Supervisor-Skills-Reference-Guide

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PERFORMANCE MANAGEMENT Performance management is the most important supervisory task that people DON’T like to do. It is sometimes seen as unnecessary since people have the perception that they have been on the job and know how to do their work. Or, they are at the top of the pay scale and will not receive additional merit increases regardless of how well or mediocre they may have performed during the last year. And, some say, it is uncomfortable to set and then review performance expectations- it creates tension. NOT doing performance reviews is unfair. Most employees want to know how they are performing; they have a right to know what their jobs are and what the manager expects. Additionally, they have the right to know if their performance is matching those expectations, both for their benefit and for the benefit of the customers we serve. Further, when a member of a team is not performing to expectations, the rest of the team will suffer as they will often need to “pick up the slack”. This situation will cause more tension than an individual performance review. Performance management should be considered an opportunity to ensure staff members are on track with organizational and personal professional goals. 1. The performance management session should be a discussion with clarifications and feedback, with confidentiality honored, and free from interruptions. 2. Expectations should focus on the major duties of the job. 3. Expectations should be measurable. Table of Contents 24
4. Some expectations should challenge each employee to develop their professional skills and abilities. 5. Frequent feedback discussions should occur so that no problem performance goes on for very long or timeline expectation goes unmet. There should be NO year-end surprises during the formal review. If there are issues in performance, they should be addressed if they occur anytime during the year. 6. Performance expectations will vary somewhat from one person to the next. Table of Contents 25
Page 1 and 2: Supervisor Skills Reference Guide Q
Page 3 and 4: Table of Contents RECRUITING.......
Page 5 and 6: EQUAL EMPLOYMENT OPPORTUNITY Superv
Page 7 and 8: APPLICANT TRACKING SYSTEM Advertisi
Page 9 and 10: What questions will be asked? By wh
Page 11 and 12: IMPERMISSIBLE INTERVIEW QUESTIONS W
Page 13 and 14: 5. Only when attracting and retaini
Page 15 and 16: 8. Avoid people who won’t ever do
Page 17 and 18: INTERPERSONAL PRINCIPLES Supervisor
Page 19 and 20: DELEGATION You can’t do everythin
Page 21 and 22: MOTIVATION How can you as a supervi
Page 23 and 24: MENTORING Supervisors have an oblig
Page 25: 11. Allowing people to demonstrate
Page 29 and 30: COACHING FOR OPTIMAL PERFORMANCE Ma
Page 31 and 32: SOLVING PROBLEMS Not all problems l
Page 33 and 34: PROBLEM SOLUTION TYPES Supervisors
Page 35 and 36: MAKING DECISIONS It is one thing to
Page 37 and 38: mother-in-law moved in, they bought
Page 39 and 40: USING “KASH” TO IMPROVE THE TEA
Page 41 and 42: 5. Have both parties offer possible
Page 43 and 44: 5. Be clear about why the agreed-up
Page 45 and 46: PROGRESSIVE DISCIPLINE Progressive
Page 47 and 48: as a "heads up" about what is comin
Page 49 and 50: PREVENTING GRIEVANCES Grievances wi
Page 51 and 52: efore employees are often able to b
Page 53 and 54: UNDERSTANDING CHANGE As a rule, any
Page 55 and 56: BUILDING A CONSTRUCTIVE RELATIONSHI
Page 57 and 58: 5. Make the job bigger than the per
Page 59 and 60: Page 2 Organizational Information S
Page 61 and 62: Writing clear meaningful task state
Page 63: State of Maine Bureau of Human Reso

Supervisor-Skills-Reference-Guide

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