3A Lifting the Performance of your Association Staff from ...

3A Lifting the Performance of your Association Staff from Mediocre to Marvellous 25 – 26 November 2014 1:30pm – 3:00pm #FL14

Performance Manage Your Association Staff from

Mediocre to Marvellous

Presented by Mark Werman B.Ec., M.Com., CA

Managing Director Wentworth Advantage

Associations Forum Future Leaders Conference

Tuesday 25 November 2014

Why is quality staff management so important & so difficult?

Performance

Performance Defined

Competency

Performance Job Description

=

Performance Defined

Competency Motivation


= x

Reward & Remuneration

Performance Defined



= x


Performance Defined

Cultural Alignment

Values

x

The staff retention model

You have to “CONNECT” with each employee

ASSOCIATION


JOB

ASSOCIATION


Job connection

Implement a Performance Management (PMS) system

Job Description

Performance Appraisal $

HR Policies &

Procedures

JOB

PERSONAL

ASSOCIATION


What’s the Answer?

Job Description

Performance Appraisal


Surveying staff

Step 1 – Surveying staff

•  Opens communication between staff and management

•  Useful starting point in assessing secretariat strengths and weaknesses

•  Secretariat climate –  factors that make up

secretariat life –  not tangible like

production and finances

•  Organisational commitment •  Remuneration satisfaction •  People management

issues •  Management effectiveness •  Supervisory effectiveness •  Training and Development •  Communication •  Physical work environment

Step 1a – Association Culture & Job Satisfaction

•  Absence of trust •  Fear of conflict •  Lack of commitment •  Avoidance/vagueness of

accountability •  Inattention to results •  Reluctance to

communicate •  Leadership issues

Step 1b – Team Cohesion

Step 2 - Job Descriptions

–  Structure

–  Outcome based

–  Performance standards

–  Aligned to the association objectives

Job Descriptions

•  Clarify what needs to be achieved and how well it needs to be done

•  Create key performance indicators for technical and personal competencies

•  Rank the importance of the various skills and behaviours

Who should have one?

Step 3 - Performance Appraisal

•  Quality feedback improves performance

•  Three root problems –  Perceptions of

appraisal –  Standing in judgement –  Lack of involvement

•  Be Prepared!

Appraiser •  Better staff performance •  Problem rectification •  Feedback on self

Appraisee • Better understanding of performance requirements leading to better performance

The Association •  Data on association performance •  Better communication •  Better motivation •  Improved organisation performance

Goal is to lift performance

Preparation

Step 1: Prepare your mind –  The meeting should be more like a discussion

than an interview –  Goal is to meet as equals –  Recognise that you share a common goal

Preparation

Step 2: Understand the job –  If possible, refer to the Job Description –  If no Job Description, write down the top 6 – 8 key

requirements of the role

Preparation

Step 3: Assess current performance –  Collect data to verify actual levels of performance –  Facts add credibility to the process –  Don’t rely on vague generalisations –  Identify required performance standards –  Try to be balanced and avoid bias –  Perhaps seek the input from someone else

Preparation

Step 4: Consider the Discussion –  The focus is how do you increase your staff

member’s performance & value to the organisation –  Try to identify solutions that will resolve your staff

member’s problems/issues

Preparation

Step 5: Arrange the logistics –  Give the appraisee adequate notice –  Schedule your own preparation time –  Organise suitable venue: no interruptions! –  Allocate sufficient time –  Have relevant data at hand

Preparation

The Discussion

1. They start on time 2. Immediate visual impact

–  Eye contact –  Tidy desk

Characteristics of an effective appraisal discussion

3. The discussion is relaxed but businesslike

- Meet as ‘equals’ - Involve them in the discussion - throughout - Be open & honest - Use accurate language rather than vague and ambiguous descriptions - Avoid the counterattack * Stay calm & emotionally detached * Focus on solutions


4. The discussion sequence

•  Opening –  Put appraisee at ease - but don’t be false –  Appraisee wants to know:

•  The purpose of the discussion •  What the outcome will be •  How you would like to play it

–  Knowing the answer to these questions & being involved early on - is the quickest way to relax most appraisees


Get them involved very early on: •  Thanks for coming along. Have you completed

the preparation we discussed? •  Would you like me to run through the purpose of

the discussion and how I thought we’d go about it?

•  Is there anything that has caused you concern that you would like to address early on?

•  So, how do you think things have been going over the past year?


The body – being the potentially ‘tricky’ bits –  Suggested sequence:

Option 1: Follow the competencies in the order they appear in the Job Description, or Option 2: Put ‘significant/dominant’ issues first Option 3: Positive/PFI/Positive


•  Whichever option you chose, use the following three stage format:

•  Describe expected performance level

Describe their actual performance level – use facts and examples

Agree to Actions that will lift

performance


–  How do the appraisee’s views compare with your own on:

•  overall performance •  areas where performance has been better/worse

than expectations •  reasons for any variance •  mitigating circumstances •  identify development needs

–  Are there any areas of potential disagreement?


The closing:

–  Provide a summary •  Recap the main points by emphasising:

– What has been agreed to – Where actions are required – Who is going to do what – By when

•  Option: Ask the appraisee to summarise the discussion. This further encourages their involvement


The closing (Cont) –  Ask the appraisee how they feel about the

discussion –  Prompt them, if necessary, about any of the

‘tricky’ bits – ie. those areas of the meeting where there may have been disagreement


Managing poor performance

•  What actually is the performance discrepancy? •  Is it important? •  Skill deficiency? Is the skill often used? •  Could the employee perform the skill in the past? •  Is the employee capable of improving? •  Does performing the job well matter to the employee? •  Are there any obstacles to good performance? •  Solutions to remove obstacles? •  Obstacles: Recruitment & selection, promotion,

conditions, communication & role negotiation, staffing levels, stress, work organisation, job design

Disciplinary & termination issues

•  Termination –  Dismissal –  Redundancy

•  Avoid ‘unfair dismissal’ problems –  You must have a clear reason for the

termination, and –  You must follow the appropriate process

Step 4 - Reward and Remuneration

•  Aims –  to attract and retain suitably

qualified employees to the Association to perform the work required

–  to motivate employees to perform at a consistently high level

–  to encourage them to improve their skills, abilities and knowledge in order to improve job performance

"Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted." Walter Wriston, Former Chairman, Citicorp/Citibank

Does money really motivate?

•  DDI International •  UK Times newspaper 2004 •  Interviewed 1000 staff from

companies employing > 500 workers

•  Many: •  Bored •  Lacking commitment •  Looking for new job


•  Main reason for resignations: •  43% left for better

promotion chances •  28% left for more

challenging work •  23% left for a more

exciting place to work •  21% left wanting more

varied work


Pay came 5th on the list!

WHY?


•  Frederick Herzberg •  1968 classic - “One More

Time: How Do You Motivate Employees”

•  Challenged assumption that workers are primarily motivated by money


•  Workers are motivated

by: • Achieving something

in their jobs • Being responsible for

their job tasks • Being able to work

with minimum supervision


Hygiene factor

Current thinking: Job motivation

Financial Non-financial

Reward and Remuneration - Solutions

•  Benchmark to the broader employment market –  Organisations of similar

size and geographical location

•  Put in place structured remuneration policy that clearly states –  Time and frequency of

salary reviews –  Criteria for increases –  Performance linked

Setting-up an Incentive Bonus System

•  Linked to the Job Description

•  Weighted average scoring system

•  Bonus pool •  KEEP IT SIMPLE



= x


Performance Defined

Cultural Alignment

Values

x

Questions & The next step …

3A Lifting the Performance of your Association Staff from ...

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