This is a private group for participants in OPM’s pilot “Performance Management for HR Practitioners” training.
Week 5 Discussion: Monitoring and Developing
November 16, 2012 at 10:24 pm #173038
Watch the two scenes, below. Then, answer the questions that follow.
What aspects of this meeting went well?
What aspects of this meeting went well?
Did you notice any nuances or differences between the planning and mid-year meetings? If so, what?
Provide your answers below by typing your response in the text box below and hitting “Add Reply.”
March 25, 2013 at 7:20 pm #173136
Jeanette Guardia-de JesusParticipant
Test Test Test Jenny
March 25, 2013 at 7:21 pm #173134
First meeting went went well. Supervisor was able to dialogue with HR and express concerns.
March 25, 2013 at 8:02 pm #173132
Jeanette Guardia-de JesusParticipant
I think that the supervisor was not prepared to have discussion with his boss about the employee. He should have been able to catch the part for training – and not wait for his boss to mention it. He could have been a little more positive with the employee and make recommendations as to how to help her improve. The first scene was ok – the second one was not good. The supervisor needs training on how to communicate to his employees and to his higher management.
March 28, 2013 at 5:55 pm #173130
Working working 🙂
March 28, 2013 at 5:57 pm #173128
Really enjoyed hosting this week’s session – what did people think about the videos?
March 28, 2013 at 5:58 pm #173126
Any thoughts on the second video?
March 28, 2013 at 6:01 pm #173122
Good catch – agree that didn’t hear about the other employee who had problems with Shelley. Would have been good to ask about that
March 28, 2013 at 6:03 pm #173120
Good tips – any suggestions on type of training to improve communication with employees?
March 28, 2013 at 6:07 pm #173118
Did others notice the change in wardrobe?
In video 1, the supervisor is wearing a suit and tie. In video 2, he is more casual.
Perhaps it is a sign he is more comfortable with the HR coach/manager which is a good example that trust is being built.
March 28, 2013 at 6:09 pm #173116
Theresa (Teri) EriksenParticipant
Both discussions had positive elements. I’m impressed by the improved attitude from the supervisor. It sounds like he’s actually talking to his employee; and taking time to plan and provide feedback. In particular, the second segment gave me hope regarding the communication that is occurring. He and the employee set specific objectives, and the supervisor has been tracking her work and understands her circumstances.
Performance management is, at its heart, how we support employees in achieving success. Providing feedback early and often is key, particularly when an employee is new to a task or struggling. Success is a win for the employee, the supervisor, and the mission.
Someone else pointed out that the supervisor should have thought of training. My take on his reply is that he is open to suggestions. He is listening, which isn’t something we saw him do in the past. He sees his employee as a person, an individual with specific leadership needs.
Finally, these clips caused me to remember what Ken Blanchard said (in paraphrase): “Situational leadership isn’t something you do TO your employees, it’s something you do WITH them.”
March 28, 2013 at 6:09 pm #173114
I noticed the same thing. He did seem much more comfortable in the second scene and was receptive to feedback from his coach.
March 28, 2013 at 6:12 pm #173112
I really like that final quote from Ken Blanchard you mentioned Teri!
March 28, 2013 at 6:17 pm #173110
Supervisor is more engaged and seems to be sincere.
March 28, 2013 at 6:18 pm #173108
Great comment Theresa. I like your ideas on performance management as a win/win/win.
Any other tips of the monitoring and developing phase?
March 28, 2013 at 6:19 pm #173106
Anything folks see that was missing in the meetings?
It would have been nice to hear a mention of IDP for the year and how growing the employee.
March 28, 2013 at 6:20 pm #173104
What a difference!
Good to see the supervisor being able to communicate both with HRD and with his employee. In the first video, I was impressed that he wanted to write good objectives and was asking for assistance. The second video showed a supervisor more at ease, confident. Maybe he was a new supervisor in the first session and was just learning his role. He seems to have it now.
March 28, 2013 at 6:21 pm #173102
Anything you’d like to have seen in the meeting that didn’t occur?
March 28, 2013 at 6:22 pm #173100
Not sure why…but I don’t hear anything. I’ll try from another computer
March 28, 2013 at 6:25 pm #173098
Give it a try in another computer & let me know if you have any more problems
March 28, 2013 at 6:26 pm #173096
The first meeting really focused on the personal problems and not really on the employee’s performance.
The manager seems much more confident as well.
