Objectives:

1
Performance Development Planning

• Objectives
• Align individual effort with organizational plans
  (pull in the same direction)
• Establish clear expectations
• Reinforce good performance so it will continue
• Minimize/ correct poor performance
• Help shape great performers from good performers
  (focus)
• Increase communication between managers staff
• Provide focus on individual growth and development

• Standard Elements
• Each position to have expected key roles goals
• Connected to development through
• competencies, skills, and knowledge needed
  to
• deliver expected results plus individual
  strengths
• Recommended three manager staff member
• meetings in the cycle (one at minimum)

2
Performance Development Planning
Key Roles determined for position
Manager meets with staff member to review plan
Manager observes, gives feedback to staff member
on goals
Staff member drafts goals objectives for each
role
Needed competencies, skills, knowledge, abilities
are determined
Manager/ staff member assess strengths/needs
Staff member drafts development plan Strengths,
needs, interests
Manager meets w/ staff member to review
results against the plan
Manager meets w/ staff member at midpoint of
review cycle to discuss progress
Staff member seeks feedback (manager, peers,
reports, customers)
Manager gives staff feedback on Part II
Manager gives staff feedback on Part II
3
Performance Development Planning

• External research conducted by Development
  Dimensions International

4
Performance Development Planning

• External research conducted by Corporate
  Leadership Council

• A-Level Drivers of Performance in Rank Order
• Fairness and Accuracy of Informal Feedback
• Risk Taking
• Emphasis on strengths (in formal review)
• Employee Understanding of Performance Standards
• Internal Communication of Performance Culture
• Managers Knowledge of Performance
• Opportunity to Work on Things You do Best

5
Performance Development Planning
Key Roles/ Expectations determined for position

• Determining Key Roles
• Focusing questions
• What are the main reasons the position is needed?
• What are the broad categories of work for the
  position?
• What are the basic, integral outcomes that are
  expected?
• How does this position add value to the
  organization?
• Usually the key roles are described in a few
  words
• The roles/expectations do not have to be within
  the control of the job, but should be heavily
  influenced by it

6
Performance Development Planning
Staff member drafts goals objectives for each
key role

• Drafting Goals and Objectives
• Using the key roles as categories, staff members
  in the job draft goals and objectives
• Goals and objectives are written to flesh out
  each role
• Should be specific, measurable, actionable,
  relevant, and time-specific (SMART)
• Frequently, the goals and objectives form the
  plan for achieving the expected results
• A test for specificity is whether or not the
  manager and staff member will know when the goal
  or objective has been reached

7
Performance Development Planning
Manager meets with staff member to discuss
goals objectives

• Discussing Goals and Objectives
• This is the first manager- staff member meeting
  in the performance management cycle
• The purpose of talking through the goals and
  objectives is revision based on the discussion
  and a mutual understanding of the body of work to
  be performed
• The manager should be evaluating the goals and
  objectives regarding their completeness in
  delivering the expected results
• Any barriers, obstacles, or enablers should be
  discussed
• This discussion should challenge the individual,
  but should also help keep the plan grounded in
  reality

8
Performance Development Planning
Manager observes, gives feedback to staff member
on objectives

• Effective Feedback
• All feedback should be timely, specific, and
  balanced.
• Feedback should be based on expected outcomes and
  how staff is progressing toward those outcomes
• Needs to be specific and focused on a particular
  action or pattern of actions, or words.
• Feedback should include a context, a particular
  action or speech, and the result. Feedback for
  improvement should also include an alternative
  course of action and why the alternative would
  have been better.
• Feedback should be forward focused how to apply
  learning to future situations.

9
Performance Development Planning
Manager meets w/ staff member at midpoint of
review cycle to discuss progress

• Midpoint Review
• This is the second manager staff member meeting
  in the performance management cycle.
• The meeting should be scheduled by the manager in
  a closed office setting, where focused dialogue
  can occur.
• The manager and the staff member discuss the
  progress so far against the agreed- upon work
  plan.
• Both parties use the principles of giving and
  receiving feedback effectively. The manager
  should use the opportunity to gain feedback about
  his/her leadership.
• Any necessary alterations to the plan are made at
  this point.

10
Performance Development Planning
Staff member seeks feedback from peers,
reports, customers

• Seeking Feedback
• Feedback from peers, direct reports, and
  customers (both internal and external) provides
  additional perspectives on effectiveness.
• These perspectives, combined with self-assessment
  and managerial feedback, provide a foundation to
  perform as effectively as possible.
• The staff member should catalog the feedback for
  reference when meeting with the manager at end of
  the cycle.

