Performance Development Planning (PDP)
Agenda
1. Overview (25 min)
o What is it, why do it
o What’s different
2. Performance Planning (30 min)
3. Performance Coaching and Feedback (30 min)
4. Performance Review (30 min)
o Performance Process and Form(s)
Overview
Before you are a leader, success is all
about growing yourself.
When you become a leader, success
is all about growing others.
Jack Welsh
What is it?
Performance Planning
Dialogue between manager
and staff to set clear, specific
performance expectations at
the beginning of cycle
Performance Review
Two way discussion and
written document focusing on
staff performance, areas of
excellence, goals for
improvement and development
needs
Performance Criteria
Information which provides
the foundation for
performance – job description,
organizational goals,
competencies, standards
Feedback
Ways in which feedback can
be collected which may
include peers, clients or 1:1
between Manager and staff
Ongoing Coaching
Two way discussion which
focuses on recognizing
excellence and areas for
improvement and learning as
well as barriers to
performance
Why Support Career Development?
• Provide clarity about career paths and job opportunities at
the University
• Assist in succession planning
•Clearer standards for managing performance
•Focused skill development
Overview – Why do it?
1. To create and foster an ongoing, two-way communication
process which:
 clarifies expectations between the manager and the
individual
 Assists individuals in reaching personal and
professional goals through skill development
2. Integrates consistent coaching practices designed to
support development targets
What is different
Shared vision, governance and framework
Builds a system that builds performance to meet
organization needs
Keeps a forward focus on the shifts in skills that are
needed for employees to succeed
Links to other systems (training and development,
communities of practice)
Identifies desired culture, behaviours and style
Partnership between Management and Staff
•
Link to <enter your organization’s goals>
•
Targets focused on performance and behaviour
•
Help employee to excel
•
Set expectations for coaching
Performance Planning
(setting expectations and goal setting)
90% of a Manager’s time in the process should be
devoted to planning, development and coaching
10% on the performance evaluation
Guiding Staff Members
•
Share department and organization goals
•
Meet with the staff member, discuss specific
expectations for performance and contributions
during the review period
•
Schedule regular meetings with staff member to
discuss performance and focus forward on ongoing
improvement
•
Update expectations should priorities or
circumstances change
Performance Planning – Setting Expectations
Specific
What is the desired outcome?
Measurable
How will you and your staff member know if
the desired outcome has been achieved?
Attainable
Have you and your staff member discussed
and reached consensus on the outcome?
Relevant
Are the assignments relevant for the
position? Are they aligned with department
or organizational goals?
Timely
When will the result be achieved?
Be Clear – Set objective measures
Consider the six specific competencies related to their job:
What are some of the daily tasks or activities where these
are performed? What does ‘good’ performance look
like? Describe the standard.
What are some projects or assignments the staff member
needs to complete? What is the desired outcome?
Measure the result.
What behaviours are desired as the staff member completes
tasks or assignments? How will these need to be
leveraged? Examples of “observable behaviour”.
Creating Development Plans
1.
2.
Develop or improve skills, knowledge or
competencies in their current role
Acquire new skills, knowledge or competencies in
current role relating to:
o a new assignment,
o change to role responsibilities,
o introduction of new process or technology
3. Obtain new skills, knowledge or competencies in
preparation for career development in a new role
Creating a development plan
MedIT’s
Objectives
Team Goals
Individual’s current
Skills
Individual’s
Development
(in current role)
Individual’s
Aspirations
Development
Plan
Developing in a Current Role
What learning opportunities would you consider for your staff
member in developing in their current role for
• a new assignment
• change in role responsibilities
• introduction of a new process
or technology
Developing for a new role
What steps might you take to help support their development
plan?
What learning opportunities would you consider for your staff
member while on the job?
Steps
1. Staff member determines what their career
aspirations are
2. Staff member and Manager determine what
type of development is appropriate
3. Discuss best learning methods, agree on
outcome and timeline
4. Staff member also does self-development
activities
5. Progress is tracked, successes celebrated!
Performance Coaching and Feedback
Leadership is a lifting of a person’s
vision to high sights, the raising of
a person’s performance to a higher
standard, the building of a
personality beyond its normal
limitations
Peter Drucker
What is coaching?
Coaching is a unique opportunity to focus and move forward
on personal, professional or organizational goals through the
exploration of ideas and candid dialogue with a confidential
and unbiased thinking partner
http://youtu.be/UY75MQte4RU
Manager as a coach
 listens, observes and customizes approach to individual’s
needs
 elicits solutions and strategies from individuals
 believes that the individual is naturally creative and
resourceful
The coaches job is to provide support to enhance the skills,
resources and creativity that the individual already has.
