Workforce Priorities HOW TO ATTRACT, HIRE, AND RETAIN THE RIGHT - - PowerPoint PPT Presentation

Workforce Priorities

HOW TO ATTRACT, HIRE, AND RETAIN THE RIGHT PEOPLE FOR TODAY’S BEHAVIORAL HEALTH WORLD

Managing Employee Performance

PRESENTERS:

GLENN COUROUNIS, Independent Consultant EDYE SCHWARTZ, Independent Consultant NAOMI WEINSTEIN, ICL, Inc.

Strategic role of HR

Managing Employee Performance Does the organization have a culture that ensures:

• the right people
• with the right skills
• do the right things
• to get the right results
• and will WORK WELL with you

Key Question

What is Performance Management?

• A process by which managers

and employees work together to plan, monitor, and review an employee’s work objectives and overall contribution to the

• rganization, and provide

feedback as necessary.

• Or, helping people do the work

you need them to do

Manager’s Perspective

Set and communicate goals Develop job related skills Monitor and assess employee performance Provide encouragement or corrective feedback, as needed Offer opportunities for two-way feedback

Employee’s Perspective

The foundation of a strong performance management system is a trusting relationship between a supervisor and a staff person.

The foundation of a strong performance management system is a trusting relationship between a supervisor and a staff person.

• Provides a safe environment for feedback
• Allows supervisor to understand staff person’s underlying

priorities and motivations

• Helps staff person recognize their role in the team and
• rganization
• Supports a culture of accountability

Creating a Culture of Accountability

• Clear expectations
• What outcome are you seeking?
• Clear capability
• Does the person have the needed skills and resources?
• Clear management
• Have systematic checkpoints been established?
• Clear feedback
• Is there an open channel for communication?
• Clear consequences
• Are the rewards and consequences spelled out?

Managing for Performance…and Results

• Define responsibilities
• Set expectations
• Plan goals
• Develop outcome

measures

• Assess performance
• Effective conversations
• Feedback
• Listen
• Delegate
• Review
• Recognition
• Motivate

Plan for Performance Coach & Lead Develop & Inspire

Good Feedback: Manager’s Perspective

• Focus on actual behaviors, not personality
• Prepare in advance, when possible
• Ensure employee understands your expectations
• Explore what might be getting in the way of desired

performance

• Be open to the employee’s viewpoint
• Recognize that your way may not be their way
• Make sure your own behavior is consistent with your

message

• Determine next steps for the employee to improve
• Talk optimistically about the future

Feedback and Human Nature

It’s all about the approach….

We dislike… But we like…

Being corrected Learning new skills Looking bad in front of

• thers

Getting help when we needed it Being “told” something Having meaningful dialogue Criticism Having our good work acknowledged

• Past orientation
• Personal focus
• Negative tone
• Problem-oriented
• Creates “unsafe” feeling
• Future orientation
• Behavior focus
• Positive tone
• Solution-oriented
• Creates “safe” feeling

Here’s what you did wrong. Here’s how you can do better next time.

Criticism Constructive Feedback

Developing Staff

• Connect regularly
• Identify and highlight employee’s skills
• Look for opportunities to stretch, learn, and grow
• Elicit ideas, including how to solve problems
• Encourage to make own decisions
• Give autonomy (allow to make mistakes)
• Explore staff’s interests, and connect to resources of interest

(including “networking”)

• Encourage to attend training workshops
• Provide supportive feedback as needed
• Celebrate wins

Catch People Doing Something Right!

• Go out and “play catch”
• Find something you’ve seen

them do well

• Praise as timely as possible

afterwards

• Behavior that gets recognized

gets repeated!

Growth Opportunities

Out-facing job tasks

• Writing publications
• Representing agency at

external meetings

• Conference presentations

Relationships

• Mentoring
• Role modeling
• Job shadowing
• Networking

Job tasks - internal

• “Stretch assignments”
• Job enlargement
• Job rotation
• Transfers, promotions
• Special projects
• Temporary assignments

Training and education

• Tuition reimbursement
• Training workshops

Addressing Isolated Concerns

• Answering questions
• Problem solving
• Coaching or feedback
• Additional training
• Corrective action, when

needed

Progressive Discipline

Performance improvement Letter for improvement Written warning Suspension Discharge

Corrective Action

• Focus on the behavior, not the employee
• Clear expectations between manager and employee
• Establish actions to improve performance
• Lead to correction (not necessarily punitive)
• Define consequences if no improvement made
• Hold employees accountable for their actions

Three Kinds of Staff

High Performer

• Recognize good

work

• Provide

development

• “Re-recruit” them to

the organization

Mid Performer

• Support good

performance

• Strive for greater

consistency

• Nudge towards

“high performer”

• Opportunities for

growth

Under-Performer

• Identify root

concerns

• Plan for

improvement

• Is formal Corrective

Action needed?

