Monitoring The Performance Management Process
Monitoring The Performance Management Process
feedback on progress relative to the goals is given to the employee; and
adjustments are made as necessary.
When providing feedback on performance remember to provide both positive feedback in addition to any negative feedback that is necessary. Expert opinion is that there should be four or five positive comments for every negative comment.
CHECKLIST: The Monitoring Phase
Meet two to three times per year to review the plan and assess progress in meeting the performance objectives
Identify any changes that may be required to the plan. Changes may be required for several reasons. For example, there could be a shift in organization priorities or the employee is required to take on unforeseen duties.
If serious performance problems are occurring, they need to be discussed in the context of these monitoring sessions and corrective action needs to be taken (see Conducting a Constructive Feedback Session below).
Determine if any extra support is required from the supervisor or others to assist the employee in achieving the objectives.
Keep track of the accomplishments and progress by writing them down on the performance management form.
Conducting a Constructive Feedback Session
If an employee is not performing up to the standards set, you will need to conduct a constructive feedback session. It's important to conduct this session before any performance problems get out of hand. It can also demonstrate due diligence if the incident persists and disciplinary action is taken.
Prepare for the meeting
Confirm the facts of the performance issue - make sure you know what happened and how the employee might have perceived the situation. Be clear about what you see is the problem and think through what you want to say. Be clear about the consequences if the employee's behavior does not improve.
Arrange to hold the discussion in a location where there will be privacy and no interruptions.
If you are emotionally upset about the problem, allow yourself time to calm down. Try to appproach the discussion objectively and impersonally.
Set the climate
Establish a positive and co-operative environment by using a non-threatening, matter-of-fact tone.
State the facts
Describe the unacceptable performance in an objective, factual, nonjudgemental way, citing specific examples of the behavior in question.
Identify the negative impact on you or on others in the workplace.
Listen
Have the employee describe the situation as they see it and provide an explanation.
Be open to any new insights on the problem coming from the employee.
Obtain the employee's agreement that a problem exists
Respond to denial, blaming of others, etc. by restating factual information and reviewing the negative impacts of the unacceptable behavior.
Agree on an action plan
Ask the employee for their suggestions for solving the problem.
Offer your suggestions if necessary.
Agree on a specific plan of action: have the employee tell you what they plan to do, how they plan to do it, and within what time period.
Document the action plan.
Specify the consequences for the employee if the problem is not corrected.
Follow up
Monitor results and meet on a periodic or regular basis to discuss progress.
Provide positive reinforcement of any improvement and continue to offer your help and support.
If the behavior has not changed over the specified time period, enact the consequences as discussed in the action plan.
Monitoring The Performance Management Process - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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progress towards the objectives set in the workplan is assessed frequently;
feedback on progress relative to the goals is given to the employee; and
adjustments are made as necessary.
When providing feedback on performance remember to provide both positive feedback in addition to any negative feedback that is necessary. Expert opinion is that there should be four or five positive comments for every negative comment.
CHECKLIST: The Monitoring Phase
Meet two to three times per year to review the plan and assess progress in meeting the performance objectives
Identify any changes that may be required to the plan. Changes may be required for several reasons. For example, there could be a shift in organization priorities or the employee is required to take on unforeseen duties.
If serious performance problems are occurring, they need to be discussed in the context of these monitoring sessions and corrective action needs to be taken (see Conducting a Constructive Feedback Session below).
Determine if any extra support is required from the supervisor or others to assist the employee in achieving the objectives.
Keep track of the accomplishments and progress by writing them down on the performance management form.
Conducting a Constructive Feedback Session
If an employee is not performing up to the standards set, you will need to conduct a constructive feedback session. It's important to conduct this session before any performance problems get out of hand. It can also demonstrate due diligence if the incident persists and disciplinary action is taken.
Prepare for the meeting
Confirm the facts of the performance issue - make sure you know what happened and how the employee might have perceived the situation. Be clear about what you see is the problem and think through what you want to say. Be clear about the consequences if the employee's behavior does not improve.
Arrange to hold the discussion in a location where there will be privacy and no interruptions.
If you are emotionally upset about the problem, allow yourself time to calm down. Try to appproach the discussion objectively and impersonally.
Set the climate
Establish a positive and co-operative environment by using a non-threatening, matter-of-fact tone.
State the facts
Describe the unacceptable performance in an objective, factual, nonjudgemental way, citing specific examples of the behavior in question.
Identify the negative impact on you or on others in the workplace.
Listen
Have the employee describe the situation as they see it and provide an explanation.
Be open to any new insights on the problem coming from the employee.
Obtain the employee's agreement that a problem exists
Respond to denial, blaming of others, etc. by restating factual information and reviewing the negative impacts of the unacceptable behavior.
Agree on an action plan
Ask the employee for their suggestions for solving the problem.
Offer your suggestions if necessary.
Agree on a specific plan of action: have the employee tell you what they plan to do, how they plan to do it, and within what time period.
Document the action plan.
Specify the consequences for the employee if the problem is not corrected.
Follow up
Monitor results and meet on a periodic or regular basis to discuss progress.
Provide positive reinforcement of any improvement and continue to offer your help and support.
If the behavior has not changed over the specified time period, enact the consequences as discussed in the action plan.
Monitoring The Performance Management Process - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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