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USA Operations Centers Performance Management May 2017
As this policy is reviewed, please note the following States/Areas for which exceptions exist:
Not Applicable
Specific details on each section may be found within the General Information of this text.
The Joyner Performance Management process, tools, and Philosophy Statement shows:
The Joyner holistic approach to effective Performance Management
Several key objectives to keep in mind when managing employees' performance
The Joyner expectations for leaders and employees in the areas of performance and development
Description of the Performance Management process and tools
Performance Management is an ongoing process through which management partners with employees to set expectations, provide timely feedback, support development, evaluate results, address problem areas, and reward performance.
Performance Management takes a holistic approach, which encompasses the areas of employee development and performance improvement.
Performance Management Philosophy Statement Joyner is committed to providing the best products and services to our customers. We strive to employ people who have the ability and desire to succeed, and to build and maintain a quality, high-performing workforce.
Our goal is to foster an environment free from bias, where open communication thrives and developmental opportunities exist. We are dedicated to coaching and developing employees to perform at their best. We are also dedicated to rewarding and recognizing employees for their accomplishments.
We expect management to communicate clear expectations, provide constructive feedback, and use our performance evaluation and merit rating processes to enhance performance. We also expect management to use other tools and training to continually build their leadership skills.
From time to time, however, an employee's performance falls below acceptable levels. In these situations, we expect management to identify problems, communicate candidly, and set goals to help the employee resolve the deficiency promptly. In many performance deficiency situations, coaching, focused on the specific needs of the individual, will be the most productive initial approach.
In other situations, it may be appropriate to proceed directly to more formal documentation or corrective action. Some situations may involve behaviors we cannot tolerate, such as employee misconduct, which warrant immediate disciplinary action including, at our discretion, termination of employment.
We hold employees ultimately responsible for performing at an acceptable level and for resolving their performance problems. Our goal is to give employees with performance problems appropriate assistance and a reasonable opportunity to solve problems before we decide to end the employment relationship. Management has the responsibility and the discretion to manage each situation based on its facts.
Human Resources is available to assist, and we encourage management to consult with them on all matters relating to employee performance problems.
The Performance Management Process
The Performance Management process incorporates three basic components: setting clear expectations, providing continuous feedback through ongoing dialogue, and administering appropriate outcomes.
Expectations The process begins by setting clear expectations and objectives with each employee. In some departments, this may include the use of standardized metrics and measures. Employees have a strong desire to know what is expected of them, and they want to understand their role in their performance and development.
Ongoing Dialogue Once expectations are established it is vital to provide employees with feedback on their performance and accomplishments. Ongoing dialogue with employees along the way reinforces good performance, and it also lets them know when they are not meeting expectations.
Outcomes Timely rewards and recognition throughout the year can be the most effective way to reinforce desired performance and motivate employees to keep doing their best. Likewise, addressing performance problems early can prevent them from turning into bigger problems. Leaders who set clear expectations and provide continuous feedback are in the best position to assess performance accurately and deliver appropriate outcomes throughout the performance cycle.
Performance Management Tools To implement the Performance Management process effectively, many tools and processes are available to assist in the areas of employee development and performance improvement.
Note: This is not an all-inclusive list. HR Employee Care, Performance Support is available to assist in determining the most beneficial employee development for the particular situation.
MyPerformance is the current employee performance assessment tool. It uses regular MyPerformance Conversations to evaluate individual MyGoals in terms of individual contributions and competencies/Key Leadership Behaviors demonstrated during the performance cycle.
Career Development is ideally shared by leaders and employees. Leaders seek to provide all employees the developmental opportunities needed to help them achieve their highest potential. Employees partner with leaders to share their career goals and aspirations. Employees are responsible for developing and implementing career development plans, and leaders work with employees to develop short and long-range career plans.
Mentoring is creating developmental relationships built on trust and respect. These relationships assist individuals in reaching their full potential. Mentoring enhances the Joyner environment and culture and enables each individual to provide the best value to our customers.
Coaching is the process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more effective.
Rewards/Recognition is the use of formal and informal rewards/recognition to acknowledge positive behaviors. Using rewards/recognition reaffirms how much we value our employees' performance and is an important part of keeping our employees motivated.
Training is a fundamental building block to developing proficient and qualified employees. By providing appropriate and timely training to new and existing employees, we create a life-long learning environment where individuals continually apply new skills.
Communication/Feedback is central to the development of the employee/supervisor relationship. Frequent communication with employees regarding their strengths and weaknesses reinforces employees' development and is essential when dealing with performance issues. Clear, candid and honest communications provides employees with choices about what to do and how to do it. In addition, it helps individuals understand whether they are on the correct course or how to make needed changes.
Identify and Evaluate the Situation:
Identify the problem early
Determine the cause of the problem
Evaluate potential solutions
Develop a Strategy to Resolve the Situation:
Use coaching to target specific performance deficiencies
Develop an action plan
Schedule times to review the plan and progress made
Execute the Strategy
Determine the facts of the situation
Consider the best strategy
Consider the corrective action to be taken
When executing the strategy, the goal remains to return the employee's performance to an acceptable level.
Corrective Action Options:
Coaching conversations
Written Communication
Additional Training
Level Reduction for Performance Reasons
Job reassignment
Termination
Note: This is not an all-inclusive list. HR Employee Care, Performance Support is available to assist in determining the most appropriate course of action for the particular situation.
Not Applicable
Be knowledgeable about the Performance Management process, tools, and Philosophy Statement.
Communicate the performance management process and philosophy to employees
Use the Performance Management process, tools, and Philosophy Statement as a guide to implement effective Performance Management.
Contact HR Employee Care, Performance Management for assistance.
Be knowledgeable and supportive of the Performance Management process, tools, and Philosophy Statement.
Help educate management in regard to the Performance Management process and Philosophy Statement.
Work with and provide guidance to management on Performance Management issues.