How do you reach an agreement with between a supervisor and an employee? How do do you document and track progress toward performance goals? This presentation focuses on the communication skills required to effectively assist supervisors to engage in better performance management techniques.
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Performance Management for HR Practitioners - Week 3
1. Performance
Management for
HR Practitioners
Week 3: Communication, Coaching
and Feedback- Part 2
Instructor: Tony John
S
2. Week 3 Agenda
S Logistics, Last Week and S Supervisor / Practitioner
Introductions Dialogue - Guide p. 56
S Reaching an Agreement - Guide, p. S HR Practitioner Scenario / Story
50 S Interactive Chat: Are you
S Understanding the Employee involved with your project team
Perspective - Guide, p. 51 on a daily basis?
S Supervisor / Manager S Q&A
Responsibilities - Guide, p. 52 S Summary - Guide p. 63
S Demonstrate Daily Involvement - S Week 3 Assignments
Guide, p. 53
S Document - Guide, p. 54
S Track Progress - Guide, p. 55
3. Logistics
S Let’s continue to be interactive:
S Submit questions in the chat box - our expert will field them, during and/or
at the end
S We have a designated time for chat as well
S If you have any technical difficulties, use the chat window
S Direct it to “Bryce Bender” (not “all participants”)
S We are recording each session
S After the session, you will be able to find a link to the archived version of the
webinar on the Week 3 page of the course group on GovLoop
S Don’t forget your reading, discussion and partner reflection!
6. Lesson Objective
S At the end of this lesson, you will be able to
identify practices that encourage more
regular and meaningful communication of
supervisors/managers.
7. Skills for
Supervisors/Managers
S Skills that indicate strong communication in the
performance management process include:
S Coaching
S Counseling
S Providing Feedback
S Active Listening
S Providing Instruction
S Gathering Information
S Reaching an agreement
S Understanding the employee perspective
8. 7. Reaching an Agreement
S Reaching an agreement with an
employee should confirm his or her
commitment
S Agreements should include what will
be completed, who will complete
it, and a timetable for completion
S Agreements lead to consistent
expectations between
supervisors/managers and employees
10. 8. Understanding the
Employee Perspective
Common examples of mismanagement of employees:
S Employees, regardless their GS level and
position, have the same performance standards
S Employees who ask for extra feedback are ignored
or thought of as incompetent
S Employee is not consulted about their performance
plan before the performance cycle
S Employee is never given feedback on their
performance
S Employee gets a surprisingly bad end-of-year
performance rating
11. Supervisor/Manager
Responsibilities
1. Demonstrate daily involvement in employee
performance
2. Document all performance-related communications and
observations
3. Track progress as it relates to employee goals
4. Maintain an open dialogue with the HR Practitioner
12. 1. Demonstrate Daily Involvement
S Coaching
S Reviewing work Help them to make
strategic decisions
S Providing guidance with their time to be
involved enough to
S Listening make sure
organizational goals
S Motivating
are met.
13. 2. Document
S Generally there are three required
If you ever have a performance-related meetings in a
poor performing year
employee you
must have S Documentation allows supervisors and
documentation managers to keep track of everything
to justify any
between those meetings
action.
S Good documentation supports the final
performance review
14. 3. Track Progress
S Be aware of how the performance plan is progressing
throughout the cycle
S Ensure that there will be no surprises at the end of the
year
S Use informal feedback sessions to make minor
adjustments
S Conduct a formal review during the cycle
15. 4. Supervisor/Practitioner Dialogue
S Realize you are a resource for
supervisors/managers
S Supervisors/managers should seek
your guidance with performance
issues
S Supervisors/managers should notify
you when there is a potential
performance problem
S If they don’t seek you, seek them
16. Let’s hear from you!
Poll:
What do you think is the most common
performance management
communication problem within your
organization?
17. Let’s hear from you!
Poll Follow-up Questions:
How might you use the principles you
have learned so far to implement a
change?
How would you build a “business case”
that might persuade your supervisor to
make a change?
