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Radical transparency with performance management

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Radical transparency with performance management

  1. 1. Understanding the Importance of Radical Transparency in Managing Performance Gina de Peralta Thorne, MS Chief Marketing Officer
  3. 3. RECOVERY IN THE ROCKIES Difference Between Performance Management and Performance Appraisal Performance Management: The Process of Identifying, Measuring, Managing and Developing the performance of the human resources in an organization. Typically focuses on the present and future. Doing things in real time to help the employee reach their desired level. Always looking to the future, you are exploring ways to enhance the employee capabilities for the future in their growth. Performance Appraisal: On-going process of evaluating employee performance. Typically reflective of past performance.
  5. 5. RECOVERY IN THE ROCKIES How Do We Measure Our Performance In the Behavioral Health Field? • Census • Calls • # of Appts • Conversion • What else?
  7. 7. RECOVERY IN THE ROCKIES Develop Workplan • Develop SMART Goals • Specific, Measureable, Attainable, Relevant, Time Bound • They clarify what, when, and how not why • Measureable • Quantity and quality • Attainable- must be agreed by both employee and supervisor. • Relevant – goal must be within employee's control and ability to influence the outcome. • Time Bound
  9. 9. RECOVERY IN THE ROCKIES Professional Development
  10. 10. RECOVERY IN THE ROCKIES Effective Performance Management Begins… • Respect for one another and ends with excellence in performance. • It is the responsibility of supervisors to communicate on an ongoing basis with their employees. • These conversations should be grounded in honest communication. • Provide staff with clear role expectations, feedback, identify performance improvement, development opportunities, and career possibilities.
  11. 11. RECOVERY IN THE ROCKIES Measuring Your Performance• Fosters ongoing two-way communication between employees and managers. • Supports the development of clear, consistent, and measurable goals linked to Harmony core values and competencies. • Helps to articulate and support training needs and career development • Establishes the criteria for making reward and recognition decisions.
  12. 12. • Communicate organizational needs. • Oversee employee’s performance • Provide guidance and support • Identify developmental needs • Manage the relationship between staff and the organization. SUPERVISOR ROLE RECOVERY IN THE ROCKIES
  13. 13. RECOVERY IN THE ROCKIES Supervisors are responsible for: • Aligning individual performance expectations with org goals • Develop performance goals collaboratively with staff • Ensure performance goals are clearly communicated and current. • Provide fair, constructive, and timely feedback toward performance expectations and goals • Provide assistance, guidance and coaching support as needed. • Ensure staff have professional development plans in place • Conduct performance evaluations
  14. 14. RECOVERY IN THE ROCKIES Expectation Setting New Staff Orientation Setting annual goals Creating professional development plans Reviewing and revising work plans Delegating Assigning projects Reviewing and revising job description Performance Review Quarterly and/or biannual performance reviews Annual performance reviews Setting annual goals Creating Professional Development plans Regular Communications Discussing current projects, workload, and deadlines Identify and solve problems Give timely appreciative and development feedback Coaching and supporting Supervision Framework
  15. 15. RECOVERY IN THE ROCKIES Supervisor Expectations Professional • Arrive to work and all meetings on time, adhere to dress code, use appropriate language, what else? Respectful • Greet people in the hallways, treat colleagues as internal customers, be mindful of campus and clean up after yourself. Accountable • Meet all deadlines, come to meetings prepared, follow through on projects, respond to requests in a timely fashion
  16. 16. RECOVERY IN THE ROCKIES Radical Transparency "Radical transparency" is creating a culture that is direct and honest in communication and sharing of company strategies so that all people are trusting and loyal to the continuous evolution of the organization. For leaders, radical transparency is a way to build trust with their employees.
  17. 17. RECOVERY IN THE ROCKIES Performance Feedback • Receiving feedback, particularly negative feedback is hard. • Its harder still when you have to give it. • What typically happens when we receive negative feedback? • Seek out our support system to validate that what was said was wrong. • Co-workers that align with you, friends and even your MOM. “Looking at feedback as data helps us learn how bad the bad is so we can do something good with it.”
  18. 18. RECOVERY IN THE ROCKIES Performance Feedback Our Brains go one of two ways: 1. Proving Mode - When we have someone tell us something we did badly, our ego steps in and we start to feel bad, angry. • This is the primal emotional reaction, the lower level you. 2. Improving Mode – this is our inner Olympic athlete • Improving Mode recognizes you are always a work in progress. •
  19. 19. RECOVERY IN THE ROCKIES Feedback Spectrum Obnoxious AggressionRadical Transparency
  20. 20. RECOVERY IN THE ROCKIES Giving Feedback • Needs to be authentic • Non- Judgmental • Constructive Process • Eliminate the phrase “Don’t take it personally. • Radical Candor – Caring personally about the person while at the same time challenging them to be better. • Ok for someone to get upset, its normal • React with compassion – Emotional Novocain • Feedback Sandwich – Praise.. Criticism. Praise. (No)
  21. 21. RECOVERY IN THE ROCKIES Feedback & Radical Transparency • Go in and be humble – you may be wrong • Most important thing you can do is State your intention to be helpful. • Easier to take criticism when you know its meant to help you. • If you know its healthy and you experience the positive benefits of it, you will keep seeking it out.. (i.e, know sometimes it hurts working out, but know its good for my overall well being)
  22. 22. RECOVERY IN THE ROCKIES • Phrase behavior in terms of positive action when possible. Explain what you want the employee to do vs. what you don’t want them to do to. • Make sure you model the actions of what you expect your employees to do. • Do not comment on a persons character. Only observable behavior. “ You ar e unpr ofes sional” Ins tead “Punctuality is an aspect of professional behavior that is expected and when a person is late for meetings s/he is not exhibiting that professional behavior.” 3 Key Points
  24. 24. RECOVERY IN THE ROCKIES • Monitor performance to expectations and work plan progress • Discuss work load • Discuss timelines and deadlines • Identify any training needs, challenges, barriers or obstacles • Provide performance coaching when needed • Problem solve when required • Provide Feedback • Providing documentation for legal purposes. Why Supervision Meetings
  25. 25. RECOVERY IN THE ROCKIES • Performance • Providing positive feedback on specific performance. • Performance Reviews • Address Problems • Work Updates and Progress Check-Ins • Check up on upcoming tasks/deadlines or status of tasks. • Support/Coaching/Mentorship • More about individuals wellbeing as a staff member or personal/professional development. Agenda for Supervision
  26. 26. RECOVERY IN THE ROCKIES • Determine what you want to help you be more successful not only in your current work, but in your professional career? • Communicate this to your current supervisor. • Identify whether you are being offered performance management opportunities or performance appraisals? • Recognize that feedback and supervision are data gathering tools to help you improve. • Utilize radical transparency in your efforts to communicate to help you grow both professionally and personally. Take Home Points

Notes de l'éditeur

  • Pass out post it notes and ask people to write down three goals for 2020.
    No names and send to the front of the room
  • Supervision is a workplace activity in which a manager oversees the activities and responsibilities of employees he manages. It is an important job function for managers at all levels throughout your company. Coaching, training and employee development are among the common responsibilities assumed by a supervisor.
  • Research says bad – 1. If you lead with praise, waiting for other shoe to drop and seems insincere, and people often tune out what’s in the middle and that;s the part you want them to know