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Supervising Your Team II
• Evaluating and Reporting Performance
• Delegating Responsibility/Authority• Empowering Your Employees• So You’re In Charge – Now What?
- Larry Frevert
Learning Objectives
Evaluating Performance Know the key objectives of
managing employee performance Understand the key elements of
employee evaluations Understand how to improve
performance
Performance Management
Establishing Evaluating Performance
Performance Expectations
Monitoring Performance (Includes Providing Feedback)
Performance Management
Goals Standards Measures
against which an employee’s performance is
evaluated. Performance expectations provide a
means to communicate work priorities
and measure how well the employee is doing.
Performance Management Vision
Idealistic Inspirational
Values Core beliefs or principles
Goals Statements that guide how to achieve
vision
Employee Performance:SMART Goals
Specific
Measurable
Attainable
Relevant
Time-bound
Employee Performance
Effective Systems Job Analysis Defined purpose Standards Ongoing Training Feedback + Action Plan Link to reward system
Employee Evaluations
The most important key to achieving great success is to decide upon your goal and launch, get started, take action, move.
—John Wooden
John Wooden’s Pyramid of Success
Employee Evaluations
What are we trying to accomplish? Output Behavior
Employee Evaluation Tools Graphic/Numerical Rating
Narrative
MBO
360
Employee Evaluations:Overcoming the Dread
Supervisor Its not once a year, it’s year round! Be prepared Provide consistent input
Employee Be prepared Conduct self-appraisal
12
How to Improve Employee Performance Look forward, not backwards
Establish SMART goals
Link success to reward
Provide support
13
EMPLOYEE EVALUATION
EFFECTIVE SYSTEMS Job Analysis Defined purpose Standards Ongoing Training Feedback + Action Plan Link to reward system
PERFORMANCE REPORTING
Theory of Performance Evaluations
Goals & Objectives 8 Plan 8 Inputs (Staffing) 8 Outputs 8
Measurement 8 Reporting 8 Improvement
A CommentOutputs vs. Outcomes:
Outputs are Measures of Work Done(Example: Sq. Ft. of Potholes
Patched)
Outcomes are Results Seen by Stakeholders (Citizens)
(Example: Safe and Smooth Roadways)
PERFORMANCE TERMS Performance Review Performance Audit GAO Standards Performance
Budgeting Self Assessment Efficiency Study Workload Analysis
17
WHAT IS THE QUESTION? Are you accomplishing your goals
and objectives? What are the outcomes?
Could you plan and organize your work better?
Are you over staffed or under staffed?
What should you measure? Inputs are Defined Outputs are Measurable Outcomes (results) are Observed
18
WHAT TO MEASURE?
19
VISIONVALUESGOALS
OUTCOMES
OUTCOMEMEASURES
WORKOUTPUTS
WORKINPUTS
WHO CARES?
DEPT HEAD SUPERVISORS
COUNCIL
WHAT PERFORMANCE MEASUREMENT SHOULD BE
How can we improve?
Not…
Gotcha
20
Delegation & Empowerment
Session Learning Objectives: Delegation &
Empowerment Analyze the
difference between delegation and empowerment.
Identify the key principles of delegation.
Identify the essential elements of empowerment.
Definitions
Delegation:A division of
labor~ Assignment of
specific duties or responsibilities to an individual
Empowerment:Instilling a sense of
power~ Granting decision-
making authority, and/or
Creating opportunities to influence decisions
Providing ability to make choices
DELEGATION & EMPOWERMENT
Delegation Requires:
Defined expectations
Communication Coaching Monitoring Feedback Trust
Empowerment Requires:
Shared values Shared power Defined
boundaries Communication Feedback Recognition Trust
DELEGATION PRINCIPLES OF DELEGATION
Assign duties to the right people Grant authority to do the job Minimize yo-yo delegation Make due date specific Don’t delegate the critical thing you do
Reasons To Delegate (Group Benefits)
Members become more involved and committed
More projects and activities are undertaken
A greater chance that projects will be completed
Increased opportunities for members to develop leadership skills
Chance to fill leadership roles with qualified, experienced people
The organization operates more effectively
Reasons to Delegate (Leader Benefits)
Not being spread too thin and therefore is less likely to burn out
Gaining satisfaction from seeing members grow and develop
Acquiring more experience in executive and administrative functions
When to Delegate? There is a lot of work A member has particular
qualifications for or interest in a task
Someone can benefit from the responsibility
Routine matters need attention Details take up too much time and
have to be divided
When Not to Delegate? The task is something you would not
want to do (menial work) Someone is under qualified or
overqualified for the task The work is your own specified
responsibility The area is big or is an unsolved
problem, issue or matter dealing with the personal feelings of another or with confidentiality - the "hot potato"
How to Delegate Ask for volunteers by a show of
hands or pass a sign-up sheet for a particular project.
Appoint or suggest someone. Assign through a committee. The "best fit" of person with the
task is the most effective.
Guidelines for Effective Delegation
Choose the appropriate people by interviewing and placing your members carefully.
Explain why they were selected for this task.
Delegate segments that make sense; not bits and pieces of a task, but share the "big picture".
Guidelines for Effective Delegation (Cont.)
Discuss the task at hand. Discuss ideas; mutually set goals and objectives.