18. Scenario / Story
S One supervisor’s (let’s call her Kelly) employees flood
your inbox with messages that they all received poor
performance ratings. They are all surprised by the
ratings.
How would you proceed? What sort of advice might you
share with Kelly? What principles from this training would
you apply the Kelly’s situation?
19. Interactive Chat: One Step
Towards Better Service
S How do you currently support the supervisors within your
stewardship?
S What one thing are you going to do differently from
now on based on thoughts have you had today, from
the presentation directly or not?
S If you had to pick one guiding principle for your
support of supervisors in their performance
management duties, what would it be?
20. Interactive Chat: Daily?
My thoughts:
S Truly partner with supervisors.
S Performance management is all about
accomplishing what your agency cares about.
S Just as good supervisors communicate well and
partner with their employees, effective HR
practitioners support managers in the same way.
21. Questions?
Ask the expert!
Submit your questions
in the chat window.
S
22. Key Points (1 of 2)
S Communication plays a vital role in ensuring the success
of the performance management process
S Despite there being only a handful of formal
communications throughout the year,
supervisors/managers have plenty of opportunities to
offer informal coaching or feedback
S Messages between sender and receiver cannot be
transmitted with 100% accuracy
23. Key Points (2 of 2)
S Informal coaching and feedback sessions provide the
supervisor/manager with an opportunity to modify poor
work habits and encourage positive work habits
S Good communication skills will lower the chance that a
message is misunderstood
S Supervisors/managers need to be able to integrate their
employee’s point of view into their decisions
24. Week 3 Assignments
Attend Webinar ✓
Complete Readings
o “10 Things Your Boss Should Be Saying to You /
10 Things You Should Be Saying to Your Boss” (Blog
Posts)
o “How to Give and Receive Feedback
(It’s Not as Easy As You Think” (Blog Post)
o “Tips on Giving Feedback” (Discussion)
Engage in Group Discussion (Thursday, March 14 at 2p ET)
Submit Reflection to Class Partner by Friday COB
Look for next week’s Email
Learning Points:• Supervisors/managers are required to possess many different skills. With regard to communicating within the performance management process, those skills include:1. Coaching2. Counseling3. Providing feedback4. Active listening5. Providing instruction6. Gathering information7. Reaching an agreement8. Understanding the employee perspective• These skills are all intertwined and will be used in combination anytime supervisors/managers are communicating with their employees.
Learning Points:• Reaching an agreement with an employee should confirm his or her commitment. • Agreements should include what will be completed, who will complete it, and a timetable for completion. • Agreements lead to consistent expectations between supervisors/ managers and employees.
Learning Points:• Reaching an agreement with an employee should confirm his or her commitment. • Agreements should include what will be completed, who will complete it, and a timetable for completion. • Agreements lead to consistent expectations between supervisors/ managers and employees.
Learning Points:• Reaching an agreement with an employee should confirm his or her commitment. • Agreements should include what will be completed, who will complete it, and a timetable for completion. • Agreements lead to consistent expectations between supervisors/ managers and employees.
Learning Points:Supervisors/managers have certain responsibilities that go beyond using strong communication techniques. In order to be considered effective, supervisors/managers need to:• Demonstrate daily involvement in employee performance.• Document all performance-related communications and observations.• Track progress as it relates to employee goals.• Maintain an open dialogue with the HR Practitioner.Each of these responsibilities exists throughout the performance management cycle
Learning Points:One of a supervisor’s/manager’s duties in the performance management process is to be involved in his or her employees’ pursuit of their job objectives on a daily basis. Supervisors/managers can involve themselvesby:• Coaching• Reviewing work• Providing guidance• Listening• Offeringmotivation, etc.Often, a supervisor/manager making himself or herself available is enough to reinforce the idea that he or she is there to assist employees
t Learning Points:• The cycle for performance management is a year long and provides for only a few formal conversations during that time.• Because the formal conversations are spread out over the year, it is difficult to remember all of the details. This is why it is important to document all performance-related communications and observations.• These documents will be used when conducting performance reviews. It is the most effective way to ensure that nothing is omitted from the final review.• Maintaining good records can illuminate trends in behavior and provide support for decisions. If a supervisor’s/manager’s ratings are challenged at the end of the year, the more information he or she has supporting the decision, the easier it will be to support his or her case. However, because these documents are subject to discovery in litigation, supervisors/managers should not write down information that would embarrass them personally or embarrass DoD as an organization.
