Performance Check-In Training

Performance Check-In Training

Performance Check-In's and Best Practices

Let's Get Started

In today's session we will first explain the differences and advantages of a Performance Check-in versus a traditional Performance Appraisal process. We will have a refresher on the areas being rated along with defining the ratings. Then we will cover the updated and automated Performance Check-In process. Lastly, we will provide best practices to help you step by step through the process.

Agenda

In today's session, we will cover the following:

• explain the differences and advantages of a Performance Check-In versus a traditional Performance Appraisal process
• refresher on competencies being rated and definitions of ratings
• review updated and automated Performance Check-In process
• best practices

01

Performance Check-In vs. Performance Appraisal

What are some of the differences and advantages between both processes?

Performance check-in vs. performance appraisal

Performance appraisals are infrequent, take more time, the managers drives the process, it only looks at a team members performance objectively for the year and gives final feedback to the team member based on a look in the “rearview mirror”. Performance Check-in’s are short, more frequent, collaborative two-way conversations between a manager and team member based a team member’s self-evaluation. A “Check-In” should provide regular, real-time input and guidance to team members tied to four or five key areas: Performance, Collaboration, Engagement, Safety* and Talent Designation (Development). A Check-in focuses on helping team members grow in their roles by providing them with multiple opportunities to reflect on their work and areas they could improve.

What is the difference between a Performance Check-In and a Performance Appraisal?

performance check-in

performance appraisal

infrequent

short

take more time

more frequent

managers drive the process

collaborative two-way conversations

looks at performance for the year

What are the benefits of having more frequent two-way conversations better? 1. Forges stronger relationships Traditional performance appraisals haven't focused heavily on the interaction between managers and individual contributors. Instead, they've focused more on the numbers and whether an employee has hit their targets. A continuous feedback model provides scope for an open dialogue. It creates opportunities for managers to build stronger relationships with their direct reports and get to know them as people, not just cogs in a machine. 2. Encourages team member development Cracking the whip once a year isn't motivating and doesn't provide team members with frequent check-ins that drive continuous performance. When managers commit to providing ongoing feedback, it tells team members that they are a priority. This regular interaction also allows for on-the-job coaching and mentoring, rather than waiting until it's too late to course correct. If a team member is struggling with a particular skill, the manager can provide feedback and help provide guidance to improve. Additionally, if a team member is excelling in a certain area, the manager can help the employee identify ways to build on that strength. By linking the feedback to career development plans, team members will know that their performance is being closely monitored and that their career development is a priority for the company. 3. Boosts Accountability and Collaboration Team members own the self-evaluation process and then are required to solicit a review of their self-evaluation from their managers. The emphasis on soliciting review and input creates an environment where helpful and respectful feedback are the norm. 4. Provides an accurate account of team member performance Frequent check-ins tend to be more accurate and objective. When managers wait to give feedback only once a year, they're more likely to focus on extremes that limit their ability to provide an accurate account of their average performance. Examples of problematic feedback include: • Recency bias - when the most recent event carries more weight than everything that's gone before • Halo effect - when one strong trait overshadows everything else • Primacy effect - when the first thing you notice about someone has a disproportionate influence on your opinion of them. 5. Simplified expectations and team member recognition It's easier to set expectations and hold team members accountable when managers check in frequently to make suggestions, offer training resources or help team members realign their expectations. This process also allows managers to give credit where it's due as soon as a team member meets expectations. QUOTE: “This is precisely what Gen Y workers are looking for. LinkedIn reports that a whopping 80% prefer instant feedback and praise rather than receiving feedback once a year in a performance appraisal.”

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Forges stronger relationships

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Encourages team member development

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Boosts accountability and collaboration

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Provides an accurate account of team member performance

What are the benefits of having frequent two-way conversations?

Simplified expectations and team member recognition

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6. Delivers real-time insights The traditional annual performance appraisal can sometimes feel like a post-mortem where managers are doing all the work scrambling to pull together all of a team member’s accomplishments from the last 12 months. Check-in feedback is an efficient alternative. It provides managers with real-time insights into the way a team member views their own performance with a self-review. 7. Decreases attrition QUOTE: “MIT Sloan Management Review explains that failure to recognize performance is one of the most significant drivers of attrition during the Great Resignation. Specifically, "employees are more likely to leave companies that fail to distinguish between high performers and laggards." Our team members seek recognition in terms of informal praise and financial incentives. Plus, high-performing team members resent the lack of recognition for their hard work. 8. Enhances productivity The relationship of having multiple check-ins and productivity is interesting. CASE STUDY: In 1927, psychologist Elton Mayo conducted a socioeconomic experiment based on female workers at the Hawthorne Works factory of the Western Electric Company in Illinois. Mayo adjusted their working conditions, rest periods, lighting, supervision, and hours to look for trends related to performance and productivity. The Hawthorne Studies concluded that observing the workers increased productivity more than adjusting their wages or other conditions. In other words, employees are more likely to perform better when they know supervisors are monitoring their efforts.

