Hiring the Best Ch 17
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Questions and Answers

What is the primary reason many managers have underperforming departments, according to the text?

  • Failure to invest time in showing team members how to succeed (correct)
  • Inability of managers to properly evaluate talent
  • Lack of resources allocated to the department
  • Insufficient training given to team members

What is the intended effect of conducting CPR's with team members?

  • To assign blame for underperformance
  • To remove the need for year performance reviews
  • To create a detailed record of employee mistakes
  • To empower employees and foster a sense of value and security (correct)

During a new employees first month, how often should a manager meet for a brief CPR?

  • Twice a week
  • Once every two weeks
  • Daily
  • Weekly (correct)

What is a manager's primary responsibility regarding new hires?

<p>Turning new hires into successful and productive team members quickly. (B)</p> Signup and view all the answers

What is the first step to preparing for a CPR meeting?

<p>Establishing acceptable standards of performance (C)</p> Signup and view all the answers

What should a manager do when communicating performance standards to new hires?

<p>Share clear, achievable, and measurable performance standards on the first day. (C)</p> Signup and view all the answers

When should a manager document specific examples of performance, according to this text?

<p>At the end of every day (D)</p> Signup and view all the answers

Why does the text emphasize sharing performance standards on the first day of a new hire?

<p>Because this is the moment when the manager's explanation will have the greatest impact on the new hire. (C)</p> Signup and view all the answers

What should be included in an employee's CPR folder?

<p>Performance standards and critical incidents (C)</p> Signup and view all the answers

What is the main reason the text recommends using achievable and measurable criteria for new employees?

<p>To help new employees experience early success, which breeds more success. (A)</p> Signup and view all the answers

What is the purpose of Comprehensive Performance Reviews (CPRs) according to the content?

<p>To help new hires become productive, recognize stars, improve underperformers, and encourage the departure of troubled workers. (D)</p> Signup and view all the answers

What is the primary purpose of the 'Position Review' stage in a CPR meeting?

<p>To establish the meeting's parameters and build mutual commitment. (D)</p> Signup and view all the answers

During the 'Walking Through the CPR' step, what is the manager's main responsibility while the employee is sharing their self-evaluation?

<p>To listen carefully, demonstrate understanding, and avoid interjections. (D)</p> Signup and view all the answers

Which of the following is NOT a recommended practice when delivering feedback during a CPR?

<p>Using vague comparisons with an elusive ideal. (A)</p> Signup and view all the answers

When reviewing performance on critical responsibilities during a CPR, what should the manager do after the employee has explained their evaluation?

<p>Summarize and ask for confirmation, then offer their analysis. (D)</p> Signup and view all the answers

Which of the following is an example of a non-threatening question a manager could ask during a CPR?

<p>What are some positive things that have happened this week that you are familiar with? (A)</p> Signup and view all the answers

The text mentions "People respect what you inspect, not what you expect." What does this suggest about effective management?

<p>Managers must closely monitor their employees activities and behavior. (A)</p> Signup and view all the answers

What is the last step of the CPR, after planning developments and goals?

<p>A wrap-up. (A)</p> Signup and view all the answers

What are the three ways a manager can show support during a CPR meeting?

<p>By listening, using supportive language, and offering tangible help. (B)</p> Signup and view all the answers

Which of the following best describes the typical motivations of a 'plodder' employee?

<p>They focus on using their job as a means to support their personal interests and responsibilities outside of work. (C)</p> Signup and view all the answers

What is a key strategy for effectively managing 'plodder' employees?

<p>Ensure they have a consistent workload within their capacity and avoid pressuring them into learning new skills unless they desire to. (D)</p> Signup and view all the answers

Why is job shadowing or mentoring a potentially good strategy for recognizing a 'plodder' employee?

<p>It allows them to share their expertise and be recognized for their reliability and experience, within their comfort zone. (A)</p> Signup and view all the answers

Why should managers make an effort to connect with 'plodder' employees?

<p>To build positive relationships with all staff and enrich their understanding of different perspectives and motivations. (A)</p> Signup and view all the answers

What is the main purpose of conducting regular 'CPR' meetings with 'superstar' employees?

