Managing Performance

at Dessau
Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau’s Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
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+ Introduction

Leadership Zone – Management

New Manager Integration Process

3
+ Introduction

Case Study: Melanie

+ Should you meet with Melanie?

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+ Introduction

At the end of this session, you will be able to:

+ Understand Dessau’s performance and professional development

appraisal process
+ Prepare for a performance appraisal meeting
+ Appraise performance
+ Follow up on a performance appraisal meeting
+ Identify opportunities for ongoing performance management
+ Apply the basic principles of feedback
+ Identify ways of developing competencies

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Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau’s Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
6
+ Why Performance Should Be Managed

Objectives of the Performance Appraisal

+ Contribute to fulfilling the company’s mission while respecting
Dessau’s values
+ Improve organizational performance
+ Ensure that each employee has a clear understanding of
his/her role
+ Inform employees about the company’s performance and
corporate objectives
+ Manage employee talent and competencies while seeing to
their development (new talent)
+ Promote communication
+ Motivate and retain employees

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+ Why Performance Should Be Managed

Advantages of Managing Performance

For the Company For the Employee
+ Promote communication
+ Develop competencies
+ Motivate employees
+ Maintain good relations
+ Help retain our resources
+ Increase ability to reach
objectives
+ Increase client satisfaction
+ Improve productivity and
profitability
+ Understand his/her mandate
+ Understand how he/she
contributes to Dessau’s success
+ Learn his/her supervisor’s
assessment
+ Be recognized for his/her efforts
+ Have the opportunity to express
his/her opinion
+ Discover his/her strengths and
areas that need improvement
+ Develop competencies 8
+ Why Performance Should Be Managed
Managing Performance: An Ongoing Process

Identify
objectives and
expectations

Provide Follow up and

feedback and develop
acknowledgment resources

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Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau’s Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
10
+ Dessau’s Annual Process

New employee integration

New Employee Integration Plan

Three-month appraisal

Ongoing follow-up / Mid-year

report

Annual appraisal
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+ Dessau’s Annual Process

Annual Appraisal

Employee self- Appraisal by

appraisal immediate supervisor

Meeting to
discuss
performance
and
professional
development

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+ Dessau’s Annual Process

PAF for the Annual Meeting

P A F
Preparation Action Follow-up

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Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau’s Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
14
+ Preparation

How to Prepare for the Meeting

+ Manage throughout the year

+ Gather information

+ Schedule the meeting

+ Ask the employee to do his/her self-appraisal

+ Carry out your appraisal using the form

+ Prepare objectives for the following year

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+ Preparation

The Form

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+ Preparation

Objectives

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+ Preparation

Competencies

Need Exceeds
1 improvement 2 Satisfactory 3 Expectations

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+ Preparation
Technical and Administrative Knowledge
Technical Knowledge Masters the information and tools pertaining to his/her field.

Administrative Knowledge Understands and applies the administrative practices and policies in effect.

Knowledge of Management Understands and applies quality procedures, policies and instructions.
Systems
Work Quality
Precision Works with care, accuracy and precision while responding to needs.

Synthesis and Analysis Is able to analyze situations and gather whatever information is necessary
to understand client and supervisor needs.
Scheduling Plans work and uses appropriate methods to prevent delays and meet
deadlines.
Managing Priorities Manages time efficiently.

Follow-up Follows up on problems or issues that are under his/her responsibility.

Written Communications Written communications are clear, accurate and structured.

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+ Preparation

Client Satisfaction and Client Relations

External Clients Establishes a partnership with external clients. Identifies client needs
and responds to their requests adequately.
Internal Clients Establishes good relations with internal clients through effective
communications.
Personal Skills
Self-sufficient and Responsible Follows general directives and takes charge of his/her responsibilities.

Teamwork Demonstrates strong interpersonal skills and collaborates with

teammates to reach objectives.
Motivation and Commitment Demonstrates determination, interest and dynamism in his/her work and
consistently works toward reaching objectives.

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+ Preparation

Section reserved for project managers and professional and technical personnel
Planning Demonstrates strong forecasting skills, determines realistic objectives and produces
coherent and efficient action plans.
Organizational Makes effective use of the human, financial and material resources at his/her
Skills disposal. Uses appropriate work methods to meet objectives.
Control Oversees work, ensuring that budgets are met and quality is maintained. Identifies
shortcomings and implements corrective measures.
Project a) Effectively manages projects and ensures that profit objectives are attained.
Management Obtains required signatures or approvals and manages subcontractors effectively.
b) Regularly follows up on accounts and respects predetermined objectives and
policies. Negotiates additional fees as necessary.
Leadership a) Effectively leads meetings.
b) Maintains a positive work environment and ensures that relations between team
members are healthy and productive.
Participation in a) Helps clients identify their needs.
Business b) Systematically evaluates client satisfaction.
Development c) Meets business development objectives.

