Introduction One of the most significant contributors to an One of the most significant engaged workforce is the relationship between employees and their direct contributors to an engaged supervisors. This relationship influences our perceptions of the organization we work for, workforce is the relationship the work we do and what we think about the impact of our work. Countless studies in the between employees and their public and private sectors demonstrate that direct supervisors. when supervisors and their employees participate in meaningful conversations about goals and expectations, employees feel better, accomplish more and the overall performance within the organization is enhanced. As a supervisor, you are empowered to create and implement procedures that promote engagement on the teams you lead, and the city has confidence in your ability to do so! The suggestions and tools contained in this guide are designed to support you in your efforts. This is not a one-size-fits-all approach, but rather a resource you can use when designing your plan for building engagement on your team, conducting conversations with your employees, and providing them with feedback.
2
Development Guide for Supervisors
The Employee “Check in” Your connection to your employees is a key factor in developing and fueling engagement. For best results, dialogue between supervisors and their direct reports needs to be frequent and focused on coaching and feedback. One-on-one meetings (check-ins) should be conducted regularly for every employee, regardless of level or functional One-on-one meetings (check-ins) area. The following suggestions are designed to help you make the most of check-ins with your should be conducted regularly for employees.
every employee, regardless of level
1) Frequency
or functional area.
Studies have measured the impact of checkins on employee performance and found a clear correlation between frequency of check-ins and level of performance. Every supervisor and employee is empowered to decide how often they will meet to discuss the employee’s progress and performance. We strongly encourage supervisors to be generous in their approach and do their best to meet once a week or every other week. All of your team members need to have check-ins with their direct supervisors. This includes new staff, seasoned staff, manager and part time staff. The topics you discuss may change, but setting aside time for each of them is key. These recommendations can be used as guideposts to determine how often to meet with each person: Size of your team: If you manage more than five people, it can be hard to have check-in meetings with everyone, every week. The larger your team, the less frequent you may be able to meet, but realize there will be more ground to cover each time, so schedule accordingly (a longer meeting). Familiarity with role: This is a very important factor. Employees in a new role or those with a new responsibility will need more help, coaching and guidance. Make time to meet with those on your team who are newly hired, recently promoted or placed in a new role, every week or two, even if everyone else has monthly check-ins. Adjust the frequency for each person as roles and comfortlevels change. Your schedule: If you are in lots of other meetings or have other responsibilities making scheduling hard, look to meet for longer periods of time when you do meet. You should, at a minimum, be meeting with everyone once a month. Otherwise, you could end up with a disengaged employee and not even know it -- until it’s too late.
3
Development Guide for Supervisors
2) Logistics Meeting length
This can vary depending upon the frequency with which you meet with your employee(s). It’s a good rule of thumb to set aside an hour. This allows time to really dig into topics, review progress, and provide feedback and praise. You can always end early, which is much easier to do than to try to juggle meetings scheduled too closely together. Do your best not to cancel: Canceling does more harm than good, and sends the message that your time with an employee is not a priority. If you are absolutely unable to keep your scheduled oneon-one time, reschedule to a new time…soon.
Location
Check-ins are best held in a private setting (avoid the “hallway” meeting). You can meet in your office, your employee’s office, a conference room, etc. Walking meetings are another great option. The key is to give you and your employee the time and privacy you need to cover meaningful ground.
3) Preparing your employee(s)
If this is new for you, let your employee(s) know about your plans and let them know what to expect. Make it clear that this is a meeting for them to talk about what’s going on in their world, to set goals and/or evaluate progress toward goals, to share feedback (both ways).
4) Content
This periodic check-in format is designed to foster employee engagement. It is a dynamic interaction that explores what the employee is contributing to the organization and the satisfaction s/he is experiencing on the job. This is not a one-way, looking backward review common to a traditional performance management approach. That approach does not work to accelerate performance and is counter to our culture of development. By ensuring that both aspects of our employees’ performance are included in the conversation (contribution and satisfaction), the check-in meeting becomes a pivotal part of engagement. This check-in discussion guide is available as a resource.
4
Development Guide for Supervisors
Checking in on Contribution The “contribution” part of the conversation is a discussion is often focused on recent accomplishments, issues or challenges the supervisor or employee would like to discuss, and work priorities. It can also include conversation about the employee’s behavioral expectations (e.g., problem-solving, taking action, helping others succeed, etc.) During check-ins with your employee, discuss the most important work they should be doing, and together, set and review performance standards and goals. The city supports the SMART goal model, which means goals should be:
Specific Measurable, Achievable Realistic Time bound
Note: During a new employee’s first 6-12 months, some goals may focus on learning new skills required to effectively perform work, learning software systems and applications, understanding operations and gaining technical information. Once an employee is up-to-speed on the skills need to do his/her job, their goals will shift. Regularly scheduled check-ins will help you to know when to revise goals and establish new performance standards. There is no required format for this part of the conversation; it is often most effective when the supervisor takes a coaching approach by asking questions such as:
What are you working on? What’s going well? What isn’t? Are you on track to meet the deadline(s)? What support do you need from me or from others?
5
Development Guide for Supervisors
Checking in on Satisfaction Engagement needs vary from person to person, with no two employees defining satisfaction exactly the same way. Satisfaction needs may include: doing more of a certain type of work, skill development, autonomy, advancement, etc. As part of the check-in, supervisors are encouraged to ask questions that help an employee identify what they enjoy about their job, what they like least, what would help them to enhance satisfaction, and what professional aspirations they have. Here are some sample questions to help spark that conversation:
How are you enjoying this project? What’s worrying you right now? Are there skills you feel you’d like to develop that would help you improve your performance and/or results? Would you like more or less direction from me?