<p>To offer formal recognition and motivation, reducing the likelihood of unexpected resignations. (A)</p> Signup and view all the answers

What is the primary purpose of providing an opportunity for a new employee to add comments after discussing responsibilities?

<p>To give the employee a final chance to be heard (D)</p> Signup and view all the answers

Why is it beneficial to ask the employee for suggestions on the next steps in their skill development?

<p>It builds critical thinking skills and a sense of responsibility (B)</p> Signup and view all the answers

Why should goals ideally originate from the employee during the planning phase?

<p>It makes the employee more accountable (D)</p> Signup and view all the answers

What is the primary benefit of having the employee write down their plans twice?

<p>To reinforce commitment and create a paper trail (C)</p> Signup and view all the answers

Which of the following is NOT a method of skill development described in the text?

<p>Peer review sessions (C)</p> Signup and view all the answers

What is the suggested approach to job shadowing for a new employee, such as a salesperson?

<p>A week of shadowing followed by solo performance and alternating weeks (C)</p> Signup and view all the answers

What should a manager do if an employee's goals are unrealistic?

<p>Negotiate with the employee to raise or lower the levels (C)</p> Signup and view all the answers

What is the recommended frequency for CPR meetings with new employees during their first three months?

<p>Weekly for the first month, then twice a month for the second and third months (B)</p> Signup and view all the answers

Why does the text emphasize the importance of consistent coaching and review processes despite a manager's busy schedule?

<p>It improves a team's productivity and shared understanding (D)</p> Signup and view all the answers

What does the term 'paper trail' refer to in the context of the coaching process?

<p>Written records of plans and commitments (D)</p> Signup and view all the answers

What is the primary metric by which a manager's performance is evaluated, according to the text?

<p>The manager's ability to inspire individual commitment to shared goals. (C)</p> Signup and view all the answers

Why is it crucial for a manager to consider the ROI (Return on Investment) from a subordinate's perspective?

<p>Because employees' contributions are directly linked to what they receive. (A)</p> Signup and view all the answers

What does the text suggest as the most effective way for a manager to fulfill their job deliverables?

<p>Conducting regular Coaching and Performance Reviews (CPRs). (B)</p> Signup and view all the answers

Which of the following best describes the 'Tell, Show, and Involve' approach to coaching?

<p>A sequence that begins with sharing knowledge, progresses to practical demonstration, and ends with active participation. (D)</p> Signup and view all the answers

What should be the primary focus when a manager applies the 'Tell, Show, Involve' method with an employee?

<p>The needs of the individual and the group. (A)</p> Signup and view all the answers

What is recommended to foster an environment where staff members feel comfortable asking for help?

<p>Making the manager’s schedule flexible and easily accessible. (B)</p> Signup and view all the answers

Which category of workers are 'the backbone of your group' if handled correctly?

<p>Plodders. (A)</p> Signup and view all the answers

How can managers identify 'plodders' from their personnel files?

<p>By identifying individuals with long tenures, good attendance, and steady reviews. (C)</p> Signup and view all the answers

Why is it potentially a 'costly mistake' to view 'plodders' as 'troubled workers'?

<p>Because plodders can contribute valuable stability and consistency when properly managed. (A)</p> Signup and view all the answers

What is a suggested way for managers to show personal interest in their staff, beyond work-related inquiries?

<p>By sending related videos, blogs, or cartoons on the employee’s personal interests. (C)</p> Signup and view all the answers

Flashcards

First Day Onboarding

Performance standards and deliverables should be clearly communicated to new hires on their first day to ensure they understand expectations and start their journey on the right track.

Comprehensive Performance Reviews (CPRs)

Regular reviews that assess and evaluate employee performance, providing constructive feedback and opportunities for growth.

Supporting Underperforming Employees

Providing constructive feedback, guidance, and support to struggling employees to help them improve their performance and reach their full potential.

Creating a Productive Team

By establishing clear expectations, providing regular feedback, and supporting employee growth, you can create a highly functioning and productive team.

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Turning New Hires into Productive Team Members

Treating new hires as an investment, focusing on their success to improve the overall performance of the team.

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CPR (Continuous Performance Review)

A regular, structured dialogue between a manager and an employee, designed to provide feedback, support, and guidance to improve performance.