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+ Preparation

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+ Preparation

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+ Preparation

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+ Preparation

Why Do We Set Objectives?

Comfort zone

Effort zone

Discomfort zone

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+ Preparation

How Do We Formulate an Objective?

S • Specific

M • Measurable

A • Achievable

R • Realistic

T • Timely

+ Indicators make it possible to assess objectively whether the

objective was achieved. 26
+ Preparation

Exercise: Creating an Objective

Page 4 in your workbook

+ Write down an objective for one of your employees

+ In teams of two, share your objectives and discuss whether

they are SMART
+ Share them with the full group

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Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau’s Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
28
+ Appraisal
Meeting Agenda

Start + Greeting

+ Review last year’s objectives

+ Establish new objectives
+ Discuss achievement of competencies
Direct + Review the values
+ Discuss the career plan
+ Identify a development plan
+ Adhere to the Code of Ethics

Conclude + Conclusion

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+ Appraisal

Conditions for a Positive Meeting

+ Be available
+ Listen
+ Know how to build a good relationship
+ Avoid pitfalls

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+ Appraisal

Be Available

+ Make time
+ Activate your call forwarding
+ Turn off your cellular phone
+ Close your door
+ Focus on the meeting

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+ Appraisal

Quality Listening

Do you know how to listen?

+ Let’s read a short story…

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+ Appraisal

Guidelines for Quality Listening

+ Prepare yourself to listen
+ Concentrate fully on what the person is saying
+ Be open-minded and try to see the person’s point of view
+ Do not interrupt
+ Do not finish his/her sentences
+ Listen, even when you think you know what he/she is going to say
+ Encourage him/her to elaborate, ask questions
+ Take notes
+ Rephrase what the person says throughout the conversation
+ Summarize at the end of the conversation 33
+ Appraisal

Know How to Build a Good Relationship

+ Do not attack the person

+ Appraise results and behaviour, not personality
+ Use a respectful tone of voice
+ Do not yell or lose your temper
+ Speak objectively

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+ Appraisal

Expressing Yourself Objectively

Do Avoid
 Ask questions  Judging, criticizing or laying blame
 State facts  Stating opinions
 Provide examples  Making assumptions that are not
 Quantify based on facts
 Using words like always, never
 Refer to a specific situation or
and again
behaviour
 Generalizing
 Refer to established
standards/criteria  Attacking the employee
 Focus on the objective  Adopting a tone that insinuates
that the person’s motives are poor
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+ Appraisal

Expressing Yourself Objectively: Rephrasing Exercise

Example

Judgment Factual Statement

On the last two projects you worked on,

you went over the deadline by about 25%
You never meet deadlines.
and didn’t tell me beforehand that you were
likely to miss the deadline.

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+ Appraisal
Some Pitfalls to Avoid

+ It’s all good or it’s all bad

+ Appraising everyone the same way
+ Appraising only the last month
+ Adopting a one-way communication style, rather than a
dialogue or exchange
+ Blaming for poor performance rather than looking at it from a
problem-solving perspective
+ Placing emphasis solely on the past and neglecting the
present and future

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Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau’s Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
38
+ Follow-up
A Few Administrative Points
+ Sign the form.
+ Make a copy for yourself.
+ Give the original to employee.
+ Send a copy in PDF format to the HR Service Centre by email.
+ Register the employee in any training activities identified.
+ If an employee is to be transferred to another department, his/her appraisal
must be performed first and the results sent to the new department.
+ Appraisals should be planned for employees returning from a leave of
absence, if an appraisal should normally have been scheduled during the
time that they were away.
+ If the appraisal is due soon, do it even if the employee is about to be
temporarily laid off. 39
+ Follow-up
Managing Performance on an Ongoing Basis

+ Monitor the objectives set

+ Meet during the year
+ Clarify expectations as you go
+ Give continuous feedback (positive or constructive)
+ Give the employee development opportunities

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+ Follow-up

Formulate Clear Expectations that Encourage Cooperation

Rule 1: Never assume the employee knows what you expect.
Rule 2: Never say “It’s obvious”.
Rule 3: Speak objectively.
Rule 4: Be specific.
Rule 5: Make sure expectations are realistic.
Rule 6: Be respectful and courteous, but firm.
Rule 7: Explain the reasons for your request.
Rule 8: Ensure the employee has understood.
Rule 9: Follow up.
Rule 10: Make a written record of your discussion.
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+ Follow-up

Formulate Clear Expectations that Encourage Cooperation

How to:
+ Describe the situation using facts
+ Explain the impact of the situation
+ Formulate the request clearly
+ Explain the reasons for your request
+ Ask the employee to repeat what you said in his/her own
words
+ Get a commitment from the employee

Don’t forget PAF

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+ Follow-up

Feedback

What is feedback?