March 28, 2013 at 6:30 pm #173094
Cynthia Frazier GilbrideParticipant
I concur with Norma’s assessment…the supervisor seemed have more of a positive attitude and understanding of his role as a supervisor.
March 28, 2013 at 6:39 pm #173092
Scene 1 – The manager admitted that he was not communicating as well with the employee initially and also realized later that the employee was having some communication issues as well. I like that the manager accepted responsibility for his role and requested assistance in writing clearer objectives.
Scene 2 – The manager seemed more prepared to discuss the employee with the supervisor. By providing clearer objective the employee appeared to have thrived during the past 6 months. The manager was apprehensive about additional training due to past experiences however his supervisor was able to give him an option to assist – He suggested decreasing the employees workload to allow her to focus on training. The supervisor also provided an excellent tip on motivating the employee – he suggested letting the employee know that her improvements have been noted. Providing feedback both positive and negative is crucial in the work place.
Both planning meetings afforded the manager the opportunity to request assistance with dealing with a not so stellar employee. I feel the supervisor provided excellent feedback and gave the manager the necessary support in dealing with issues in the workplace.
March 28, 2013 at 6:41 pm #173088
Agree on your point – “Providing feedback both positive and negative is crucial in the work place.”
Any tips for supervisor to improve for next time?
March 28, 2013 at 6:43 pm #173086
The manager seems much more willing to invest his time and attention to the employee this time. He did more listening and that is always a good thing. He was more open and seemed better prepared, as well as enthusiast about his role.
The second video he still seemed positive about the experience. yes, he should have known about training, but he was willing to accept that as an option, and again he listened and not allow his bias to reject an opportunity for the employee as he did in the past.
March 28, 2013 at 6:44 pm #173084
Theresa (Teri) EriksenParticipant
Regarding the IDP, I think we tend to get stuck in the mud on developmental activities by thinking of “training” as being all about going to classes. Both the employee and supervisor are growing via the communication they are developing. The supervisor is providing coaching and specific developmental activities related to the tasks being assigned and clarified. How often do we throw a training class at employees and assume that they are “fixed”? It isn’t the class that will transfer knowledge, but rather the day-to-day implementation of the learning. If the current IDP, whether formally written or informally known, includes learning a new system, then it may work to provide co-workers to support the learning and, now when that strategy isn’t getting it done, look for more formal training. What ever it takes for that specific employee to integrate the concepts into practice. Golly, I sound so preachy today!
March 28, 2013 at 6:46 pm #173082
Video 1: supervisor acknowledged that the supervisor-employee relationship involves two parties and therefore he should be more patient with his employee. Supervisor indicated he had frequent performance discussions with the employee, so the employee wasn’t surprised by the employee. The supervisor’s increased communication with the employee has improved his understanding of the employee and her challenges at work. The supervisor had an interest in setting clear performance objectives for the new appraisal period.
Video 2: supervisor put in a lot of time at the planning stage. He worked with the employee to set and communicate clear objectives. He’s considering ways to help the employee improve her skills by sending her to training. That shows an investment in the employee.
March 28, 2013 at 7:03 pm #173080
*looks like I can’t get sound when I use our telework portal =(
This meeting seemed to go well because the manager actually took time to find out what was wrong with his employee (Shelly) and her behavior. He acknowledged that the counseling sessions have worked and the employee was not surprised of her raining. As far as her behavior, he acknowledged that they both needed to work on some things with their behavior, but were able to work it out. He also learned more about how she works and took the time to understand her.
I liked that he asked for help in writing “specific” objectives for her performance plan..and he was trying to align them with what he has to accomplish as a supervisor.
March 28, 2013 at 7:07 pm #173078
In this video, the manager expresses how the employee’s attitude has changed ever since he’s begun providing feedback and tangible goals. The employee now knows exactly what is expected of her and what her manager is looking for.
The employee is now seeking help with her learning the data system. The manager is willing to adjust her workload in order so that she can actually complete the training.
I think the relationship between the two better because they understand one another now.
March 28, 2013 at 7:07 pm #173076
Stella C ForbesParticipant
I noticed the same thing as well. I believe this is an indication of the level of trust towards the HR advisor. It’s evident that the HR consultant has provided a safe zone for the supervisor to not only be able to freely express his thoughts and feelings but also to be able to dress comfortably for the session.
