3/21/2017 OVERVIEW OF PRESENTATION Performance Management Systems: - - PDF document

3/21/2017 1 Performance Management Systems: Getting the Band to Hit Their Notes!

Brenda L. Marrero, Esq., Deputy Director of Operations—CLS Kathleen Creamer, Esq., Managing Attorney, Family Advocacy Unit—CLS

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OVERVIEW OF PRESENTATION

What do we mean by “performance management”? Benchmarks Effective Systems and Tools How and Why Professional Development Guides Performance Management

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OVERVIEW OF PRESENTATION

 Professional Development  Setting the Stage  Supporting the process  Aligning with Program Mission, Team Needs and Personal Strengths

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OVERVIEW OF PRESENTATION

 Performance Management Challenges  The Marginal Performer  The Intransigent Performer  The Under‐skilled Performer  Finding the Time to do Performance Management

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LET’S DEFINE THE SYSTEM

 Performance Management Systems—it’s NOT about the annual evaluation  What system does your office have in place? Does it work? Why/why not?

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IN PRACTICAL SIMPLE TERMS…

Think of the swim coach who doesn’t check in on their swimmer other than at meets; or the parent who only looks at the report card but does not bother to check homework during the year… It’s about an ongoing dialogue, an ongoing check in on progress, affirmative inquiry

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SETTING THE STAGE

Supervision that Sets the Stage for Quality Evaluations AND professional growth: What can I do to ensure…..

• Employees have
• Autonomy
• Sense of Purpose
• Opportunities to Master Skills
• Employees Feel Trusted and Respected
• Employees Understand and are Committed to Program Mission
• Employees See a Path for Career

Growth Audience Question: What do you do to set the stage before evaluation? How do you incorporate these goals into daily management?

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BENCHMARKS OF AN EFFECTIVE SYSTEM

 Goal Setting  Competency Framework  Coaching/Feedback  Performance Reviews  Development Plan  Alignment with Program Mission/Goals  Reward Performance

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GOAL SETTING

 Performance management systems are created to develop an employee’s fullest potential— how?  Goal setting  Regular check in—how are they doing? Reset goals?  Does individual have tools to reach goals and succeed?

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SETTING PERFORMANCE GOALS

Goals Should Align with Program Mission, Team Mission, Employee Strengths and Potential

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SETTING PERFORMANCE GOALS

Align Goals with Program Mission  What is our agency’s mission?  How does this employee’s work fit with the mission?  How can we define goals together that further the mission?

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SETTING PERFORMANCE GOALS

Align with Needs of Team

 Who is our team?  How does this employee fit into our team?  What unique skills/contributions does this employee have to bring to the team?  How can we define goals that fit with  the needs of the team?

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SETTING PERFORMANCE GOALS

Align with Needs of Team

 How is our team functioning?  Do employees feel valued for team contributions?  How can we strengthen our team?  How do you ensure that each employee feels like a valued team member?

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SETTING PERFORMANCE GOALS

Align with Strengths of Employee Starting Questions:

• What does this employee love to do?
• What is this employee good at doing?
• What is this employee’s least favorite thing to do?
• What is the employee learning to do that excites

them?

• What does the employee want to

learn to do?

• What other opportunities does the

employee want?

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COMPETENCY FRAMEWORK

 Competency Framework  You want to develop highly skilled advocates who will then best serve our clients  Use a comprehensive framework to?  Set goals  Support  Establish and follow timeline

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COACHING/FEEDBACK

 Appreciative Inquiry (AI) Method  The process of consciously focusing on the best in individuals  Affirmative approach—affirm past/present strengths, successes  Exploring, discovering, and asking questions to see new potential and possibilities  Do you do this now?