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Establish Performance Standards

Setting clear expectations and standards for each job role, outlining specific responsibilities and performance benchmarks.

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Critical Incidents

Regularly documented examples of excellent or poor performance, observed during daily work interactions.

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Self-Review Form

A tool used by the employee to self-reflect on their work, outlining their accomplishments and areas for development.

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Empowering Employees

A process of providing ongoing coaching, direction, and support to employees, helping them achieve their goals.

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Building Trust & Accountability

By regularly documenting and reviewing performance, managers build a stronger foundation for trust and accountability.

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Two-way Communication

Making sure both parties feel comfortable expressing their feelings, opinions, and concerns about their work is crucial for a successful CPR.

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Problem Identification and Solutions

Identifying areas for improvement and developing plans to address them, keeping in mind that everyone remembers criticism longer than praise.

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Specific Targets and Goals

Setting clear expectations and goals for the employee, based on specific and measurable targets, instead of vague comparisons to ideal performance.

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Summarize and Confirm

The manager reviews the employee's evaluation of their performance and confirms understanding by summarizing and asking for confirmation.

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Manager's Performance Analysis

The manager offers an analysis of the employee's performance, both the positive aspects and areas that need improvement, focusing on specific examples.

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Employee Self-Evaluation

The employee provides their own evaluation of their performance, which is listened to carefully by the manager without interrupting or editorializing.

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CPR Meeting Structure

The CPR meeting has a clear structure with stages such as warm-up, position review, employee evaluation, examination of deliverables, planning goals, and wrap-up.

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Position Review

Understanding the time period covered by the review, the specific topics to be discussed, and the format of the meeting ensures focus and clarity.

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Plodders

Employees who are reliable, consistent, and prefer stability over career advancement. They are often content with their current roles and may have other priorities outside of work.

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Leveraging Plodders for Mentoring

Encouraging plodders to take on roles like mentoring or shadowing new employees, allowing them to contribute their experience and gain recognition within their comfort zone.

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Connecting with Plodders

Managers, often driven and ambitious themselves, need to consciously connect with plodders and understand their unique perspective.

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Sharing Performance Feedback

Regularly sharing positive feedback and achievements of top performers with their superiors and HR, promoting recognition and career advancement opportunities.

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CPR Planning Phase

Planning the next CPR meeting and agreeing on its content and timing.

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Employee Ownership of Goals

Employees feel responsible for their goals, which reduces the risk of management being seen as setting unrealistic expectations.

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Double Commitment for Accountability

The employee writes down their commitments twice: once during the CPR meeting and again when they send the plan to the manager via email. This creates accountability and a paper trail.

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Job Shadowing

A method for improving skills by observing a more experienced team member.

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Mentor/Buddy Assignments

A senior employee guides and advises a newer employee to develop specific skills. This can be integrated into a job shadowing program.

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Personal Study for Skill Development

Employees can learn by studying books, online courses, or company training materials, building expertise in their areas. Companies may have internal training libraries, but employees can also leverage online resources.

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Formal Training Programs

Formal training sessions led by experienced employees or external resources, covering department-specific topics or broader industry knowledge.

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Professional Association Training

Professional associations often offer training programs that provide continuing education opportunities, keeping employees up-to-date with industry advancements.

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Rinse and Repeat: CPR Frequency

Regularly conducting CPR meetings for new employees, gradually transitioning to less frequent meetings as they develop.

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Continuous Performance Reviews (CPRs)

Regular performance evaluations that focus on ongoing feedback and progress, rather than just annual appraisals.

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How valuable are Plodders?

They are valuable employees who can become your team's backbone when managed effectively. Don't mistake them for "troubled workers" just because they are not highly ambitious.

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Tell, Show, Involve

A structured approach to skill development by first explaining the skill, then showing it, and finally involving the employee through practice and application.

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Making Skill Development Stick

The process of making sure new skills are retained and applied in the workplace, ensuring training investments are not wasted.

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Sensitivity to Learning Styles

A way to address individual learning styles by tailoring coaching approaches to the individual's learning speed and preferred methods.

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Be Available

A manager's commitment to being readily available for their team, answering questions, providing support, and fostering an open environment.