Whenever possible, give those who will be responsible for carrying out a program a voice in the decision-making.
Define clearly the responsibilities being delegated to each person.
Guidelines for Effective Delegation (Cont.)
Find out how you will know when they need help.
Give accurate and honest feedback.
Support your subordinates by sharing information, knowledge and plans with them. Share in their failures as well as their successes.
Guidelines for Effective Delegation (Cont.)
Delegate. Most responsible people do not appreciate someone looking over their shoulder, or taking back parts of their assignment before they have a chance to do it.
Follow up. Check periodically to see if people have any questions regarding how a project is supposed to be done.
Evaluate.
DELEGATIONKnow Your People
Stages of Employee Development:
I. Unconscious Incompetent
II. Conscious Incompetent
III. Unconscious Competent
IV. Conscious Competent
I II
III IV
Com
pete
ncy
Understanding
DELEGATING
1. TELL THEM WHAT TO DO2. SHOW THEM WHAT TO DO3. LET THEM TRY - OBSERVE4. PRAISE PROGRESS/INSTRUCT
WHERE DEFICIENT5. REPEAT UNTIL COMPETENT6. TRANSFER THE RESPONSIBILITY7. MONITOR PERIODICALLY
CONCERN
INFLUENCE
EMPOWERMENTEXPANDS THE CIRCLE OF
INFLUENCE
DELEGATION & EMPOWERMENT
CLASS EXERCISE Best & worst delegation done
to you Take turns sharing in groups of
4 Report out
CREATIVITY AND INNOVATION
Employee involvement
Re-engineering
Networking APWA self-
assessment
Employee Involvement The person doing the actual
work often has the answer to how to do it better. As a supervisor, your job is to get that person to think creatively and to share his/her thoughts with you.
Empowerment comes through trust, respect and honesty.
Everything we do involves people. Innovation and creativity are created through successful and meaningful interaction with others.
Re-engineering When to consider that the work
process may need re-engineering: When the organization has grown and
the process no longer fits the new size
When the process was created as a reaction to a specific incident and is no longer relevant
When new technology is available to make an existing process more efficient
Re-engineering (cont.) When to consider that the work
process may need re-engineering (cont’d): When attitudes have changed over
time (e.g., the generation gap) When new laws or new $$$ create
new opportunities
Re-engineering (cont.) When not to mess with existing
process: To solve personnel problems To increase productivity – if
productivity is a problem, then it is most likely a personnel issue rather than a process issue
Re-engineering
Networking
You are not alone. Your peer group organizations provide a great opportunity to develop creative and innovative solutions through exchange of ideas.
If you think going to meetings is a lark and you’re too busy, either you’re going to the wrong meetings or you need to change the tone of the meeting to be more of a learning experience.
APWA Self Assessment Benefits
Improve effectiveness Promote staff and community pride Clarify budget needs Identify operation and management needs Enhance professional image Promote team work and staff development Encourage interdepartmental coordination Identify duplication and wasted effort Promote public awareness Improve communication Prepare for agency accreditation
APWA Accredited KC Metro Cities
Belton Grain Valley Lee’s Summit Lenexa Olathe Overland Park
Summary and Food For Thought
Budgeting – an opportunity or a nuisance?
Productivity – management vs. workers or cooperative teamwork?
Purchasing and inventory – are these systems in place to make finance happy or are they systems that insure good management?
Creativity and innovation – whose idea is it? Management or employees or both?
Larry’s Dozen Tips for Supervisors
Treat the Public and Your Team Respectfully and
Fairly
Care For and Maintain Your Equipment (Like It’s
Your Mother’s)
Develop A Seasonal Schedule of
ResponsibilitiesMonth Task Task Task Task
January S&I Bldg. Maint. Furnace Filters
Cut Brush
February S&I Potholes Cut Brush Drain. Maint.
March Potholes Herbicides Sweeping Drain. Maint.
April Landscaping Potholes S&I Equip Conc Repairs
May Mowing Order S&I Mtls
Sign Maint. Conc Repairs
June Crack Sealing
Mowing Sign Maint. Pvmt. Marks.
July Overlays Crack Sealing
Furnace Filters
Pvmt. Marks.
August Overlays Crack Sealing
Pvmt. Marks. Shldr. Maint.
September Overlays Mowing Shldr. Maint. Shldr. Maint.
October Train S&I Winterize Mowing Equip
Conc Repairs
November Store S&I Mtls
S&I Leaf Disp. Holiday Decs.
December S&I Bldg. Maint. Cut Brush Mow. Equip.
Plan Ahead For the Supplies and Commodities
Your Team Will Need
Make Sure Your Directions Are Understood
No Safety Glasses!
No Hearing Protection!
No Gloves!
No Hard Hat!
Use “We” Frequently and “I” Rarely
Take More Than Your Share of the Blame When Things Go Wrong and Less
Than Your Share of the Credit When Things Go
Right
“A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.”
- John Maxwell
Don’t Be Afraid to Get Your Hands Dirty
Give It Your Best and Enjoy Your Work
Believe in People, The Vast Majority Want To Do A
Good Job
Do The Right Thing and Do It Right
Don’t Just Talk the Talk, Walk the Talk
Thanks for Your Attention
Questions?