Learning Points:• One of the benefits of performance management is that supervisors/managers set themselves up to know exactly the type of results they will obtain. There should be no surprises.• The primary reason for this is because they will be tracking progress throughout the cycle. From the time supervisors/managersset the objectives with the employee until the time they review the product at the end of the cycle, they should be staying abreast of the progress.• Supervisors/managers can monitor the progress through informal feedback sessions. During these checkups, they should be inquiring as to the progress the employee is making (and coaching or providing feedback as needed). Additionally, they should have at least one formal interim review during the cycle.• Techniques for fostering communication include:o Schedule monthly check-in.o Schedule team meetings.o Use Outlook Task Manager as a mental jogger.o Monitor employee progress on an assignment.o Post team progress on goals in a shared place or virtual place.
Learning Points:• Supervisors/managers are not implementing the performance management process alone. Some of their primary allies are the HR Practitioners.• As an HR Practitioner, you should be familiar with the performance management process; this makes you a great resource when supervisors/managers run into issues. Anytime they run into a roadblock with one of their employees, they can fall back and seek advice from an HR Practitioner. Sometimes, your removed perspective will offer insight that the supervisor/manager may have missed.• Additionally, anytime supervisors/managers are dealing with a potential employee problem, they should notify an HR Practitioner. Just as you expect zero surprises in the performance management process, HR expects zero surprises as well.• It can be easy for supervisors/managers to forget that they have support in their position. But just as supervisors/managers serve as a coach and mentor to their employees, you can provide that support to them. If they don’t seek you out for advice, seek them out. • You are responsible for assisting supervisors/managers in executing the performance management process. You can do this by:o Providing a resource to assist supervisors/managers.o Educating the supervisors/managers to communicate and document throughout the performance management process.o Modeling ideal communication skills for supervisors/managers.
What do you think is the most common performance management communication problem within your organization?Too little performance feedback from supervisorsAll communication is top-down, rarely bottom-upObjectives are not mutually agreed upon by employee and supervisorOther (Use the interactive chat to share other problems)
Learning Points:HR Practitioners have a unique set of responsibilities within the performance management process. While you are not responsible for implementing performance management, it is your job to act as a resource for those around you.HR Practitioners act on behalf of the agency to:• Protect the agency’s interests.• Ensure that actions taken are consistent with statute, regulation, and case precedent.• Understand the authorities for performance management.While working with the supervisors/managers, remember that you are there as a facilitator to the management. You are there to assist the supervisor/manager, not to do their work for them. Some examples of this support include:• Delivering and interpreting performance management policy to the supervisors/managers• Helping supervisors/managers address issues that may come up during the performance management process• Providing counsel and support to supervisors/managers• Sharing good practices such as documentation with supervisors/managers• Advising supervisors/managers on proper actionsOne part of protecting the agency’s interests involves using all of the resources at your disposal. You need to interact with other HR Practitioners. Likewise, you can lean on your peers for assistance. You may be asked to share and find more information with:• Inquiry and Unemployment Compensation (ICUC)• Equal Employment Opportunity (EEO)• Alternative Dispute Resolution services (ADR)• Employee Relations (ER)• Employee Assistance Program (EAP)• Labor Relations (LR)• Higherlevel management• Office of staffing• Personnel records system
Learning Points:• Communication plays a vital role in ensuring the success of the performance management process.• Despite there being only a handful of formal communications throughout the year, supervisors/managers have plenty of opportunities to offer informal coaching or feedback.• Messages can lose their meaning between sender and receiver.
Learning Points:• Informal coaching and feedback sessions provide the supervisor/manager with an opportunity to modify poor work habits and encourage positive work habits.• Good communication skills will lower the chances that a message is misunderstood.• Supervisors/managers need to be able to integrate their employee’s point of view into their decisions.