I truly believe that to be effective HR consultants, HR professionals must gain the trust and confidence of managers by providing a safe environment for sensitive discussions such as employee performance.
March 28, 2013 at 7:19 pm #173074
Stella C ForbesParticipant
There’s a number of courses out there regarding giving and receiving feedback. HRU has a course on “Difficult Conversations”. I’ve seen a course on “Crucial Conversations” as well. These are all courses that revolve around the challenges of giving performance feedback.
The SkillSoft courseware in our agency LMS (LearningLink) also has a number of Business Skills courses which include a wide variety of communications courses. Most agencies have access to SkillSoft courseware.
March 28, 2013 at 9:07 pm #173072
We teach Crucial Conversations here, and you’re right that a course that can provide some form of “template” that the supervisor can use to plan, imagine and use during the performance meetings is useful. Something like Crucial is more geared when you expect the conversation to be hard or highly emotional.
March 28, 2013 at 9:13 pm #173070
someone ealier in this thread mentioned IDP — and I think that should be done. And something that I’ve found helpful on both sides of the conversation — after a training or other developmental activity, talk about what the employee got out of the activity, what insights, and how they will apply those insights to their own development; then follow up on that a short time later, as in “so you were going to do.. as a result of that activity. How’s it working out? Any thing to do differently? seeing a difference?” This works for both a situation when the training/activity is to improve a performance issue or when the activity is for personal growth.
March 28, 2013 at 9:15 pm #173068
Ina Odessa ShawParticipant
the first video, the supervisor took notice that he assisted the employee by communicating clear and concise information to her by telling her what she needed and how to go about fixing the problem.
the second video, his supervisor should not have had to tell him to communicate how much she had improved and to adjust her workload so that she could take the necessary training to get her up to par on the program.
April 2, 2013 at 12:47 pm #173066
Week 5 – Catching up.
Open communication and less of a rushed approached to managing performance. This supervisor has learned to leverage internal resources in order to positively impact staff and performance. I noticed a significant change in attitude and behavior, as well as his ability to provide the feedback and resources necessary for improvement. He has enhanced his supervisory skills and competency – making him a better supervisor.
April 2, 2013 at 1:27 pm #173064
The discussion is a huge improvement from the previous clips. The supervisor worked with HRD and his employee. This teamwork provided a positive experience. The supervisor was more relaxed and prepared.
April 2, 2013 at 8:44 pm #173062
HR could have inquired more to obtain rationale for supervisor’s indication that he has not seen much progress. Supervisor seems to be more confident. He does recognize that objectives need to be more specific and has asked for assistance in that regard. Supervisor appears to be very open to constructive feedback, i.e. training – HR indicated that work should be adjusted to allow the employee time to complete the training on the job.
April 2, 2013 at 8:47 pm #173060
With respect to the second video, supervisor is open to adjusting the employee’s work to allow her time to complete the training. The supervisor seems to be very confident in addressing the performance problem when HR indicated that he should prepare a task list and he inquired regarding assistance with writing specific objectives and he is open to giving the employee praise for what she has done correctly.
April 5, 2013 at 11:13 am #173058
Paula A. GarrityParticipant
The supervisor seems to have made significant improvements over time. He is willing to take responsibility for his own actions (e.g., being short-tempered), and is seeking guidance to develop specific performance objectives for the employee. He’s also taking time to plan and provide feedback on a regular basis. In addition, he seems to be more open to listening to the employee’s concerns regarding her difficulties with a coworker, but didn’t mention any actions he took to resolve that situation and make it possible for Shelley to improve her performance.
In the mid-year meeting, the supervisor seems willing to take advice from the DHR regarding options for adjusting Shelley’s workload to accommodate training and provide praise for noted improvements. His dress and demeanor also suggest that his arrogance has decreased, and he recognizes the need to improve his own supervisory skills. I think the most notable change over time is his willingness to listen — to both the DHR and the employee. This two-way communication is the key to performance management and situational leadership, and should go a long way toward helping Shelley improve her performance. I was a bit disappointed, though, that neither the supervisor nor the DHR addressed the possibility of an IDP to help Shelley develop needed knowledge, skills, and abilities.
April 5, 2013 at 6:18 pm #173056
Scene 1 –
I think the manager seems well prepared and engaged in the conversation. It was clear the meeting was planned for accordingly and not just an “after thought” or formality. The supervisor also seems to be aware of his own issues which is good.
