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Painless Performance Management
1. Painless Performance Management
Using Performance Evaluations to Create a Culture of
Development and Feedback
Prepared for Verde Valley HR Association
By Marnie Green, IPMA-CP, Principal Consultant
2. HR War Stories
• Have you ever had an employee who was valuable to the
organization but whose behaviors were disruptive to
others?
• Have you (or a supervisor you work with) ever inherited an
employee with a history of poor performance?
• Have you ever told a supervisor they could not terminate
an employee?
• Have you ever procrastinated the termination of an
employee because you were afraid you might get sued?
3. Session Objectives
At the end of this session, you will be able to:
• Explore the essential elements of successful performance
management systems
• Follow a case study of organizational change driven by
performance management
• Identify tools you can use to help supervisors better manage
employee performance
• Recognize best practices in the field of performance
management
9. What’s a Painless Performance Evaluation?
There are no
surprises!
Employee-driven
Future-focused
10. City of Richland, Washington
A full service city located at the confluence of the Columbia
and Yakima Rivers in the Tri-Cities region of southeastern
Washington, USA.
11. The City of Richland provides:
• Police and fire protection
• Water
• Sewer / stormwater
• Garbage collection, recycling, and landfill
• Electrical utilities
• Parks and recreation programs
• Street and public facility maintenance and development
• Library services
• Short and long-range planning
12. Big Changes in 2000
•Introduction of a pay
for performance
system
•Elimination of a step
based pay system
•Complaints and
resistance from staff
13. The Richland Story Then
• Ineffective delivery of
evaluations
• “Don’t rock the boat” culture
• Tenured executive team
• Inconsistent performance
ratings
14. The Richland Story Then
• Unwillingness to have
tough performance
conversations
• Rating factors the same for
all, regardless of job or
level
• 40 person management
team
15. The Richland Story Now
• Every employee has a
performance plan with goals
• Goals are tied to a strategic
plan
• Regular feedback meetings
and a mid-year assessment
conducted
16. The Richland Story Now
• New team structure drives
change
• Executive commitment is
high
• Employees participate in the
management of their own
performance
17. Performance Management
Transformed the Culture of Richland
Organizational
Goals and
Strategic Plans
Individual
Performance
Planning
Performance Feedback
Evaluation and
Discussion Adjustment
Performance
Evaluation Documentation
Preparation
18. In 2008 the Richland City Council adopted a strategic plan,
“Seven Keys to Unlock our Future”
19. Tools Used to Transform Richland’s Culture
Organizational Goals and Strategic Plans
• Developed a strategic plan with stakeholder input
• Established clear performance expectations for
executives based on Jim Collins’ Good to Great
• Changed weekly meeting structure to focus
on shared responsibilities
• Introduced “undiscussables”
20. Tools Used to Transform Richland’s Culture
Individual Performance Planning
• Executive team led competency model development
for all leaders
21. Competency Model Development
• Input gathered from supervisors, managers, and
executives
• Built upon existing shared values
E
M
• Asked, “What does exceptional S
leadership look like in Richland?”
Foundational
Competencies
Shared Values
22. Richland’s Competency-based Performance
Management Model
EXECUTIVE
COMPETENCIES
- Manage to the Future
MANAGERIAL - Have a Global
COMPETENCIES Perspective
- Display Political and
SUPERVISORY - Develop Effective Intra- and Inter- Business Acumen
COMPETENCIES Departmental Relationships
- Manage Resources Effectively MANAGERIAL
- Foster Teamwork - Think and Plan Strategically COMPETENCIES
- Prioritize Work and Commitments
- Drive for Team Results SUPERVISORY SUPERVISORY
- Manage Employee Performance COMPETENCIES COMPETENCIES
FOUNDATIONAL COMPETENCIES
Use Technical/Functional Expertise Communicate Effectively
Be Accountable for Performance Work Safely
Provide Excellent Customer Service
TEAMWORK, INTEGRITY, AND EXCELLENCE
23. Tools Used to Transform Richland’s Culture
Individual Performance Planning
• Executive team led competency model development
for all leaders
• Management team developed performance evaluation
linked to strategic plan and competency model
• Annual collaborative expectation-setting
meeting in January is used to set
performance goals
24. Tools Used to Transform Richland’s Culture
Feedback, Adjustment & Documentation
• Employee Self Assessment completed twice per year
• Mid-year evaluation provided with comments required,
without ratings
• Goals adjusted based on shifts in
the environment
25. Tools Used to Transform Richland’s Culture
Feedback, Adjustment & Documentation
• Increased use of Performance Improvement Plans
• Individual and group coaching with struggling
supervisors
• Soon, implementation of an online
tool for managing performance
26. Tools Used to Transform Richland’s Culture
Performance Evaluation Preparation & Discussion
• Provided a comprehensive guidebook to the evaluation system
• Training at start of year on goal and expectation setting and
using the competency model to give feedback
• Training at mid-year on leading mid-year feedback
conversations
• Training at year-end on applying the
rating scale, writing comments, and
delivering the evaluation
27. Trends in Performance Management
» APOPs
» Integrated goal setting processes
» Linking performance management to competency
models
» Focus on “the conversation”
30. Marnie E. Green
Management Education Group, Inc.
480-705-9394
mgreen@ManagementEducationGroup.com
www.ManagementEducationGroup.com
Twitter: @MarnieGreen
Notas del editor
These are a few of the books that have been written in the past few years calling for the end of the performance evaluation. I’ve read them and they all say the same thing…which I agree with.Rather than doing the evaluation TO the employee once a year, which often ends in surprise, disappointment, anger, or just indifference, we should be having regular conversations with employees, setting clear expectations, coaching them to be wildly successful, and recognizing that success when it occurs. However, I also believe, as do most HR professionals and employment law experts, that a formal process is critical to documenting the employee’s contribution. If done well, the employee appreciates it as recognition and as a record of their good work. The manager benefits because she knows she is providing the formal support the employee needs to grow, and the organization benefits because it has a method for proving its decisions and for tracking progress over time.So, long live the performance evaluation!! Let’s finish this up for today.