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About Dr' Kella Price, SPHR

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Title: About Dr' Kella Price, SPHR


1
About Dr. Kella Price, SPHR
  • M.B.A. and D.B.A. in business/HR management
  • Published research, most recently on stress, job
    satisfaction, and employee turnover
  • HR professional and CEO of Price Consulting Group
    with experience in human resources generalist
    functions, training and development, in
    restaurant and retail industry
  • Designed numerous training and development tools

2
Performance appraisals, coaching, and career
development strategies for engaging employees
  • Presented by Dr. Kella Price, SPHR / Price
    Consulting Group
  • KPriceConsulting_at_aol.com / 252-622-8119

3
Why is this so important?
  • High Performers deliver results 40-67 more than
    average employees (McKinsey et al, 1998)
  • Has significant impact on motivation and
    commitment (English, 2005)

4
Topics
  • Developing managers to give quality feedback
  • Coaching techniques
  • Achieving a higher level of performance
  • Performance appraisals and IDPs
  • Retaining employees
  • Using industry best practices

5
Key to successful performance
  • Managers get things done through others through
    motivation
  • You get paid for what your employees do, not for
    what you do
  • To do everything possible to help your employees
    succeed
  • If your employees fail, it is your failure

6
Role of the manager in performance improvement
7
H.O.T. Management (Tulgan)
  • Hands-on
  • Spend lots of time with direct reports
  • Spell out expectations, clear standards, define
    goals and deadlines
  • Hold reports accountable
  • Transactional
  • If you want rewards, you must perform
  • More they perform, more rewards
  • Good performance is the only option

8
Discretionary resources
  • Resources and work conditions
  • Assignment of tasks
  • Training opportunities
  • Scheduling
  • Recognition
  • Exposure to decision-makers
  • Work locations and work partners

9
Helping Managers Analyze their Team
  • Performance
  • Potential
  • Level of urgency
  • Incentives
  • General Performance issues

10
What discretionary resources and incentives do
you have available?
11
To get high performance
  • Embrace change
  • Shared vision
  • Develop people
  • Change organizational structure
  • Support risk

12
Use customer focus
  • As a driver in change process
  • Customers most positively impact (41) energy
    levels at work (Attiva, 2005)

13
Lexis Nexis
  • Used pulse survey to identify problems
  • Needed culture of innovation, positive thinking,
    and pro-activity
  • Values as a starting point (Person-Environment
    Fit Theory)
  • Involve employees in the process
  • (Eastmond, 2005)

14
5 Steps for Performance Problems
  • Intensify hands-on approach
  • Diagnose the problem
  • Prepare for performance intervention
  • Script, rehearse, and conduct intervention
  • Aggressive follow-up

15
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16
Getting engagement
  • Employees who get feedback are 2x more likely to
    commit to their organization (Strategic HR
    Review, 2005)
  • Perceived lack of management appreciation is a
    primary driver of decreased commitment and loss
    of productivity (DDI, 2004)

17
Intensify Hands-on Approach
  • 1-2X per day
  • Smaller goals
  • Shorter deadlines
  • Clarify expectations
  • Have the subordinate rephrase

18
Why remove low performers?
  • Get paid, soaking up rewards and resources
  • Cause problems good performers have to fix
  • Discourage high performers who hate to work with
    them
  • Send bad message low performance is an option
    here

19
Rome wasnt built in a day
  • Give them time
  • Recognize them (even during the race, progress)
  • Dont have a warped sense of achievement
  • failing by less is achievement
  • Thank them for achieving more
  • Positive talk, success not failure
  • Describe behavior
  • Occurs soon after achievement
  • Include a business benefit of the achievement

20
What is your company doing to stimulate good
performance?
21
Industry Best Practices
  • Communicate often with employees to clarify
    expectations
  • Provide front-line supervisors with performance
    training
  • soft skills critical
  • Train front-line managers
  • HR monitor review process for bias common in
    appraisals and ensure follow-up taking place
    (i.e.. horns or halo effect)

22
Coaching and progressive discipline as training
tools
23
Starting the conversation (Grenny)
  • State the facts, remove opinion
  • Talk tentatively
  • I was wondering why...
  • I am beginning to wonder if...
  • Encourage testing
  • Is that right?
  • Is that whats going on here?

24
Coaching
  • Ideally
  • 15 minutes with each direct reports a day
  • At least
  • Coach direct reports 1x/week
  • Teamwork between manager and training/HR

25
Coaching daily
  • Are there problems that need spotted
  • Are there problems that need solved
  • Resources to identify
  • Resources to gather
  • Is there anything unclear

26
Spell out expectations
  • Heres what I need you to do ....
  • I need it by....
  • And here are the guidelines....
  • Do you understand?
  • OK. Lets make sure we are both on the same page.
    What did I ask you to do?
  • Take notes during coaching session
  • Be as specific as possible

27
Coaching Face-to-Face Discussions
  • Get his or her agreement
  • Mutually discuss alternative solutions
  • Mutually agree on action taken to solve problems
  • Follow-up to measure results
  • Reinforce achievement when it occurs

28
What is your company currently doing? How can
your company improve the quality of the coaching
from your management team?
29
Progressive Discipline
  • Follow your organizations formal procedure
  • Regular written evaluations prevent workplace
    discrimination claims
  • Give employee a copy of what was discussed/agreed
    upon to track their progress

30
Performance Plan for Improvement
  • Employee behavior (use specifics)
  • Company policy or performance standard
  • Impact to stakeholders
  • Plan to improve
  • Follow-up

31
Considerations
  • How has it been handled in the past?
  • What is the company policy or procedure
  • Are the productivity standards reasonable and
    communicated
  • Is the employee at fault, or other factors to
    blame?

