Title: About Dr' Kella Price, SPHR
1About 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
2Performance 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
3Why 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)
4Topics
- Developing managers to give quality feedback
- Coaching techniques
- Achieving a higher level of performance
- Performance appraisals and IDPs
- Retaining employees
- Using industry best practices
5Key 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
6Role of the manager in performance improvement
7H.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
8Discretionary resources
- Resources and work conditions
- Assignment of tasks
- Training opportunities
- Scheduling
- Recognition
- Exposure to decision-makers
- Work locations and work partners
9Helping Managers Analyze their Team
- Performance
- Potential
- Level of urgency
- Incentives
- General Performance issues
10What discretionary resources and incentives do
you have available?
11To get high performance
- Embrace change
- Shared vision
- Develop people
- Change organizational structure
- Support risk
12Use customer focus
- As a driver in change process
- Customers most positively impact (41) energy
levels at work (Attiva, 2005)
13Lexis 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)
145 Steps for Performance Problems
- Intensify hands-on approach
- Diagnose the problem
- Prepare for performance intervention
- Script, rehearse, and conduct intervention
- Aggressive follow-up
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16Getting 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)
17Intensify Hands-on Approach
- 1-2X per day
- Smaller goals
- Shorter deadlines
- Clarify expectations
- Have the subordinate rephrase
18Why 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
19Rome 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
20What is your company doing to stimulate good
performance?
21Industry 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)
22Coaching and progressive discipline as training
tools
23Starting 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?
24Coaching
- Ideally
- 15 minutes with each direct reports a day
- At least
- Coach direct reports 1x/week
- Teamwork between manager and training/HR
25Coaching daily
- Are there problems that need spotted
- Are there problems that need solved
- Resources to identify
- Resources to gather
- Is there anything unclear
26Spell 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
27Coaching 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
28What is your company currently doing? How can
your company improve the quality of the coaching
from your management team?
29Progressive 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
30Performance Plan for Improvement
- Employee behavior (use specifics)
- Company policy or performance standard
- Impact to stakeholders
- Plan to improve
- Follow-up
31Considerations
- 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?
32Why 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)
33Prepare 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)
34Prepare 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
35What is your company doing to ensure a successful
performance evaluation?
36Industry 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
37IDPs 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
38Develop 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)
39What is your company currently doing? How can
your company use IDPs to engage employees?
40Industry 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
41Rewarding 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
42Keys 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
43Flexibility 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)
44What is your company doing to recognize employees?
45Integrating 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
46How 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
47Engaging 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)
48What is your company doing to engage employees?
49Summary
- Developing managers to give quality feedback
- Coaching techniques
- Achieving a higher level of performance
- Retaining employees
- Using industry best practices
50Industry 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
51Industry 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
52Industry 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?
54Dr. Kella Price, SPHRPrice Consulting
GroupKPriceConsulting_at_aol.com252-622-8119