up as special training for achievement, rewarding growth challenges, new responsibilities connected to greater influence and/or promotion, etc. Coaching and Feedback © 2011. All Rights Reserved by Conduit Careers, Inc.

33. Want More? Resources List For a list of resources contact: Mikki Jo Park Managing Director, Conduit Careers, Inc. MikkiJo@ConduitCareers.com