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Delivers real-time insights

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Decreases attrition

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Enhances productivity

What are the benefits of having frequent two-way conversations?

02

Components of a performance check-in and ratings defined

What are the components that make up a Performance Check-In and how are the ratings defined?

There are five components that make up a Performance Check-In:

• Job Performance
• Safety
• Collaboration
• Engagement
• and Talent Designation (Development)

You will evaluate your team members based on these five components. Let's review each one. Job Performance: describe how the team member is performing in their work. Safety: describe the team member's safety performance. Collaboration: describe the team member's level of collaboration with their colleagues and/or supervisor/manager. Does the team member build and maintain good relationships with peers and managers, is a team player, shares knowledge and is a pleasure to work with? Engagement: Describe the team member's level of connection towards their work, department, and company. Does the team member have satisfaction with their work and pride in the company, enjoying and believing in what they do for work and believing the company values them. Advocates for the company and participates in department and company events. Talent Designation (Development): identify the team member's talent designation: High Performer-Exceeding Expectations Core Team Member-Meeting Expectations Some Coaching Needed-Mostly Meets Expectations Needs Coaching-Not Meeting Expectations

JOB PERFORMANCE

COMPONENTS OF A PERFORMANCE CHECK-IN

SAFETY

TALENT DESIGNATION

ENGAGEMENT

COLLABORATION

Each team member will be rated as:

• High Performer-Exceeding Expectations
• Core Team Member-Meeting Expectations
• Some Coaching Needed-Mostly Meets Expectations
• Needs Coaching-Not Meeting Expectations

for each of the components in the Performance Check-In for the team members. Let's review some of the ratings defined for Job Performance, Safety, Collaboration, Engagement and Talent Designation.

JOB PERFORMANCE

RATINGS DEFINED

SAFETY

Each team member will be rated as:

• High Performer-Exceeding Expectations
• Core Team Member-Meeting Expectations
• Some Coaching Needed-Mostly Meets Expectations
• Needs Coaching-Not Meeting Expectations

TALENT DESIGNATION

ENGAGEMENT

COLLABORATION

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performance check-in process

What does the new process look like in the team member portal?

The Performance Check-In will be a five step process in the team member portal.

Supervisor/Manager will receive notification to complete team member assessment

Team member signs off on check-in.

Step 3

Step 5

Step 1

Self-Assessment

Performance Check-In Meeting

Supervisor/Manager Acknowledgment

Team member will kick-off the check-in by completing a self-assessment.

Team member and supervisor/manager meet to review check-in.

Supervisor/Manager signs off on check-in.

Step 4

Step 2

Team Member Acknowledgment

Supervisor/Manager Assessment

04

Best practices

What are some of the best practices and opportunities available during Performance Check-Ins?

What do we do to reset expectations with our team? Performance Check-Ins is the perfect opportunity to have individual conversations with your team members to reset expectations. Utilize this time to have those on-on-one conversations to revisit their job description and review it with them. Re-engage them and make sure your expectations are clear and they understand what is expected of them. Never assume they know what you want.

RESETTING EXPECTATIONS WITH YOUR TEAM

Performance Check-Ins is the perfect opportunity to have individual conversations with your team members to reset expectations. Utilize this time to have those on-on-one conversations to revisit their job description and review it with them. Re-engage them and make sure your expectations are clear and they understand what is expected of them. Never assume they know what you want.

What do we do to reset expectations with our team?

What other opportunities do we have during our check-ins with team members? We have the opportunity to also recognized and coach our team members. Performance Check-Ins are a great opportunity to recognize your high performers and core team members. Once you have identified your talent in your performance check-ins, review when was the last time you recognized your high performers and core team members. It'll be the perfect time to give out some recognition, if the recognition is due. You can take this opportunity to issue a Grit Award (show Grit Award Visual). On the other hand, you can also identify who your underperformers are. If you have underperformers that may need some coaching, you can utilize the performance check-in opportunity to have informal conversations to let them know how they are doing, where improvement is needed, and get them aligned. Following progressive discipline is key when you're needing to coach your underperformers (show progressive discipline visual).

Recognition and Coaching Opportunities

Performance Check-Ins are also a great opportunity to recognize your high performers and core team members. Once you have identified your talent in your Performance Check-Ins, review when was the last time you recognized your high performers and core team members. It'll be the perfect time to give out some recognition, if the recognition is due. On the other hand, you can also identify who your underperformers are. If you have underperformers that may need some coaching, you can utilize the Performance Check-In opportunity to have informal conversations to let them know how they are doing, where improvement is needed, and get them realigned

What opportunities do we have during our check-ins with team members?

