Performance Planning and Review

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Performance Planning and Review

• Science and/or Art?

• Gina Borza, UBC
• Kristen Corrigan, Trinity Western
• Julie Stockton, UBC

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What will today look like?

• Setting the context
• group activity in pairs
• video clip
• Review of the 2 models
• An applied perspective from a manager
• So what?
• Your turn!

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A brief history of performance feedback

• Appraisal
• Competency based
• Critical
• Attitudinal
• Normative
• Measurement scales
• Transactional

• Development
• Strength based
• Appreciative
• Behavioural
• Contingent
• Change requested
• Transformational

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UBCs story
Intent / Purpose What we measure and why Who owns
the process So what?
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Purpose To address these challenges

• Lack of engagement between employees performance
  and organizational goals
• Performance not effectively managed
• Inability to create a performance-driven culture

• Outcome
• Rewards ineffective
• Talent leaves
• Jeopardizes organizational future

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In other words. To create systems and
infrastructure supportive of a coaching culture
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Management Belief System

• Coaching Model
• Engaging individuals
• Empowering individuals
• Creating a safe space
• Recognizing strengths
• Preventing problems
• Being the resource for collaboration

• Traditional Model
• Managing for results
• Controlling actions
• Creating fear of consequences
• Focusing on gaps/errors
• Solving all the problems
• Being the source of approval

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Whats the difference?

• Prescriptive
• Passive
• Coercive
• Requirement
• Draining
• retrospective

• Creative
• Active
• Collaborative
• Engaging
• Energizing
• generative

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In essence, We measure development and
engagement
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Self Coaching Questions

• What expectations am I communicating by the way I
  treat employees?
• Am I limiting employees through the assignments I
  give and the challenges I offer?
• Am I stretching and advancing my employees
  capabilities?
• Do I provide enough opportunities for continued
  development?

Where are your opportunities to enrich these?
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Trinity Westerns Story

• Science and/or Art?

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Purpose of the system

• Answers key questions
• employer
• employee

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Questions the employee wants answered

• How do I know what the priorities are for my
  role?
• To what may I say no?
• What resources may I access
• Within what constraints must I operate?
• How does all this fit in to what I will do in the
  future?

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Questions the employer needs answered

• How will we accomplish our mission and achieve
  our vision?
• What principles/values are essential to our
  culture?
• What do we really expect of our divisions, teams,
  individual contributors?

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Before you start

• What documents exist to drive responsibilities
  and priorities?
• Organizational (mission, vision, values,
  strategic plan)
• Divisional (Division charter / strategic /
  tactical plans)
• Group / team specific (Team charter, tactical
  plan, benchmarks)
• Individual (data for gap analysis, position
  description, previous performance plan, review)

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Who owns the process?

• The employee The supervisor
• When system is new probably more driven by
  supervisor
• Needs to transition to shared ownership

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Performance and Development Review Cycle
Performance Planning
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Annual Reviews
Work toward goals
3-B
2
Quarterly reviews (semi-formal)
Ongoing coaching feedback
3-A
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Performance Planning

• Clearly define standards of performance or
  performance expectations including
• Measurable goals (quality, quantity, etc.)
  S.M.A.R.T
• Interpersonal / relational competencies link
  to demonstration of Core Values

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Performance Planning

• Gap analysis planning
• Strategy to close knowledge and skill gaps
• Strategy to build toward career goals

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Ongoing coaching feedback

• Leaders coach
• Assess readiness
• Provide direction, clarification, timely
  feedback, shared problem solving, empowerment,
  etc.

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Quarterly Reviews

• Informal
• Opportunity to catch people doing something
  approximately right
• Praise progress
• Plan, coach, redirect, etc. to close performance
  gaps

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Annual Performance Reviews

• No surprises!!!
• Contribution by both supervisor and staff member
• Leads to planning for next cycle

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One Managers Story
Challenges Process Discoveries Learning Key
Message
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• Im not going to tell you what I think Im not
  doing well at, and have you write it down and put
  it in my file for future use.
• UBC staff person, March 2004

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Our challenges..

• Resistance!
• Fear negative meaning, negative experience using
  traditional model
• Not part of the culture experienced once during
  initial probationary period
• We dont do that here.

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Now what?

• Process of understanding
• Beliefs? Values? Assumptions?
• Trust Building
• Dialogue. and more dialogue
• Revealed beliefs values
• Emphasized intentions
• Self as model

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Now what?

• Discovered new UBC model took workshop
• Other people using new model
• Shared traditional model and new model with
  staff

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Now what?

• Gain experience using new model
• Peers
• Staff from another unit
• Self
• Integrated the questions into our conversations

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Now what?

• Keep Dialogue Alive
• Watch
• Respond to Readiness

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Discoveries

• Ownership
• Possibilities

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Learning.

• Engage with readiness.
• Start where theyre at tailor the model to meet
  the individual.
• Support people in their ownership.

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One Key Message.

• Using (or developing) a model like this?
• Develop your users / managers to
• practice the art of being in the performance
  planning process.

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The art of being in the process

• Engaging in meaningful dialogue
• Creating opportunity for reflection
• Personal awareness
• Empowering others

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• . its constructive and proactive. What I enjoy
  most is the focus on my goals and my development,
  and feeling supported, instead of just being told
  what Im doing wrong.
• UBC staff person, March 2005

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Science and/or Art?

• Yes

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Large or small? Does it make a difference?

• No
• Its all about Readiness

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Are you clear about your purpose?

• Grow the culture you want
• Permission to say no
• Permission to make mistakes
• Shared ownership
• Trust building
• Meaningful dialogue
• Create a system that advances the organizations
  vision and goals

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Are you clear about what youre trying to measure?
Whats important?
goals
?
values
vision
leadership
personal growth
Professional growth
engagement
performance
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Who owns the process?
We all do