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PERFORMANCE REVIEWS

 Incorporate AI into systems and tools

 Look at your performance review tool—what questions does it ask?  Do you have employee do self‐eval?  Do you do a 6 month check in?  Do supervisors get evaluated?  Performance reviews should incorporate the goals you set, the framework you established, and develop a work plan

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DEVELOPMENT PLAN

 Ask supervisee to develop 2‐4 development goals meant to:  Improve performance  Grow expertise  Build on strengths  Move them out of their comfort zone (i.e. new projects, complex litigation)

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REWARD PERFORMANCE

You have now created ongoing dialogue, affirmative approach, positive morale, engagement in the work Find ways to reward the individual’s performance—what are some ways you do this now?

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PROFESSIONAL DEVELOPMENT

 Your system has resulted in:  Goal setting and how to meet those goals  How to improve skills  How to engage the individual—coaching, affirmative inquiry, development plan  Productive communication  Positive morale

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PERFORMANCE MANAGEMENT CHALLENGES Performance Management Challenges The Marginal Performer The Intransigent Performer  The Under‐skilled Performer

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PERFORMANCE MANAGEMENT CHALLENGES

Overall Tips for Performance Management Challenges  Be curious, not accusatory  Assume the employee wants to and is capable of succeeding  Find out what barriers the employee sees to meeting basic expectations  Find out what barriers the employee sees to doing their best work  Be clear about expectations  Be clear and specific about places where the employee is not meeting expectations  Ask what support or training would help the employee succeed  Make a clear plan for follow up

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PERFORMANCE MANAGEMENT CHALLENGES

Example: Jane has been a practicing attorney for 4 years. She started with a lot of energy but for the past year or so she has only been doing the bare minimum. She is adequate in her client representation, but often turns down cases, so her caseload is lower than the rest of the unit. As part of her job, she is expected to participate in community education, but she rarely does so. You have tried engaging her in policy discussions and have invited her to help other attorneys strategize around their cases, but she often fails to respond to emails and other unit members have stopped looking to her for help.

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PERFORMANCE MANAGEMENT CHALLENGES Jane’s performance review is coming up.

• How do you help her set goals?
• How do you help her re‐engage with the work?
• How do you give her feedback in her

evaluation?

• How do you establish benchmarks for her

success?

• What kind of follow up do you plan?

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PERFORMANCE MANAGEMENT CHALLENGES

Example: John is a senior attorney who has been performing well for

• years. Recently, when reviewing his files as part of his annual

performance evaluation, you notice a lot of key requirements are missing. Most files are missing retainer agreements. There is little evidence of communication with clients, even though the expectation is that a client receives written communication after every court hearing. His case notes are sparse, and you cannot tell what efforts he has made to communicate with the client or the opposing party. You know that John is aware of your expectations for record keeping and client communication.

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PERFORMANCE MANAGEMENT CHALLENGES

Example: Jamie is a paralegal who has been with your office for two years. You hired her to assist attorneys with cases, and also do conduct regular community education

• sessions. She is excellent with her clients and assists in

case preparation well. However, she has only done one community education session in the past year. Your

• ffice’s grant promises that you will conduct at least
• ne community education session per month, and you

do not have other staff to take on this responsibility.

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PERFORMANCE MANAGEMENT CHALLENGES Jamie’s performance review is coming up.

• How do you address the lack of community

education work?

• How do you establish benchmarks for success?
• What kind of follow up do you plan?

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FINDING THE TIME  One of the biggest barriers to effective performance management is making the time for it  Audience Question: How do you make the time for performance management?

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FINDING THE TIME  Tips  Don’t Reinvent the Wheel—there are great tools already out there  Use the Right Tool for Your Program  Make Supervisee Do Some of the Work!  Self‐Evaluation  Work Plans  Schedule Evaluations far in Advance  Give Ongoing Quality Feedback And Support

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FINDING THE TIME  Make performance management system part

• f the culture of your agency

 Everyone knows what to expect, time frames are followed, it becomes known and necessary part of day to day  Ideas for how this can be successful cultural shift?

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Community Legal Services, Inc. of Phila 1424 Chestnut Street Philadelphia, PA 19102 Brenda L. Marrero, Esq. bmarrero@clsphila.org Kathleen Creamer, Esq. kcreamer@clsphila.org

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