Revised When To Manage Performance
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This document discusses distinguishing between culpable and non-culpable employee behavior and focuses on managing non-culpable behavior, which presents a greater challenge. It outlines three common performance scenarios: issues with new employees, good employees experiencing a sudden drop in performance, and poor performers. For new employees, the manager bears responsibility to provide proper training, follow-up, and address any issues in the probationary period. For currently good employees whose performance suddenly drops, the manager should consider workplace changes and personal issues, show empathy, and offer temporary adjusted objectives if needed.
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Performance managementUniversidad Galileo, Catedratico Titular
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This document discusses performance management in multiple contexts. It defines performance management as using data for business improvements by integrating data sources, distributing personalized information to employees, and empowering fact-based decision making. It also discusses analyzing company and individual performance, having consistent goals and expectations to define good and poor performance, and giving regular feedback. Finally, it outlines standards of acceptable and unacceptable employee behavior and performance factors such as job competency, quality of work, and interpersonal skills.Ad
More from Denise Tucker (15)
My Map Introduction
My Map IntroductionDenise Tucker
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My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.My Map FAQ
My Map FAQDenise Tucker
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My MAP is an initiative at MMG that uses online assessments and feedback from managers to create customized learning plans for employees to develop competencies and advance their careers; it identifies an employee's current skill levels, provides development opportunities, and guides employees towards their goals over 1-5 years with annual reviews; the program is voluntary but requires manager approval and involvement to access training and development resources.Revised Role Of The Coaching Manager
Revised Role Of The Coaching ManagerDenise Tucker
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The document discusses the important role that managers play in coaching and developing their employees. It highlights research that found the top 10 drivers of employee performance could all be linked back to the behaviors of their direct manager. As a manager, it is important to motivate, develop, coach, lead by example, encourage, challenge, empower, and discipline employees. Providing guidance, support, solutions, and encouragement while also focusing on objectives and recognizing achievements is key to the manager's role as a coach. Additional research found that poor coaching and development from managers was the main reason employees left their jobs.Revised Performance Review Process
Revised Performance Review ProcessDenise Tucker
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The document discusses a performance review process that involves regular check-ins between managers and employees to assess performance, provide feedback and coaching, and set goals. It recommends using a "Red Light, Yellow Light, Green Light" strategy to categorize performance as below average, average or top contribution. The process involves reviewing performance data, documenting strengths and areas for improvement, setting SMART objectives, and providing feedback and expectations for improvement.Revised Performance Meetings For Poor Performers
Revised Performance Meetings For Poor PerformersDenise Tucker
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This document provides guidance for managers on addressing poor performance with employees. It recommends first arranging a meeting to clearly identify performance concerns and goals for improvement. If no improvement occurs, a second meeting should be held to reiterate issues in writing and establish expectations and a timeline. Regular follow up meetings every 1-2 weeks should then be used to coach the employee and acknowledge any progress, with the goal of improving performance. If improvement is still not possible, discharge may be considered.Revised Overview Of Performance Reviews
Revised Overview Of Performance ReviewsDenise Tucker
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This document provides an overview of performance reviews and management. It discusses that performance management is a process to ensure goals are met efficiently by looking at job descriptions, standards, expectations, ongoing dialogue, evaluation, and appraisal forms. It aims to achieve organizational outcomes, promote competent employees, improve marginal performance, help poor performers, and terminate chronic non-performers. The purpose is also to align individual goals with corporate objectives, increase manager-employee communication on performance, and identify employee strengths and areas for improvement in a fair and consistent manner. However, most traditional performance management systems are flawed as they rate too many employees as average or above average and do not provide tools to address poor performance or critical feedback. The document advocates for an alternativeRevised Objective Setting
Revised Objective SettingDenise Tucker
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The document discusses how to write SMART objectives that are specific, measurable, attainable, results-oriented, and timely in order to effectively plan work and measure progress, provides examples of poorly written objectives that are too broad or not measurable, and illustrates well-written objectives that clearly define who will do what by when and to what standard.Revised Managing Your Strong, Average & Poor Performers
Revised Managing Your Strong, Average & Poor PerformersDenise Tucker
