How Am I Doing?

Raising the Bar on Performance Management

Lynn Hoffman Library Operations Manager Brown County Library

Act 10 was the catalyst for our look at performance management, along with other personnel policies.

WORK RULES COMMITTEE

We put together a system-wide staff committee to make the most of having a clean slate. Our Ground Rules set the tone for our conversations.

Ground Rules
No eye-rolling
One conversation at a time Be on time

Treat each other with respect

Don't interrupt let others express themselves In this room, we're all on the same level leave your title at the door Every idea is a good idea talking about other people's ideas makes them even better ideas Speak clearly and distinctly for conference calls

Identify yourself when you speak for those participating remotely

Have RESPECT for ideas, people, and time Listen to what other people are saying pay attention

Grievance process Complaint process Harassment policy Existence of unions Attendance Personal appearance Use of library services by staff Employee conduct (including confidentiality, prohibited conduct) Pay, including overtime/comp time Work hours and schedules, including flex time Work breaks/meal breaks Seniority Health/Dental/Life Insurance Pro-rated benefits for part-time staff Vacation time Casual leave or Sick time Long-term and short-term disability Retirement contributions Holidays

Other leave (bereavement, jury duty, etc.) Uniform allowance Mileage reimbursement Applying for internal positions Probation Job descriptions and classifications Volunteers Performance appraisals Disciplinary action Separation from employment/termination Rehiring staff members Emergency closure of the Library Emergency call-back Staff development Culture of positive work environment -staff are respected & valued -expectations both ways Employee Assistance Program

Performance reviews have a bad reputation for a reason.

Bad review forms are a big part of the problem.

Annual reviews lead to one-a-year feedback.

If supervisor work on reviews just sits in a drawer, youd be little better than if you shredded it without looking.
10

9
8 7 6 5 4 3 2 1

6.3

6.8 Average Worksheets Completed Percent Who Completed 10 or More

47%

17%

18%

0
Acknowledged Shredded Ignored

What are performance appraisals for?

Meeting expectations Constructive criticism Positive feedback Training needs Promotion Pay raise, bonus Face-to-face Review accomplishments Set goals Personal growth Written documentation Brainstorming Big picture

What are performance appraisals for?

The ultimate purpose of performance appraisal in any organization is to improve the performance of the organization.

Performance Management
Aligns employee performance to organizational objectives Communicates performance expectations to employees for shared understanding Recognizes and acknowledges good performance Identifies areas where employee development would improve performance

Its more than a form!

RATINGS
Supervisors are human. As much as rating systems try to be unbiased and consistent, the people who use them cant help but be subjective.

10.0

8.5

RATINGS
Picking categories for rating leads to onesize-fits-all forms that dont end up fitting anyones job.

RATINGS
Even if you include thoughtful narrative comments, people zero in on the ratings, especially the scores that stand out.

FEEDBACK
Feedback should be constant and on-going. When its time for the review, there shouldnt be any surprises.

FEEDBACK
Feedback should be a two-way conversation, not a one-way delivery from the top down.

FEEDBACK
Beware the Feedback Sandwich! Putting negative feedback between two compliments conditions people to be suspicious of praise.

REVIEW DISCIPLINE
Keep discipline, merit pay and promotion out of the performance management process.

Feedback Should Be:

Descriptive rather than evaluative Specific rather than general Focused on things the employee can control Well-timed Checked to ensure it is understood Owned by the giver Based on observed behavior

BRAT/BRET
For Something Positive Why? Business reason For Something Negative Business reason

When?
Where? How?

Often / Immediately
Publicly or privately BRET Behavior: Be specific. Reactions: Ask for theirs, then give yours. Effects: Describe the effects of the behavior on you, the team, the organization. Thanks.

Immediately
Privately BRAT Behavior: Be specific. Reactions: Ask for theirs, then give yours. Alternatives: Ask for theirs, then give yours. Thanks and Tracking.

Tracking Feedback

PERFORMANCE MANAGEMENT
As much as possible, make the performance management process collaborative. People are more likely to follow-through with goals they had a hand in setting.

Our old job descriptions were very general, and didnt include any information about expectations or standards of performance.

We overhauled job descriptions and made them the basis for performance management.

Essential Duties: Duties are grouped by major area Each area includes a time estimate

Knowledge, Skills and Abilities: Use consistent language from job to job

Expectations: Identify standards for performance Describe the how of the job

The Basics of Performance Management

Performance and Development Planning
Clarify responsibilities and expectations Establish objectives for the year

Interim Coaching Formal Performance Appraisal and Development Review

The Brown County Library

Plan

PERFORMANCE MANAGEMENT MODEL

Review

Coach

Our process starts with a worksheet to help employees think about their jobs and their performance as they get ready to plan. They trade sheets with supervisors a couple days before their review meetings.

The Performance Plan walks the employee and supervisor through the conversation. After coaching and feedback through the plan period, the Performance Review recaps the result of the plan, and then looks forward to the next plan period.

We continue to gather feedback and update our process.

CULTURE CHANGES
Creating our performance management process using the Work Rules Committee, and going through the process, has helped to build trust and raised the profile of feedback.

Their form + Your form? Your form + parts of Their form? Their job description + Your expectations?

WHAT CAN YOU DO?

Ask whats most important in your current form or job descriptions, and see if theres a compromise that will meet that need while addressing yours.

WHAT CAN I DO?

Focus on feedback. The act of making on-going feedback part of your culture will improve employee engagement.

WHAT CAN I DO?

Focus on those aspects of peoples jobs and performance that has the most direct impact on quality service.

www.browncountylibrary.org
Lynn Hoffman Library Operations Manager Brown County Library 515 Pine St. Green Bay, WI 54301 Hoffman_LM@co.brown.wi.us (920) 448-5808