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Managing by Wandering Around

Regularly engaging with your team members on a personal level, showing interest in their lives beyond work, can build trust and rapport.

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Superstars

Employees who consistently excel, exceeding expectations and driving innovation.

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Recognizing Plodders

Identify these plodders early by examining their personnel files, discussing them with HR, and observing their performance over time.

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Study Notes

Empowering Success in Management

  • Hiring and Productivity: Making new hires productive is a key management responsibility, as a manager's success depends on the success of their team. The same strategies used for new hires can be applied to all team members.

Strategies for Effective Management

  • Early Performance Standards: Communicate performance standards on a new hire's first day. Achievable and measurable standards are crucial for early success, which fosters further success.

  • Comprehensive Performance Reviews (CPRs): Frequent CPRs are essential for productivity. They provide recognition for top performers, guidance for underperformers, and facilitate departures for troubled employees who lack the desire to improve.

  • Building a High-Performing Team: Managers who actively support their teams empower employees, fostering pride and commitment that bolsters the team's overall performance.

Implementing CPRs

  • Frequency & Consistency: Regular CPRs reduce anxieties surrounding performance reviews. Weekly meetings in the first month, twice monthly for the next couple of months, and monthly thereafter offer a reliable schedule for feedback and evaluation.

  • Preparation for CPRs: Establish clear performance standards documented in a concise format. Create folders for each employee, including their job description, documented performance, good and poor examples. Employee self-evaluation forms are invaluable.

Keeping Track and Guiding Performance

  • Daily Performance Notes: Document daily instances of exemplary and unsatisfactory performance in employee CPR folders. This provides a tangible record for coaching and performance evaluation.

How to conduct a CPR Meeting

  • Warm-up and Positioning: Begin with non-threatening small talk and set clear parameters for the meeting discussion. Determine the time frame of the review and the meeting structure.

  • Employee Evaluation: Have the employee explain their own performance evaluations. Listen attentively without judgment.

  • Review Deliverables and Variables: Review performance against defined responsibilities and measurable deliverables, citing specific examples (from daily notes).

  • Offering Support: Support employees through accurate listening and acknowledging their contributions positively.

  • Employee Input: Allow the employee to express thoughts and insights, ensure they feel heard

  • Planning Development and Goals: Collaboratively set realistic goals for the employee and agree on a discussion schedule.

  • Establishing Ownership: Have employees generate their own development plans, providing a clear paper trail of goals and expectations.

Skill Development Tactics

  • Job Shadowing/Mentoring: Observe and learn from experienced team members. This can also integrate a mentor dimension.

  • Personal Study/Formal Training: Encourage employees to engage in personal study and formal training to enhance their skill sets.

  • Tell, Show, Involve Technique: Employ various techniques for skill development (tell, show, involve) to maximize skills absorption.

Addressing Team Composition

  • New Employees: Integrate new hires gradually into the team using the CPR and skill-building methods.

  • Plodders: Acknowledge and respect plodders for their reliability and steady effort. Be mindful in evaluating their workloads and avoid undue skill-development pressure.

  • Superstars: Regularly recognize and reward superstars for their performance; providing one-on-one time and recognition to maintain motivation

  • Troubled Employees: Consistent CPR meetings (at first, weekly) are essential for troubled employees. Use blunt commentary for motivation or facilitate timely exiting. Address performance standards clearly from the outset.

Managing Troubled Employees

  • Termination: Provide a paper trail when necessary to address chronic underperformance and protect yourself. This maintains a strong team ethos and safeguards overall group productivity. Emphasize the responsibility of leading a team to help employees recognize inefficiencies or poor performance.

Family Leadership

  • Team Leadership: Emphasize that as a manager, you are the leader, acting as a coach to support their success

Concluding Thoughts

  • Continuous Improvement: CPRs are essential for a high-performing team, whether dealing with new hires, plodders, superstars, or troubled employees. Investing in these methods is an essential component of successful management. This is a strategic, consistent process that shows respect to everyone.

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Description

This quiz focuses on the principles and practices related to Comprehensive Performance Reviews (CPRs) as discussed in the text. It covers essential topics such as manager responsibilities, performance standards, and effective communication during the onboarding of new hires. Test your understanding of these crucial management concepts.

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