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The document provides guidance on managing strong, average, and poor performers. It advises challenging and rewarding strong performers while setting clear expectations for average performers. For poor performers, the document recommends addressing concerns immediately, focusing on improving performance, and establishing realistic goals in a fair but firm manner.Revised Keys To Successful Performance Review Meetings
Revised Keys To Successful Performance Review MeetingsDenise Tucker
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The document provides guidance on conducting effective performance review meetings by outlining best practices for preparation, the review discussion, rating techniques, and things to avoid. It emphasizes setting clear expectations, measuring performance objectively, providing feedback and coaching regularly, and ensuring two-way communication between the rater and employee. Tips include notifying employees in advance, being specific about performance, listening to employee input, and leaving the meeting with next steps.Innovation Crossword Answers
Innovation Crossword AnswersDenise Tucker
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This document provides the answers to a crossword puzzle about innovation and technology terms used during a Torstar HR Learning Day. It lists 20 terms related to concepts like discovery, invention, productivity, change, knowledge, development, research, experimentation, communication, growth, and culture.Presentation David Stein Rypple
Presentation David Stein RyppleDenise Tucker
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David Stein discusses innovation and how his company Rypple innovates. He defines innovation as creative solutions to real problems that result from study and experimentation and can be implemented. Rypple innovates in their product, design, and business model. Their innovations include social software that makes feedback easy and challenges the traditional performance review model. Rypple focuses on innovations being easy, social, and quick to adopt. They embed innovation in their culture by embracing failure as a learning opportunity and allowing autonomy to experiment.Presentation John Walker George Brown College
Presentation John Walker George Brown CollegeDenise Tucker
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This document summarizes information about a culinary school and its brand. It discusses that the school has over 1300 students in its Chef School program and over 1600 in its School of Hospitality & Tourism Management. It also has over 7500 students in its continuing education programs. The school prides itself on having graduated over 13,000 full-time students since 1967 and having international partnerships in Italy, India, Panama, and China. It also discusses the school's focus on innovation, experiential learning opportunities such as industry externships and its on-campus restaurant called The Chefs' House.Presentation Don Duval Ma Rs Discovery District
Presentation Don Duval Ma Rs Discovery DistrictDenise Tucker
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MaRS Discovery District is a non-profit innovation centre located in downtown Toronto that connects science, technology and social entrepreneurs with business skills, networks and capital to create successful global businesses. It was founded in 2000 by 12 business leaders to capitalize on the research strengths of the area. MaRS provides advisory services, education, market intelligence, capital, engagement opportunities and talent services to early stage science, technology and social purpose ventures.Presentation Marieke Van Dijk Clc
Presentation Marieke Van Dijk ClcDenise Tucker
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The document is a presentation by Marieke van Dijk for Torstar on embedding innovation in the workplace. It discusses defining innovation as a mindset rather than big projects, barriers to innovation like risk aversion, and how human resources can support innovation through culture change, like creating a risk-tolerant environment that values creativity and failure.Ad
Revised When To Manage Performance
- 2. Performance Management Distinction Distinction between Culpable & Non-culpable Behaviour: Culpable Behaviour: Controllable or blameworthy behaviour Misconduct such as tardiness, AWOL, insubordination Managed through progressive disciplinary action Non-culpable Behaviour: Innocent or involuntary behaviour Lack of or unproven misconduct (low productivity, frequent mistakes, failure to do the job) Manage through non-disciplinary; counseling/support Failure to meet requirements of the job without any identifiable or observable behaviours
- 3. Performance Management Distinction Both culpable & non-culpable are part of performance management Our focus will be on dealing with non- culpable behaviour Presents a greater challenge Generally more involved & takes longer to resolve
- 4. Three Common Performance Scenarios 1. New Employees 2. Good Employees with a sudden drop in performance 3. Poor Performers
- 5. Performance Concerns - New Employees Ask Yourself: Do they understand the expectations of the job? Do they have the correct tools to do the job? Are performance objectives aligned with critical elements of the job? Do they have the knowledge, skill & ability to do the job? Did they receive adequate training? Are they a good fit? **These issues should be dealt with in the probationary period.
- 6. Performance Concerns - New Employees Greater responsibility on the manager Orientation Extra training Encouragement & regular follow up Review Job Description Deal with issues in probationary period
- 7. Good Employees Performance Suddenly Dropped Ask Yourself: What changed in the workplace? (New role? New supervisor? New coworker? New customer?) Meet with employee to discuss concerns Address issues promptly Has the employee made you aware of changes in their personal life? (financial hardship, illness, divorce, death in the family, etc.) Practice effective listening to determine cause Show empathy, provide support Offer EAP services
- 8. Good Employees - Performance Suddenly Dropped When necessary, revise targets for objectives & allow time to resolve issues After a reasonable period of time, meet with the employee again & reinstate target objectives Should the employee not provide a explanation for the drop in performance, maintain accountability for all objectives