Feedback is the essence of coaching
Feedback is essential to staff development. It not only helps
staff correct mistakes before they become habits, but it also:
 Acknowledges the strengths that they draw on to be
successful
 Focuses on the actions required to move forward
 Identifies plans to overcome obstacles
 Helps staff to achieve their goals
 Fosters productive working relationship
FRAME your coaching
F – Focus on each interaction
R – React non judgementally
A – Ask thought provoking questions
M – Monitor progress and learning
E – Encourage continued growth
Coaching Process
By listening....what I heard you say is...hmmm say more....
By encouraging...you are right on track...go for it....
By questioning...what is going well....what support do you
need...what is getting in the way....what could be the first
step...
By requesting...I have a request...can I ask you to cut your
expenses by 50%
By action planning...who, what, when
Coaching Exchange
Identify – what is it you want to ensure you get through the
exchange
Discover – find out more...what is the issue..find out
challenges and concerns
Strategize – what direction are you going to make
Clear the way – impediments to action and progress
Re-cap – what are you going to do and when
How would you coach a.....
New member
Star performer
Not meeting expectations
Steady contributor
Tips for providing positive and
constructive feedback
1. Describe the behaviour you are observing, such as
meeting a deadline, surpassing productivity, or
participating fully in a meeting
2. Emphasize the impact of the behaviour so that the person
can clearly see why you believe it is important. Describe
the impact on the organization, the team or the job
3. Let the staff member know exactly what behaviours to
continue, and what behaviours not to continue
Tips for providing positive and
constructive feedback
4. Develop a habit of looking for and commending specific
positive behaviours; such reinforcement will increase the
incidence of them
5. Respect the staff members need for privacy. Your reaction
should be between you and the staff member
Remember to...
1. Focus on the work, not the person
2. Avoid overwhelming – do not provide too much feedback
at once
3. Focus on the future
4. Identify benefit or positive outcome of the change
5. Provide appropriate balance of positive and negative
feedback.
Guiding principle.....
When people make mistakes, the last thing they need is
discipline. Its time for encouragement and confidence
building. The job at this point is to restore selfconfidence...If we are managing good people who are clearly
eating themselves up over an error, our job is to help them
through it.
...they coached....rather than preached....they got better
results...
Jack Welch, “Straight from the gut”
Coaching Video
http://www.youtube.com/watch?v=K2bZyIqMPTI
Role Play
Coaching to develop new skills required for current job or for
new position
Coaching to correct or improve performance
Performance Review
“ I work with them everyday. They
know I think they do a great job”
“ next to firing, this is my least
preferred task”
“the form is too long”
“I’m afraid I will be challenged on my
review and have to provide examples
which I can’t remember”
“I don’t like being in the role of judge”
Making the review easy
1. Set clear expectations. Provide them on the first day of
employment.
2. Provide feedback all year. Have performance discussions as a
regular part of the work day and review meetings are held regularly.
3. Ask first, tell later. Begin a performance discussion by asking the
employee to rate their performance. Have them provide examples of
where they have met and exceeded the expectations. Document.
4. Guarantee no surprises at the annual meeting. If you are waiting for
annual meeting to discuss performance, you lost your chance to be
effective
Performance Review Discussion
Schedule the meeting – communicate expectations
Allow time for the staff member to prepare for the meeting
by completing a self assessment (aka initial worksheet)
Let the staff member discuss their self assessment first
Summarize your observation of the progress made to date,
including areas of excellence, and areas for
improvement.
Include specific examples and impacts
Listen and clarify differences. Include both views in final
copy
Discuss goals and development plan for coming review
period
Progress Tracking
Development/Coaching conversations 1:1
o Focus of the exchange
o Critical discoveries
o Strategy
o Obstacles
o Recap/Actions
Annual/bi-annual performance review
o discussion and completion of forms (handout)
Desired Outcomes
1.
Clarified for the staff member how their performance
compared to the expectations that were established.
2.
Provided staff member with feedback on how their
performance is helping the group achieve its goals.
3.
Motivated staff member to continue doing what they do well
and to improve their performance in other areas.
4.
Identified barriers to performance and how to address them.
5.
Agreed on development/growth opportunities and
activities.
6.
Completed the annual assessment that is required.
Building a High-Performance Workforce
• Business objectives and priorities are clear
• Communication and listening skills are key
• Think about change early and often.
• Walk the talk. Create a culture with a free flow of
information, innovation, openness and flexibility
• Training and build internal capabilities
• Seek ongoing improvements rather than leaping
• Measure and celebrate individual and organizational results
Resources
Creating and Using a Development Plan
Personal Career Development Plan templates
Coaching http://www.hr.ubc.ca/coaching/coaching-resources
Managing at UBC http://www.hr.ubc.ca/managing-at-ubc/
Manager as Coach (MOST program)
http://webapps.hr.ubc.ca/hrcatalog/catalog_coursesessions.a
ction?subcategory=MOST&coursecode=CC&scope=ALL