..."When someone says he is hungry, if you give him a fish you will appease his hunger for a while, but if you teach him to fish you will give him a life time of appeasement.."
Knowing the process for the future is always good. Trust you will be able to see this document and evolve a method of tackling the situation by yourself. Being external we actually can't empathize wholely with whatever you say.
These are few of the faq's related to performance management..
Q: What is performance management?
Performance management is an on-going feedback process designed to help your staff grow and develop.
Q: Why do performance management?
· To acknowledge and affirm appropriate behaviors, to support staff in their endeavors, to teach, coach, counsel, where improvement is needed.
· Finally, to develop each of your staff member's potential.
Q: What are the characteristics of an effective performance management program?
· Specific Performance standards are established and communicated.
· Performance is appraised on the basis of results/output (quality, quantity, timeliness).
· Communication and feedback are provided on a continuing basis.
Q: How do you plan the performance management process?
Use a tool such as the performance roadmap to help you plan and execute each step. Develope a road map if you can't find one.
Q: How do you actually get started?
· Create written performance expectations and competencies with the employee
· Determine if a gap exists between skill level and expectations - if so, provide opportunities to bring skills up to expectations.
· Establish a system of on-going assistance, collaboration, and review.
Q: How do you begin gathering data?
· Determine what data collection methods to use: o For example, observe behavior, talk to customers, talk to the employee, talk to co-workers. Be sure to inform the employee up front.
· Communicate regularly with employees about how well they are meeting or not meeting the expectations and give specific examples; don't generalize.
· Collect data in a useable format such as notes from customers, notes to yourself, notes from employees.
Q: What are some examples of direct action that should be taken to communicate performance expectations?
· Give feedback promptly - identifying both strengths and weaknesses.
· Let employees know if they are not performing up to expectations as it occurs; don't wait several months or until annual review is due.
· Write down performance expectations and review them with employees.
· If the job has changed, make sure that the expectations have been updated and shared with employees.
· Work to develop a trusting relationship by creating an environment of mutual respect.
Q: How do you set the stage for the employee to prepare for the review?
Inform the employee of the process and insure that:
· A time and place convenient to both supervisor and employee has been reserved for the discussion.
· Enough time has been allowed for discussion.
· The employee is provided with a list of performance goals from previous review if still appropriate or of expectations if a new-hire.
· An opportunity is provided for employee to provide feedback on whether these expectations are still appropriate.
· The employee has reviewed the performance review tool.
· The employee is prepared to discuss future goals.
Q: Have you prepared yourself for the appraisal session? Did you...?
· Collect data and measurements.
· Compile key performance issues to include in performance appraisal.
· Write a first draft of the document.
· Practice with a trusted colleague if you have difficult information to share.
Q: How do you conduct the appraisal session?
· Use a quiet space, free of interruptions.
· Set the stage for open, comfortable, two-way communication.
· Reinforce positive behaviors.
· Lead the employee through a self-evaluation; refrain from interrupting with judgments.
· Review pre-determined goals and explore whether they have been met.
· If there is a gap between expectations and behavior; be specific and use examples.
· Reach agreement on past performance and plan for the future.
Q: How do you deal with a non-performer?
· Focus on specific behaviors and outcomes, not personality.
· If skills are deficient, provide opportunities to improve them.
· Obtain the employee's commitment to resolve the performance problem.
· Achieve agreement on how the employee will solve the problem(s).
· Agree on a plan to meet in the future to check progress. Document plans and agreements.
· Support constructive efforts: praise improvement and provide constructive feedback.
Q: What about confidentiality?
· Individual performance reviews are confidential and should be stored on private/not shared computer drives and in personnel folders/file cabinets with limited access.
· Outdated reviews should be shredded.
Trust this will help.