141x Filetype PPTX File size 0.61 MB Source: www.nrcs.usda.gov
Agenda Performance Culture Overview 1 Ongoing Feedback: 2 Improving Engagement 3 Identifying Opportunities to Provide Informal Feedback Improving Employee Performance Through Effective Feedback Managing Poor Performers 4 Mid-Year Reviews: Preparing For & Conducting Reviews Writing Performance Narratives Recognizing Bias Making Changes to a Plan & Documenting Reviews in EmpowHR 2 Performance Culture Overview Performance Culture is the strategic initiative that grounds employee performance in NRCS goals and objectives and improves motivation, accountability, and overall engagement of the workforce. Results in… Increase Employee Intent USDA Strategic Plan to Stay USDA Strategic Plan Improve Employee Motivation NRCS Strategic Plan Connect the Individual to NRCS Strategic Plan (Put Conservation on the Ground) (Put Conservation on the Ground) NRCS and USDA (Increased discretionary effort) Performance Culture Enhance the Performance Culture (Individual Performance; Recognition; Recruitment; Understanding of (Individual Performance; Recognition; Recruitment; Development; etc.) Development; etc.) Individual Accountability Helping People Help the Land 3 Performance Culture Overview (continued) Plan Plan Performance culture is the complete lifecycle of performance – from planning, Monito Reward Monito monitoring, and developing to rating and rewarding. Feedback and recognition are Reward r r components of each lifecycle phase and result in increased motivation and Develo Rate Develo Rate p accountability. p Phase Effects on Motivation Effects on Accountability Plan Connects individual goals and measures Clearly defines goals and objectives, and (employee performance plan) to organization objectives. Sets targets how success will be measured. for success. Monitor Provides routine feedback and recognition Routinely identifies areas of success and (ongoing - mid-year Review, related to performance. areas for improvement. etc.) Develop Clearly outlines employee development Outlines area for improvement and (ongoing) needs to meet the performance development and defines a clear path for objectives. success. Rate Formally documents performance against Formally tracks employee performance to (performance appraisal) objectives. performance plan. Reward Rewards and recognizes employees on Rewards align to the levels of success (awards & recognition) successes. determined in performance plans. Helping People Help the Land 4 Improving Engagement Managers play the most important role in improving the engagement of employees – through direct one-on-one relationships with employees and as a conduit for reinforcing the organization’s strategic priorities, vision, and values. • Outcomes of a highly engaged workforce: – Employees who work 57% harder – Employees who are 9 times less likely to leave • “Engagement” is the extent to which employees commit to something and how hard they work and long they stay as a result of that commitment – Rational – Emotional • Focuses through manager to: – Discretionary effort (Performance) – Intent to stay (Retention) Helping People Help the Land 5 Improving Engagement (continued) Managers play the most important role in improving the engagement of employees – through direct one-on-one relationships with employees and as a conduit for reinforcing the organization’s strategic priorities, vision, and values. • Drivers to improve engagement: – Provide fair and accurate informal feedback – Emphasize employee strengths in performance reviews – Clarify performance expectations leverage employee “fit” to the job – Provide solutions to day-to-day challenges – Amplify positive employee performance traits & filter negative effects – Connect employees with the organizations’ strategy & its success – Instill a performance culture of open communication, flexibility, and innovation – Connect employees with talented coworkers – Demonstrate a credible commitment to employee development • Manager imperatives: – Focus on objectives over role definition – Differentiate recognition rather than praise everyone – Provide guidelines for innovation, not mandates – Reinforce organizational values over empathy Helping People Help the Land 6
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