Scene 2 –
This meeting was also well planned and both people seem to be engaged in the process. They are both parctining problem solving skills. The main difference in scene 2 and scene 1 is scene 2 is much more specific to identified problems, goals and objectives.
April 5, 2013 at 8:20 pm #173054
Scene 1. The manager came prepared for the discussion with the HR practitioner. The manager was more fair in the conversation tone. He took responsibility for his own actions while still holding his employee accountable for her actions.
Scene 2. The manager again came prepared to discuss his actions and concerns regarding his employee’s performance. Compared to the planning meeting, the manager was more prepared for the mid-year meeting. He mentioned he provided tangible, clear goals to his employee, more feedback since the planning meeting and recongized he needed guidance on how best to help his employee who was struggling to understand a system. Here the HR practitioner was able to quickly offer suggestions that the manager was willing to accept.
April 8, 2013 at 8:24 pm #173052
In first meeting the manager are ready to discuss the issue to the PR Pratitioner. During the discusion, manager has proof of to show that the employees improvement. In the second meeting, he only discuss the issue, during the discussion most of the issue was negative feedback.
April 9, 2013 at 1:24 am #173050
Patricia G AlexanderParticipant
scene 1: The supervisor recognizes the importance of preparing for the performance meeting. He asked for assistance in preparing the job objectives. He has conducted counseling sessions with the employee. He addressed employee issues and those were resolved. He recognizes his role in improving the supervisor-employee relationship.
scene 2: Prior preparation resulted in a positive meeting. The supervisor indicated employee happier since receiving regular feedback. Supervisor established clear expectations and objectives. He is open to given the employee positive feedback.
April 9, 2013 at 6:54 pm #173048
First Video –
The first counseling session looks liek it went really well. The manager said that he beleived that the performance management was a two-way street. He realized that he was being too short with Shelley and didn’t have enough conversations with her to found out what she was experiencing and what she needed to do the job. He said he realized that the change came when he started to comunicate with her more often: counseling sessions and discussions helped to break down the barriers. He said “I know more about how she works and what she thinks.” Now Shelley knows more about that to expect b/c they have these conversations more often. I also liked how the manager sought assistance with creating performance objectives with the HR Practitioner. This shows that he saw the HR Practitioner as a resource and trusted advisor.
April 9, 2013 at 6:58 pm #173046
2nd Video –
Big improvement – I thought the HR Practitioner had some really meaningful questions and suggestions for the manager (e.g., What do you think made Shelley show an improvement in her performance? Would training increase her skill?). He asked open-ended questions taht helped the maanger put into words the imrpovement he had seen, which helped him understand the progress that had been made by the steps he had taken. The manager mentioned that Shelley now has clear obejctives and now she knows she needs to do. Moreover, the HR Practitioner watned to encourage the manager to continue to communicate to the employee the positive progress that she made. I think that this was an important and meaningful suggestion to ensure the manager continued to reinforce to her that he was pleased with her progress.
The one thing that could’ve been dealt with was teh issue with the co-worker. It seemed like that issue was never addressed in both meetings. As the HR Practitioner, I would’ve watned to explore that a little bit further since it was brought up during both meetings.
April 10, 2013 at 3:26 pm #173044
I feel like both of these went better than a lot of the conversations I’ve personally had with supervisors. The supervisor appears to be interested, engaged, and willing to listen. It appears in the first one that he might not understand what a “performance” issue is as relates to the performance plan, but regardless, he wants to help the employee improve. In the second video, he has really seen what having specific objectives and communicating can do – it appears that the supervisor has really seen value from the performance management process!
April 10, 2013 at 3:47 pm #173042
Scene 1 – The supervisor recognizes and acknowledged that his behavior towards the employee was part of the problem.
The supervisor took the time to have a discussion with the HR Practioner to get assistance with drafting an appropriate performance plan/objectives prior to meeting with the employee.
Scene 2 – What a turn of events! The managers appears much more confident. He’s laid out clear expectations and the employee appears to be thriving and understands what’s expected. The HR practioner provided good feedback and tips to the manager on how to deal with the employee’s difficulty with learning the new system.
April 10, 2013 at 5:50 pm #173040
During the first meeting, the supervisor seemed to have little awareness about what factors are contributing to his employee’s under-performance. HR guided the supervisor along, suggesting different approcahes along the way.
The second video showed that the supervisor followed HR’s guidance, resulting in better planning and a productive mid-year performance review meeting with the employee.
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