Job Performance

• Helping the team member develop and increase their performance and productivity.
• Look at the team members present performance and help set future expectations.

Collaboration

• Evaluating the relationship between the team member and team, peers and other departments to examine ways in which team member relationships or partnerships can be fostered or improved.

Engagement

• Evaluate the relationship between the team member, department and the organization and examine ways in which employee engagement can be fostered to make them a much more involved or active advocate.

Safety

• Evaluate the team member's level of safety and provide feedback on ways to improve or to continue building upon.

Talent Designation (Development)

• Refers to the amount of overall value a team member contributes. How do they stack up or compare to others on their team, department, or company.

Performance Check-In's Best Practice Conversations Should Be Focused On:

Job Performance

• Helping the team member develop and increase their performance and productivity.
• Look at the team members present performance and help set future expectations.

Collaboration

• Evaluating the relationship between the team member and team, peers and other departments to examine ways in which team member relationships or partnerships can be fostered or improved.

Engagement

• Evaluate the relationship between the team member, department and the organization and examine ways in which employee engagement can be fostered to make them a much more involved or active advocate.

Safety

• Evaluate the team member's level of safety and provide feedback on ways to improve or to continue building upon.

Talent Designation (Development)

• Refers to the amount of overall value a team member contributes. How do they stack up or compare to others on their team, department, or company.

Review content on slide.

Delivering the Performance Check-In

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Ask for Clarity of Self-Assessment

Minimize the Stress

Be a Strong Communicator

Be a Good Listener

Allow the team member to explain his or her ratings.

Choose a time to conduct the check-in with no interruption. Have a meeting in a private place.

Provide ongoing feedback and constructive criticism. No suprises. Engage in regular coaching.

Be engaged, ask clarifying and probing questions.

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05

End Positively

Take Time to Prepare

Delivering the Performance Check-In

Choose your language carefully. Be sincere. Proceed with business as usual. Do not get emotional when meeting with team members. Maintain confidentiality.

Document the check-in with your HRBP. Be direct, factual, and detail oriented. Have specific examples ready.

Give the team member an overview of areas you want to discuss. Encourage dialogue. Give suggestions for improvement or discuss a plan of action. Show your commitment to assist with training.

That concludes our session for today. Performance Check-Ins will be launched via the team member portal starting Tuesday, September 5th and will be due October 15th. If you have any questions on the check-in process or are having issues with the performance check-in the the system, you can reach out to your HRBP for support.

Performance Check-Ins Launch & Due Date

Performance Check-Ins will be launched via the team member portal Monday, September 11th. Due date for all Performance Check-Ins will be October 16, 2023. For questions about the check-in process you may contact your HRBP for support.

Enhances productivity

CASE STUDY: In 1927, psychologist Elton Mayo conducted a socioeconomic experiment based on female workers at the Hawthorne Works factory of the Western Electric Company in Illinois. Mayo adjusted their working conditions, rest periods, lighting, supervision, and hours to look for trends related to performance and productivity. The Hawthorne Studies concluded that observing the workers increased productivity more than adjusting their wages or other conditions.

Safety

Ratings Defined

High Performer-Exceeding Expectations Always works safely and takes the initiative to ensure that their coworkers are also working safely. Promotes a culture of safety with their team. Abides by all safety protocols and processes. Brings new ideas to the table on how to make the job safer. Core Team Member-Meeting Expectations Bides by all safety protocols and processes. Some Coaching Needed-Mostly Meets Expectations Has incomplete understanding in one or more areas of safety. Shows inconsistency in their safety performance and responsibilities. Needs Coaching-Not Meeting Expectations Does not follow safety protocols and processes. Has been addressed in the past about their unsafe practices and does not take initiative to improve. N/A Does not work in the field.

Collaboration

Ratings Defined

High Performer-Exceeding Expectations Easy to work with, easy to approach. Builds/maintains good relationships with co-workers/managers in their dept as well as outside of their dept. Able to earn trust and credibility with team. Always has a positive attitude. Accepts constructive criticism. Core Team Member-Meeting Expectations Is easy to work with, easy to approach. Builds and maintains good relationships with co-workers and managers within their dept. Able to earn trust and credibility with team. Has a positive attitude. Accepts constructive criticism. Some Coaching Needed-Mostly Meets Expectations Easy to work with & approach at times. Builds & maintains good relationship with coworkers/managers in their dept, but issues may arise. Able to earn trust/credibility with team at times. Sometimes has positive attitude. Doesn't always accept constructive criticism. Needs Coaching-Not Meeting Expectations Has issues building relationships with coworkers/ supervisors. Does not show respect, compassion, and empathy for others, even in difficult situations. Mostly has a negative attitude.