“The art of being candid about what is

working and what is not”

+ Feedback is objective comments about results or behaviours

based on specific, measurable and factual information.

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+ Follow-up

Why Give Feedback?

Feedback

Positive Constructive

Acknowledgment Coaching
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+ Follow-up
Positive Feedback

+ Positive feedback is designed to give positive reinforcement

of a result accomplished or an expected behaviour.

+ Example: I’m happy with the analysis you gave me this

morning; it was precise and the recommendations were very
complete.

+ Fundamental rule: Be concrete and sincere.

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+ Follow-up
Constructive Feedback

+ Constructive feedback is designed to give information about

a behaviour or result that needs to change or improve. It is
aimed at identifying a solution rather than emphasizing a
problem.

+ Example: Steve, I’ve noticed that for the last two weeks,
you’ve taken 45 minutes longer than usual to do the rounds
of the fire hydrants. This meant that we had to get someone
else to do some of your work and it reduced our ability to
meet our client’s needs. What could you do to bring your
rounds back down to the usual time?

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+ Follow-up
Feedback Guide

+ Describe the situation using facts.

+ Explain the impact of the situation.
+ Identify the causes and determine possible solutions
together.
+ Formulate the request clearly.
+ Explain the reasons for your request.
+ Ask the employee to repeat what you said in his/her own
words.
+ Get a commitment from the employee.

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+ Follow-up
Practise Positive Feedback

+ Individually, think about some positive feedback you want to

give one of your employees and make a note of it on page 8.

+ In teams of two, read your feedback to your partner as

though he/she was your employee.

+ Share your impressions with your partner.

+ Return to the main group to highlight good ideas.

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+ Follow-up
Practise Constructive Feedback

+ Individually, think of an employee to whom you want to give

improvement feedback. Complete page 8 of your workbook.

+ In teams of two, give feedback to each other and identify

solutions together.

+ Discuss your experience with your partner.

+ Return to the group.

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+ Follow-up
Tips on How to Give Good Feedback
Do
+ Choose a good time.
+ Give feedback directly and
not through someone else.
+ Be specific and describe
without judging or laying
blame.
+ Be succinct.
Avoid
+ Assuming the person knows
what you expect.
+ Remaining silent but making
it clear that you’re not happy.
+ Making allusions without
clearly stating what is not
working.
+ Sending emails to everyone.
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+ Follow-up
Developing Competencies

Why should competencies be developed?

+ To motivate, mobilize and retain personnel
+ To improve service delivery by our employees
+ To better plan knowledge transfer
+ To prepare employees to move into other positions or handle new
challenges in their current position
+ To develop new talent
+ To increase Dessau’s performance in the long run

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+ Follow-up
A Few Development Methods
Outside of work

Reading or
training

Actions
55%
Guidance
20%

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+ Follow-up
Enabling Employees to Develop
+ Give feedback
+ Provide encouragement, allow them to make mistakes
+ Give opportunities to take on new responsibilities
+ Assign new tasks
+ Provide coaching
+ Allow job shadowing or mentoring
+ Allow them to attend client meetings (with you or in your stead)
+ Assign a special project or problem to solve
+ Offer training
+ Suggest reading
+ Encourage sharing of expertise among coworkers (lunchtime-conferences)
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+ Follow-up

Coaching and
Developing

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+ Follow-up

Management Competencies
Excelling in Operational Quality Building an Effective Team
 Managing results proactively  Communicating
 Process management  Coaching and developing
 Quality execution  Managerial courage
 Continuous improvement, problem solving
and creativity

Adopting a Business Development and Managing in an Evolving Environment

Client-Focussed Approach  Leadership and engaging your team
 Strategic vision through change
 Client focus  Adapting to circumstances
 Initiative and risk management  Managing diversity
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+ Follow-up

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+ Follow-up
Development Guide and Plan

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+ Follow-up

Adapting Your Level of

Direction

+
Degree of direction

- Employee self-sufficiency, knowledge, motivation +

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Managing Performance at Dessau

+ Introduction
+ Why Performance Should Be Managed
+ Dessau Annual Process
+ Preparation
+ Appraisal
+ Follow-up
+ Discussion and Conclusion
59
+ Discussion and Tips

Are you convinced of the

need for ongoing
performance
management?

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+ Discussion and Tips

Tips and Tricks

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+ Conclusion

Question Period and

Discussion Time

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 Thank you
dessau.com

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