Performance Management: Development & Deployment
Learn how to develop and deploy performance management methods for supporting a strong management team, one that openly communicates with its employees and works to maintain a collaborative environment. Performance management is an on-going, significant aspect of the employment cycle. It's essential for human resources to integrate the right feedback guidelines and principles into their organization's culture. This course is designed for HR professionals by an HR professional. It includes a complete overview of the Performance Management process and its overlap with the employment cycle. It also provides a review on setting performance criteria, developing goals and giving effective feedback. Finally, there's a lesson on annual performance reviews and trends. My mission is to help HR professionals succeed and this course will help you understand the performance management process and how you can implement it in support of your organization.
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.25 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 1.25 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: How to give effective feedback
Module: Effective Feedback
This may sound surprising but regardless of the "type" of feedback, there is a process on how to give it effectively. Keep in mind whether this is positive or negative feedback, it may be better to give it in private. If the feedback is positive, remember not everyone likes public recognition. And it's hard enough for your employee to be receiving criticism let alone having others overhearing it as well.
First, focus on the action or behavior of the employee. What happened or what has been happening? What was the OBSERVATION? It's a summary, providing your perspective on the employee's performance. Again, this is important for positive feedback too! We do so much in one day, it'll be helpful to know what we're being praised for.
Next, provide your PROOF. Any data you've collected that would support your observation. What do I mean by data? Specific examples including what you've seen, written information and feedback from others. You should try to have several sources of proof and not just one data point.
Third, address the CONSEQUENCES. What does this cause? Who does it effect? How has it impacted you and your team? For positive feedback, ensure the employee understands how it has helped the team.
Fourth, what needs to be done differently, what's the ACTION? Specifically, what is the desired change in behavior? If it's positive feedback, what should the employee keep doing.
And lastly, NEXT STEPS, where do we go from here?
This should be a two way dialogue. The manager needs to open this up as a discussion but it's not a debate. He/she should encourage the employee to make suggestions for improvement. The employee may also disagree, in which case, the manager will need to go back to the first step restating the observation.
Here are a few tips on handling a difficult conversation.
Number 1, as tough as this can be, the manager MUST not get emotional! If the manager is already angry, he/she shouldn't attempt to have a conversation.
Number 2, if the conversation starts to get heated, take a break! It's okay to continue the discussion at a later time. In fact, when you've had an employee come to your office in tears that's exactly what he or she needs, a break! If you haven't had this happen yet, as an HR professional, you will. Have a box of tissues in your desk.
Number 3, listen. Advise your mangers to actively listen and consider the employee's point of view. If the employee disagrees with the supervisor, we, as HR professionals, need to advise our managers to listen and be open to the response. Make sure the manager documents any evidence the employee provides.
Finally, I can't stress this one enough. Data! Tell your managers to keep accurate records, have evidence and tap into other team leaders for additional information.
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Christina A. Danforth, SHRM-SCP and SPHR, is a Business Owner and Learning and Development Specialist specifically focused on career growth of HR professionals. Christina taught the SHRM Certification Exam Prep Course at Central CT State University for several years. She also served as a...