Performance Check-In's

Provides regular, real-time input and guidance to team members tied to four or five key areas:

• Performance
• Collaboration
• Engagement
• Safety
• Talent Designation (Development)

Talent Designation

Ratings Defined

High Performer-Exceeding Expectations Consistently exceed job expectations; consistently over perform or outperform others. They accumulate deep knowledge about company processes and history. Core Team Member-Meeting Expectations Meets expectations. Likes stability, seldom strives for advancement or attention and cares more about the companies’ well-being. Infrequent job changer. They may accumulate deep knowledge about company processes and history. Some Coaching Needed-Mostly Meets Expectations Meeting some expectations. May block talented employees' advancement, calls leadership judgement into question, encouraging disruptive or nonefficient mentality in others, and holding down or repelling positive/valuable people. Needs Coaching-Not Meeting Expectations Not meeting expectations. Blocking talented employees’ advancement, calling leadership judgment into question, encouraging disruptive or non-efficient mentality in others, and holding down or repelling positive/valuable people.

Forges stronger relationships

Traditional performance appraisals haven't focused heavily on the interaction between managers and indivdual contributors. Instead, they've focused more on the numbers and whether an employee has hit their targets. A continuous feedback model provides scope for an open dialogue.

• creates opportunities to build stronger relationships with their direct reports

Job Performance

Ratings Defined

High Performer-Exceeding Expectations Always goes above and beyond the call of duty. Performs job tasks at a higher level. Takes initiative on their own. Builds and maintains great relationships with team members in their department and outside of their department. Core Team Member-Meeting Expectations Performs assigned job responsibilities consistently well. Completes job tasks and meets deadlines in a timely manner. Team Member is reliable. Maintains good relationships with co-workers. Some Coaching Needed-Mostly Meets Expectations Has incomplete understanding in one or more areas of their job. Is inconsistent in performance and responsibilities. May be present and punctual and demonstrate good interpersonal skills, but technical abilities are inconsistent or vice versa. Needs Coaching-Not Meeting Expectations Does not meet the minimum requirements. Demonstrates little or no contribution to the team. Has poor work habits resulting in missed deadlines and/or incomplete work. Specific, repeated examples of unsatisfactory performance have been communicated.

Simplified expectations and recognition

It's easier to set expectations and hold team members accountable when managers check in frequently to make suggestions, offer training resources or help team members realign their expectations. This process also allows managers to give credit where it's due as soon as a team member meets expectations.

Boosts Accountability and Collaboration

Team members own the self-assessment process and then are required to solicit a review of their self-evaluation from their managers. The emphasis on soliciting review and input creates an environment where helpful and respectful feedback are the norm.

Encourages team development

Let the communication flow!

When managers commit to providing ongoing feedback, it tells team members that they are a priority. This regular interaction also allows for on-the-job coaching and mentoring, rather than waiting until it's too late to course correct. By linking the feedback to career development plans:

• team members will know that their performance is being closely monitored
• and that their career development is a priority for the company.

Decreases attrition

Our team members seek recognition in terms of informal praise and financial incentives. Plus, high-performing team members resent the lack of recognition for their hard work.

Provides accurate account of performance

Frequent check-ins tend to be more accurate and objective. When managers wait to give feedback only once a year, they're more likely to focus on extremes that limit their ability to provide an accurate account of their average performance. Examples of problematic feedback include:

• Recency bias - when the most recent event carries more weight than everything that's gone before
• Halo effect - when one strong trait overshadows everything else
• Primacy effect - when the first thing you notice about someone has a disproportionate influence on your opinion of them.

Delivers real-time insights

The traditional annual performance appraisal can sometimes feel like a post-mortem where managers are doing all the work scrambling to pull together all of a team member’s accomplishments from the last 12 months. Check-in feedback is an efficient alternative. It provides managers with real-time insights into the way a team member views their own performance with a self-review.

Engagement

Ratings Defined

High Performer-Exceeding Expectations Has active, trackable goals. Has strong understanding of their role in helping meet those goals. Puts in extra time/effort without being asked. Advocates for the company/department. Voluntarily participates in company and departmental events and engages others to participate. Core Team Member-Meeting Expectations Has understanding of their role in helping meet departmental goals. They’re willing to put in time or effort when asked to. Advocates for the company and participates in company and departmental events when asked to. Some Coaching Needed-Mostly Meets Expectations Has neither positive/negative feelings about their work. Don't contribute fully to their job. Likely to show up and do the least amount of work to skate by without management intervention. Rarely advocates for the company and doesn't participate in company and departmental events. Needs Coaching-Not Meeting Expectations Voices their negative opinions and attitudes about the workplace, undermining any positive morale in their co-workers. Doesn't advocate for the company and doesn’t participate in company and departmental events.