Be Clear, Improve Performance

Be Clear, Improve Performance

EXPECTATIONS DRIVE OUTCOMES

Expect Better Sign

Is it possible that clearly stating your expectations is enough to improve performance?

I believe it is. A public sector group I've been working with has recently been impacted by new legislation. The law now requires them to measure and report the quality of their work in ways they've never done before. Like in many organizations, the employees in this agency have been "doing it the same way" year after year. The employees believe they do good work; and by 1990 standards, they probably do. However, 2013 brings the opportunity to establish new expectations.

Legislation is forcing reform of this type in public agencies across the country, including sweeping personnel reforms in Arizona, enacted this year. New standards are forcing long-time workers to re-examine what they do and how they do it.

The result: employees who thought they were "highly effective" are realizing they are just "effective" in the new world. In many cases, employees who have perceived themselves as "highly effective," and now know what it really means, are stepping it up. They are modifying their approach and improving their results to meet the new expectations that have been set. Because most public employees want to be "highly effective" they won't settle for anything less.

It's a lesson for all of us. When you clearly set performance expectations for employees and define what "greatness" looks like, employees will work to meet or exceed those expectations. When you allow past performance to define your performance expectations, performance will stay the same year after year.

In the public sector we can't afford to maintain performance at levels that were acceptable in the past. Now is the time to begin clarifying what "great" looks like. Start by asking questions like:

What is your organization capable of?
What is your vision for the highest level outcomes your organization can achieve?
How do you measure the ultimate end result of your organization's work?
How can employees best support your vision?

When you state performance expectations in the most specific terms, employees will find a way to reach them.

Coming Soon! April 2013

PAINLESS PERFORMANCE CONVERSATIONS

I am pleased to announce my upcoming book Painless Performance Conversations: A Practical Approach to Critical Day-to-Day Workplace Discussions, will be published in April 2013 by Wiley.

Painless Performance Conversations: A Practical Approach to Critical Day-to-Day Workplace Discussions provides the no-nonsense tools leaders need to have the conversations they'd rather avoid. This book is written for any manager who struggles to effectively influence employee performance.

Procrastination, fear, lack of skill, and competing priorities often prevent us from initiating conversations that inspire higher levels of performance. Your organization suffers when you avoid the conversations you need to have. Painless Performance Conversations offers the practical, tangible solutions and tools you need to tackle critical performance discussions with confidence.

Watch our newsletters and website for more information about how to pre-order the book!

Are Government Employees Engaged?
FIRST STUDY TO EXAMINE ENGAGEMENT

IPMA-HR recently partnered with ADP to produce the first-ever study examining engagement levels among state and local government employees. Study results were debuted in September at the IPMA-HR conference in Nashville and additional information was shared in a recent webinar.

The study, which included feedback from over 2,200 state and local government employees, found that 58% of public sector employees are fully engaged in their jobs. The study also recognized key opportunities for improving engagement levels of government employees.

Engaged public sector employees are twice as likely to stay in their current jobs and two and a half times more likely to recommend their workplace to others.

To learn more about the study and to access additional resources, visit www.adp.com/govstudy2012.

Final Footnotes
NEWS & EVENTS FROM MARNIE

The State of Arizona is in the midst of implementing sweeping reforms to its personnel system. Along with changes in job classification and compensation structures, a modernized performance management system is being developed as a critical, foundational element of the change process. The new system includes an automated tool for streamlining the administration of performance reviews and a competency model that defines performance expectations for employees Statewide.

Through classroom training, train-the-trainer programs, and webinars, the State's 7,000 supervisors and managers will be exposed to the principles of Painless Performance Evaluations.

I am proud to have been asked to support the State of Arizona's efforts. It's an honor to serve my home state in implementing such an important step toward enhancing government performance and accountability.

If I can support your efforts to update and Marnie Green improve your organization's performance management system, please give me a call at 480-705-9394 or shoot me an email. I'd love to hear from you.