Performance Management PDF

Performance Management NSCI 5712 Introduction to Veterinary Clinical Practice Employers & Staff Competency  All staff should be able to complete work within most areas of the clinic  Adequate teaching is vital to staff success  Guidelines for tim...

Performance Management NSCI 5712 Introduction to Veterinary Clinical Practice Employers & Staff Competency  All staff should be able to complete work within most areas of the clinic  Adequate teaching is vital to staff success  Guidelines for time frames to achieve competencies are a good idea  Staff need to be responsible for their actions and should be motivated to do better  Health care workers have to be LIFELONG LEARNERS   Read daily  Attend CPD courses  Seek growth opportunities  Take care of themselves and their bodies What are  Have diverse passions Love making progress Attributes of a   Challenge themselves with specific goals Lifelong  Embrace change Learner?   Believe it’s never too late to start Attitude is contagious – constantly wants to do better  Leave comfort zone  Never settle – always keen to learn more about anything  “The goal of performance management is to promote and improve employee effectiveness. It is a continuous process where managers and employees work together to plan, monitor and review an employee's work objectives or goals and What is his or her overall contribution to the organisation.” Performance Management? (Adapted from from http://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfm) Better: Performance management is a cooperative process between employees and employers focused on setting goals, providing feedback, and fostering growth to enhance individual and organisational success, prioritising mutual respect and development. Performance Review - How not to do it! This Employee Performance Review Takes a Turn - Corporate – YouTube, (1:51 min.) Performance Review Cycle Continuous Transparent Fair Flexible Adaptable Clinic Adapted from https://www.dairynz.co.nz/people/managing-your-team/performance-and-discipline/ Performance Review Cycle 1. Plan  Setting of performance goals & expectations  Managers and employees collaborate to define clear, achievable and measurable goals = SMART Goals  Goals should align your goals with the organisation's objectives.  Foundation for assessing performance throughout the review period. This Photo by Unknown Author is licensed under CC BY-SA-NC Performance Review Cycle 2. Monitor & Measure  Observing, recording & reporting progress towards the set goals  Done by both the employee & their supervisors or managers  Regular check-ins to report progress  “Data” for the final review in the cycle and goals going forward This Photo by Unknown Author is licensed under CC BY-SA-NC Performance Review Cycle 3. Feedback  Ongoing, regular & open  Discuss progress, goals and areas for improvement  Informal real-time on-the-job check-ins  Formal during planned meetings This Photo by Unknown Author is licensed under CC BY Performance Review Cycle 4. Coaching & Training  Informal on-the-job  Formal courses, seminar and conferences  Could be undertaken in isolation or collaboratively  Strengthens you & the capabilities of the business Performance Review Cycle 5. Performance Review  The formal structured discussion  Reflecting on achievements  Discuss areas of improvement  Setting goals for the future This Photo by Unknown Author is licensed under CC BY-NC  Performance Management Challenges For the For you - the Supervisor/Employer Worker/Employee  Setting Clear & Realistic  Unclear Expectations Expectations  Measuring Performance Objectively  Subjective Evaluation Criteria  Providing Timely & Constructive  Lack of Feedback Feedback  Addressing Performance Issues  Difficulty in Addressing Performance Issues  Managing Employee Engagement  Limited Opportunities for Development  Developing a Performance Culture  Perception of Unfairness  Providing Adequate Resources for  Work-Life Balance Development  Career Growth & Recognition  Maintaining Consistency The Most Common Review Types  Traditional Reviews Typically utilises a rating system based on technical & professional skills, reviewed in a one- on-one conversation.  Employee Self Evaluations Places the employee in the driver‘s seat, encourages self-accountability and the assessment of personal goals. The job of the manager is to supervise the process and review the self- evaluation with the team member.  Anonymous 360 Evaluations Involve a written list of questions – often focusing on collecting feedback on strengths, opportunities for development and relationship dynamics – completed, anonymously, by the team on one another. How do you feel about being evaluated? In a workplace one might be worried about being - micro-managed? - over-loaded with work? - critisised? What about as a student on placement? Criticism versus Feedback Criticism focuses Feedback focuses ……………………...…………. on what we don’t want on what we do want Criticism focuses Feedback focuses ……………………...…………. on the past on the future Criticism focuses Feedback focuses ……………………...…………. on weakness on building up strength ……………………...…………. Criticism deflates! Feedback inspires Criticism says Feedback says “You are the problem!” “We can make this better together”  The next time you receive constructive criticism from your manager or a peer, use this six-step process to handle the encounter with tact and grace. How to take 1.Stop Your First Reaction Stop and think before you make that silly dismissive face, (constructive) stay calm! 2.Remember the Benefit of Getting Feedback Why is feedback beneficial? It improves your skills, work criticism product, and your relationships. It helps you to meet the expectations that your manager and others have of you. graciously 3.Listen for Understanding Listen carefully and let them express their full thoughts, don’t interrupt. Focus on understanding the comments or perspective. Put yourself in their shoes: it is difficult to give feedback to other people.  4. Say “Thank You” Look the person in the eyes and thank him or her for sharing feedback with you. How to take 5. Express Appreciation Do not gloss over this—be deliberate, and say, “I really appreciate you taking the time to talk about this with (constructive) me.” Expressing appreciation doesn’t have to mean you’re agreeing with the assessment, but it does show criticism that you’re acknowledging the effort your colleague took to evaluate you and share his or her thoughts. (Lindsay, N. “Taking Constructive Criticism Like A Champ” n.d.) graciously 6. Ask Questions to break down the Feedback 7. Request Time for a Follow-Up. Practice Self-Compassion! Lindsay, N. (n.d). Taking Criticism Like a Champ Retrieved from https://www.themuse.com/advice/taking-constructive-criticism-like-a- champ Veterinary Clinic Performance Management  May or may not exist or is poorly executed  If it does, embrace it! Learn from it!  Its not that easy to do it well  This is an industry full of women, …  Is there a difference when the boss is a man?  Be humble and gracious especially when new staff member, or when you’re the leader and new staff enter. Always be open to learning new things.  Identify Qualities of a Great Veterinary Nurse Assistant Identify a Great Vet Nurse Role Model Assessing & Analyse Their Greatness Improving Identify Similarities and Differences Your Own Focus on Areas for Improvement Performance Take Responsibility and Learn from Mistakes Embrace All Feedback View all feedback as valuable insights for improvement  If I don’t know what I’m doing wrong, how can I get better? I don’t think I’m perfect, so I don’t expect perfect marks/reviews. We are often our harshest critic. My If I owned the business – would I be happy to pay myself the same rate for the job I’m currently doing? Thoughts If I have a problem, I discuss it civilly with the person. If someone tries to discuss things with me, I try to be mature and open. I listen to the problem and try to work together to resolve it. Above all: treat others the way you want to be treated! Clinical Evaluations as part of your 5710 Practicum Do you feel that your attitude towards being evaluated has changed?   Lindsay, N. (n.d). Taking Criticism Like a Champ References Retrieved from https://www.themuse.com/advic e/taking-constructive-criticism-like-a-champ