Video Transcript

The purpose of a performance appraisal  management or development section is to  keep all the information regarding  employees performance. Whether positive  or negative so you want to make sure you  have gathered all of it and are  safeguarded in this employee file that  you’re going to put together. By building  a history of positive or negative  performance you have the necessary  backup for promotions or terminations.  Again it’s important to have signatures  on performance documentation to prove it  has been discussed with the employee.  That doesn’t mean you’re asking them to  sign that they have accepted what you  said but you’re asking them to sign that  they’ve read what you’ve said. So let’s  talk about performance because what I  don’t want you to think is this is about  collecting data to terminate people.  That’s not the focus, the focus here is  to drive behavior and to get the  greatest productivity out of your  employees because they want to. So in  this section you’ll have performance  appraisals that you’ve done or I kind of  look at performance there’s appraisals  management and development kind of vapor  phase. The appraisal system that’s kind of older are those 0 to 10  or 1 to 5 or unsatisfactory to  satisfactory. Those are kind of  old-school in my mind appraisals. I don’t  think they’re the best that are out  there but as long as it works that’s  what matters.  There’s management systems where you  really just take a job description and  you give me guidance or feedback around  exactly what I’m doing there or there’s  the development ones where you’re  helping me grow and learn by putting  objectives in place that I need to  achieve. So there are different styles of  reviews that you can do so really think  about what makes sense for you. In this  section you might have letters of  recognition, performance improvement plan  we’re gonna talk about a minute and  disciplinary letters. So a while ago I  wrote this system for smaller  organizations and the idea is that you  have your job description your position  profile and your performance plan all  went lumped into one. This isn’t the only  style that I would use I think objective  programs are really effective but  depending on your organization’s size  and shape this might make sense for you.  So a job description,  so what I want to do is break this into  three sections so the job description is  the high level at the overall level of  the role. It’s just like say you’re  hiring a finance manager it covers the  scope complexity type of work knowledge  skills and experience required for the  role it’s used for benchmarking and  salary ranges and it changes only  fundamental if the fundamental job  changes. So you’ve got a section that  says job description and it says I’m  hiring a finance manager that has to  have this much experience has to have  this much education and that’s it.  Then  you’ve got the position profile and that  is specific to the role that they’re  doing to the actual job. They’re doing so  it could be one of the things that  they’re doing is they’re focusing on  cash flow it reflects the current  portfolio of duties. It’s brief but it’s  focused on roles and outcomes it’s  matched with a job description that the  key specifics are aligned. It’s updated  regularly as often as portfolio changes  and clear communication that changes are  expected and do not necessarily affect  communication.  Let me reframe it make it easier so  we’ve got a job description that says my  finance manager then we’ve got a  position profile that says in that I do  things like cash flow I do a pa are  possibly but if I change the position  profile that doesn’t necessarily mean  that that’s going to change my income. If  I stop doing a a p and a r and I do  something else  that doesn’t necessarily impact my  salary the only way that salary  necessarily would be impacted is if  there was a major change. But it’s really  indicative of the role itself which is  the finance manager so again you’ve got a finance manager who’s doing these duties  and then you clip on your performance plan to that and it’s detailed and  specific. Annual priorities for each so  ideally you’re doing a little bit of  development and management you’re  putting in some objectives. For me  it covers objective measurements of  success competencies and a personal  development plan. It’s reviewed a minimum  of three to five three to five times a  year. You know I know everybody’s busy  but the more you can check in on how an  employee is doing the better and it’s  aligned to organizational goal. That’s just one way to look at  performance I think you know for one  organization we did one that it was a  first nations organization and we did it  to the seven sacred teachings and they  then became the values and the  foundation of the performance program  it’s really quite fabulous so it’s what  makes sense for you for a company.  We did a casino game. There’s lots of  different ways to look at performance. The key I think bottom line is do your  employees actually engage in it. Are they  excited about being a part of it. Because  that means it’s working.  If they’re not  you might want to check the system  letter of recognition. Please catch  people doing great things and put it in  writing for them.  We’re always quick to catch them doing  things you don’t like so much and we put  in their writing so please catch them  doing great things and put it in writing.  So if an employee is having  challenges with an employee you’ve  already got their performance plan  working. You’ve got challenges with  your employees throughout the year. You’ve  talked to them a few times. You could put  them on a performance improvement plan  agreement to support them to be course-correct  and the difference between a pip and a  pipa is the performance improvement plan.  Agreement says they’re agreeing to  something so that you use a language  like agreement so you’re entering into  an agreement that they are going to work  with you and collectively you’re going  to work to increase their  portfolio. So they do a better job  disciplining. So if you’re gonna write a  disciplinary letter please make sure you  also close it so if you’re gonna put  something on my file as an employee and  of course correct it please make sure  you then give me a letter to say that  it’s closed employees that’ll stand open  in their minds for a long time. So in  summary performance have a system that  works for your organization ideally not  a subjective scale system rather a  development process one that fits your  intended culture, manage day-to-day  performance day-to-day and if an  employee needs a performance improvement  agreement make it meaningful and  measurable, help the employee succeed and  then properly close it,  ensure the systems you use drives  behavior equals organizational performance.  Everyone going in the same direction at  the same time to achieve organizational  goals I know for certain that employees  want to help you be successful so put in  meaningful systems to help them help you  do that. This has been an initiative of  the city of penticton economic  development department and I’m cori  from the performance group.