11
Performance Development Planning
Manager meets w/ staff member to discuss
appraisal and ratings

• End of Cycle Review
• This is the third (and final) manager staff
  member meeting in the performance management
  cycle.
• The meeting should be scheduled by the manager in
  a closed office setting, where focused dialogue
  can occur.
• The manager and the staff member discuss how
  effectively expected results were achieved.
• The manager assigns a rating for each key
  role/expectation.
• The manager and staff member discuss possible
  changes to the plan for the following performance
  cycle.

12
Performance Development Planning

• Appendices

13
Basic Principles of Giving and Receiving Feedback
What is feedback? A good working definition is
as follows Feedback is someone elses perception
of your behavior.
14
Basic Principles of Giving and Receiving Feedback
Why is feedback important? Feedback exposes
blind spots, allows us to understand other
peoples perspectives, helps us make course
corrections earlier, makes us aware of
opportunities for growth. It also helps us
understand how to meet the needs of others more
effectively.
15
Basic Principles of Giving and Receiving Feedback
Why does it seem so hard to give and receive
feedback? Most of us have either been given the
task of giving feedback without really knowing
how to do it, or we have received feedback from
someone who didnt do it well or didnt have our
best interests in mind. Also, most people
actually have an inflated view of their
performance.
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Basic Principles of Giving and Receiving Feedback

• How do I get better at giving feedback?
• Use complete, behavioral examples so that it is
• understood
• Focus on the behavior, not the person (mitigates
• defensiveness)
• Make it Specific, Balanced, and Timely
• Specific if it is too vague, it cant be acted
  upon
• Balanced share both types of feedback to build
  trust
• Timely usually within a week of the
  occurrence,
• but not while emotions may
  still be high
• Use both types of feedback
• Positive or reinforcing
• Redirecting or feedback for improvement

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Basic Principles of Giving and Receiving Feedback

• How do I get better at receiving feedback?
• Keep it in contextit is about someone elses
• perspective (wouldnt you rather know?)
• Understand that there are other perspectives as
• well, but each perception is important
• Remember that it is not about youit is about
  your
• behavior
• It is important! Without it, one can continue
  down
• the wrong path or miss opportunities for growth

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Basic Principles of Giving and Receiving Feedback

• How do I get better at receiving feedback ?
  (contd)
• Practice by asking for it. Ask others to share
  with you the answer to these simple questions
• What should I continue to do?
• What should I start doing?
• What should I stop doing?

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Basic Principles of Giving and Receiving Feedback
Remember one of the most effective ways to help
others succeed is through feedback.
20
Performance Development Plan
The Ladder of Inference

• We live in a world of self-generating beliefs
  which remain largely untested.
• We fail to have productive dialogue because we
  feel that
• Our beliefs are THE truth
• The truth is obvious
• Our beliefs are based on real data
• The data we select are the real data
• Sometimes known as the Process of Abstraction,
  this tool helps you understand the thinking steps
  that can lead you to jump to wrong conclusions,
  and so helps you get back to hard reality and
  facts.

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Performance Development Plan
The Ladder of Inference
Key questions to ask What is the observable
data behind that statement? Does everyone agree
with what the data is? Can you run me through
your reasoning? How did we get from that data to
these abstract assumptions? Did you mean to say
that your interpretation was x, instead of x
being the observable data?

• Three ways to use the Ladder
• Become more aware of your own thinking and
  reasoning
• Making your thinking and reasoning more visible
  to others
• Inquiring into others thinking and reasoning
• Seek to balance all three ways to increase
  productive dialogue over time within the context
  of an ongoing relationship

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• Clouds Six Character Essentials
• The ability to connect authentically to create
  and maintain the complete trust of those around
  them
• The ability to be oriented to the truth to be
  able to see and face reality, to seek feedback to
  learn about their blind spots
• The ability to work in a way that gets results
  and finishes well to produce the right outcomes
• The ability to embrace, engage, and deal with the
  negative resolves or transforms problems and
  issues and problem people
• The ability to be oriented toward growth focused
  on growing the company, other people, and
  themselves
• The ability to transcend their own interests and
  give themselves to larger purposes motivated to
  be a part of something bigger than themselves

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Unique Individual Value Chart