32
Why Performance Appraisals often fail
  • Lack of face-to-face discussion
  • Lack of preparation (manager or employee)
  • Mgrs dont know how to measure or rate
    performance
  • Forms too complicated/difficult to understand
  • Biased raters
  • Lack of follow-up afterwards
  • Only a once-a-year discussion, not ongoing
  • (Losyk, 2005)

33
Prepare Employees for Evaluation
  • Identify biggest accomplishment
  • Self-evaluation on appraisal form
  • Identify areas to improve
  • Changes to job that would allow better
    performance
  • What the manager can do to help effectiveness
  • (Losyk, 2005)

34
Prepare Manager for Performance Evaluation
  • Get documentation in order
  • Prepare to discuss action plan
  • Offer specific improvements and suggestions on
    how to improve
  • Allow ample time with each employee without
    distractions
  • Follow up

35
What is your company doing to ensure a successful
performance evaluation?
36
Industry Best Practices
  • Use progressive improvement plans to help
    employees, not to fire them
  • Train managers for success
  • Use an effective tracking system to ensure
    follow-up
  • Have a clear company policy in employee handbook
  • Use 360feedback often holds more weight than
    manager feedback

37
IDPs as a tool
  • Not just a once-a-year thing
  • Get their self-appraisal
  • Offer true developmental opportunities
  • Specific
  • Mutually beneficial tie-in to their long-term
    goals
  • Attainable

38
Develop Employees for results
  • No commitment if not given opportunities for
    career development
  • IDPs should address training activities and work
    experience for future roles
  • Organizations that counseled employees at least
    2x/yr have higher employee engagement (Cheese,
    2005)
  • Organizations with good leadership development
    programs have 19 better business performance
    (DDI, 2005)

39
What is your company currently doing? How can
your company use IDPs to engage employees?
40
Industry Best Practices IDPs
  • Use for management development company wide, not
    just with top executives (Toys R Us)
  • Use mentors to compliment IDP and help employee
    reach goals
  • Link to employees career path

41
Rewarding and Retaining employees
  • Most reward systems do not reward high
    performance
  • 81 say they do not receive awards for
    productivity
  • 60 say compensation wont increase if
    performance improves
  • 3 difference in the salary of average performers
    from outstanding

42
Keys to successful rewards and recognition
  • Ask employees what they want
  • Variety
  • Leaders responsibility
  • Informal recognition as key
  • Constantly change (fresh) appeal to more
  • High frequency (ongoing) DAILY
  • Recognize not just top performers

43
Flexibility to produce motivated employees at IBM
  • Job flexibility seen as a benefit, and allows
    better performance and responsiveness to
    customers
  • Reward productive employees with better work-life
    balance
  • 75 of employees say flexible work has positive
    effect on retention (Meredith, 2005)
  • 70 of employees say flexible work has a positive
    effect on staff motivation (Meredith, 2005)

44
What is your company doing to recognize employees?
45
Integrating corporate culture for engagement
  • Recognize and reward good performance
  • Establish a learning environment
  • Create knowledge-sharing communities
  • Manage culture of change
  • Provide opportunities to grow and develop

46
How W.H. Smith is engaging employees
  • Use of 3rd party survey to identify commitment
  • Examined psychological contract
  • Identified elements such as training and
    development opportunities and level of
    communication
  • Has significant impact on motivation and
    commitment (English, 2005)
  • Established clear career progression route and
    ensure open lines of communication with employees

47
Engaging employees is critical
  • Motivated employees more likely to go the extra
    mile and give effort beyond what is required
  • Employees must feel that they are getting
    something back from the organization in return
  • (English, 2005)

48
What is your company doing to engage employees?
49
Summary
  • Developing managers to give quality feedback
  • Coaching techniques
  • Achieving a higher level of performance
  • Retaining employees
  • Using industry best practices

50
Industry Best Practices Performance Appraisals
  • Use progressive improvement plans to help
    employees, not to fire them
  • Train managers for success Coaching 101
  • Have a clear company policy in employee handbook
  • Use 360feedback often holds more weight than
    manager feedback

51
Industry Best Practices Career Development
  • Use for management development company wide, not
    just with top executives (Toys R Us)
  • Use mentors to compliment IDP and help employee
    reach goals
  • Link to employees career path

52
Industry Best Practices Rewarding employees
  • Flexible rewards programs to enable customization
    for each employee
  • Variety - Constantly change
  • High frequency (ongoing) DAILY
  • Recognize not just top performers
  • More frequent awards programs (monthly or
    quarterly)

53
  • Thank You!
  • What are your questions?

54
Dr. Kella Price, SPHRPrice Consulting
GroupKPriceConsulting_at_aol.com252-622-8119
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