• Move up or move
• ut

Supporting and Developing a High Performer

• Make sure they know where organization/department is

going

• Recognize their contributions (financial rewards, special

growth opportunities)

• Articulate their unique value or exemplary contributions
• Explore what will help them stay with your agency (eg:

Stay Interviews)

• Stretch assignments – special projects, responsibilities,

exposure, promotions

• Express your appreciation for their good work regularly!

Supporting a Mid Performer

Goals

• Retention (avoid departure)
• Strengthen performance further

Strategies

• Provide lots of guidance and feedback
• Express appreciation
• Develop their confidence and consistency
• Clarify what it takes to become a high performer
• Explore barriers to consistent excellence
• Is it a solvable issue? (More training,

understanding, mentoring, approach?)

• Support their growth

Hostile interactions with clients

Some performance issues are more chronic…

and must be addressed

• Impacts team
• Takes up valuable time
• Affects client outcomes
• Jeopardizes compliance

Chronically late… Incomplete documentation Negatively impacts group morale

Managing Underperformers

Step 1

• Don’t ignore the problem. It

won’t disappear!

• Give serious thought to

what’s causing the problem

• poor job fit
• lack of skills
• unclear expectations
• employee approach

Managing Underperformers

Five Step Coaching

• 1. Explain what you’ve observed, how it has impacted the

team, that you want to help

• 2. Engage the person in acknowledging there is an issue

and brainstorming solutions

• 3. Are they open to making changes? Are they ready to

engage in coaching?

• 4. Jointly develop a plan and resources needed, monitor

the plan, and follow-up

• 5. Explain consequences for lack of improvement and

hold them accountable

Is It the Right Fit?

Talk with your staff person…

• Are you bored, disengaged, or feeling

undervalued?

• Can you master the tasks and responsibilities
• f your job?
• Are you getting enough feedback or support?
• Do you feel confident about how you do your

job?

• Do you often feel frustrated by this job?
• Are there aspects of this job that don’t align

well with your personality or strengths?

• Is there something we can do to help you

improve your performance?

• Do you think this position is a good fit for your

skills and interests?

Options for Next Steps

• Continue to work on issue (within a specific time

frame)

• Switch roles or departments to achieve a better match
• Resignation (after having a couple of days to think

about it)

• If don’t resign, let them know you may begin

the disciplinary process immediately

Performance Evaluation Systems…

• Assess what is meaningful and

important (connected to agency goals)

• Recognize performance strengths with

positive feedback

• Identify gaps and provide constructive

plans for improvement

• Linked to individual’s personal goals
• Refer to progress made as a result of

feedback or corrective action

• Not just once a year - provide frequent
• pportunities for monitoring and

dialogue

Performance Evaluation information should never be a surprise!

Content Specific Performance

Person-Centered

• 1. Shared decision making
• 2. Avoid “labels”
• 3. Adjust services to reflect

individual’s priorities

• 4. Strengths-focused
• 5. Person-determined goals and
• bjectives

Recovery

• 1. Support skill development
• 2. Identify and resolve barriers
• 3. Help clients find own solutions
• 4. Promote social connections
• 5. Encourage school, jobs, and

volunteer activities Trauma

• 1. Offers past trauma as explanation

for challenging behaviors

• 2. Use de-escalation strategies
• 3. Help develop coping strategies
• 4. Offer choices
• 5. Anticipate trauma triggers

Whole Health

• 1. Teach self-advocacy skills
• 2. Focus on social determinants
• 3. Medical explanations for unusual

behavior

• 4. Encourage wellness and preventive

care

• 5. Focus on social determinants

Managing for Performance

• Work with employees to set expectations
• Assign tasks that are doable and within employee capabilities
• Give the authority to accomplish goals
• Provide regular opportunities for feedback
• Provide training, coaching, and resources as needed
• Consider possible fears or concerns, and barriers in reaching goals
• Ensure performance meets expectations
• Provide support, as needed
• Hold staff accountable
• Monitor progress and provide meaningful assessments
• Recognize, appreciate and celebrate solid performance

Coming up…

• Employee engagement (October 1)
• Pre-employment screening tool package (October 15)
• + resources