Of course there are many more questions you can ask to make the most of your check-ins with your employees. You may find it helpful to select a few questions from this list of check in conversation questions, prior to talking with your employee. These questions are designed to foster a two-way dialogue and help you gain insight into your employee’s perspectives, while ensuring important subjects are covered.
6
Development Guide for Supervisors
Feedback Effective feedback is critical to employee’s growth and development; it helps us to know what we need to duplicate, what we need to practice and where we need to course correct. As a supervisor, one of your key responsibilities is to provide helpful, meaningful As a supervisor, one of your key feedback for your employees. There are many responsibilities is to provide approaches to giving and receiving feedback, and finding the method that works best for you and helpful, meaningful feedback for each of your employees can take time and your employees. experimentation. As a rule, feedback (both positive and corrective) is most effective when it is:
1) Specific
Whether praising an employee’s accomplishments, or working to correct a performance issue, specificity is key. By sharing detailed information about what you appreciated or what needs attention, you help employees maximize their performance. For example: “I appreciated how you listened to the resident talk about their renovation plans and then helped them to understand the requirements. You were very effective at helping them map out their plan and next steps” is far more helpful than “great job!”
2) Frequent
Many people find giving feedback to be a challenge, and as a result, they avoid it. When this happens, employees are left to figure things on their own, which leads to performance gaps and lack of engagement. Feedback is helpful and necessary; it’s most effective when it’soffered on a consistent, continual basis, not in isolation during a formal review session (that takes place once or twice a year). Practice giving feedback often; soon it will become a habit.
3) Goal/Outcome Related
It’s important that feedback be about the action (or lack of action) taken by your employee - not about their intent or character. By keeping feedback focused on progress toward goals, you will provide actionable ideas for change.
4) Timely
Both positive and corrective feedback it best delivered right away (i.e., ideally within 24 hours), while the employee’s actions and accomplishments are fresh and easy to recall. This helps to cement and internalize the information provided, creating a much bigger impact.
5) Two-Way
Feedback should be a dialogue, not a monologue. Be open to ideas from the employee as to how they might improve, or how they’d like to better utilize their natural talents. And set a good example by being open to their feedback about your approach, leadership style, communication, etc.
7
Development Guide for Supervisors
Development Discussions For many employees, career development is an essential part of their satisfaction. Without a sense of the possibilities for the future with the city, employees can easily disengage from their work. For benchmark purposes, consider meeting with your employees two to four times a year to discuss their career and professional development plans. This number is simply a suggestion; keep in mind that some employees may have less need to discuss development plans than others. Again, employees and supervisors are empowered to work together to set a pace that makes sense. An Individual Development Plan template is available to help supervisors and employees work together to create development plans that meet with the employee’s needs and help the city benefit from well-placed talent across the organization. During development discussions, you might provide your employee with suggestions and guidance for completing an Individual Development Plan. The HR Department offers training on Development Plan Writing as well; if appropriate, you can encourage your employee to attend. If your employee has completed a development plan, you can use these discussions to review progress toward their development goals, offer suggestions, brainstorm about stretch assignment that would help to advance their goals, etc. Additionally, employees and supervisors are welcome to speak with the city’s HR staff to discuss opportunities and advancement for development. As a rule, conversations about development and career planning require more time than regular one-on-one discussions. For planning purposes, we suggest supervisors and employees allow 90 minutes. This development discussion guide is available as a resource.
8
Development Guide for Supervisors
Documentation Documenting every check-in conversation is not required (and likely not possible!). Employees and supervisors are encouraged to document their conversations in a way that fuels the on-going partnership.
What to Document Goals and goal adjustments
Clear expectations are a key component of high performance. Employees who understand what their supervisor expects them to accomplish have the context to make good decisions about how to spend their time.
Goal accomplishment
This confirms that the work has been done. It’s best to document this at the time of completion. If you choose to document your discussions keep in mind your written documentation must be consistent with what you actually said.
How to Document
The depth and quality of documentation must be consistent for every employee on the supervisor’s team. This fosters fairness and consistency, both of which are key to an engaged workforce. Supervisors have the latitude to use the documentation framework that best supports their engagement goals.
MyDevelopment
You can create feedback notes, document priorities and upload any other documents regarding your own development and/or the development of your employees in the city application called My Development. This platform is available for all staff and it provides consistency over time as supervisory relationships change. The icon for this application is on your desktop.
9
Development Guide for Supervisors
Performance Concerns Sometimes, employees may have trouble meeting expectations and achieving goals. In these instances, your check-ins should focus on getting back on track. During the conversation: Clearly identify performance concerns and key points of feedback on the employee's performance Discuss the expected performance Concentrate on actionable next steps for improvement Identify time frames for improving performance
Tips for Giving Corrective Feedback
Address the problem rather than the person Focus on actionable issues Empower the person with honest, clear, and direct feedback Be respectful
When to Contact Human Resources
Any time a supervisor identifies an employee with low performance, he/she is encouraged to contact Human Resources (HR). HR collaborates with the supervisor on the employee's low performance and next steps. A supervisor must consult with HR prior to any formal performance related action.
10
Development Guide for Supervisors
Other Resources New Training Engaging with Your Employees
This is a 4-hour instructor led course. Topics: Onboarding, building engagement through effective communication, conducting check in conversations, development conversations, providing positive and corrective feedback, and effective recognition; heavy emphasis on coaching techniques that help employees reach their greatest potential/contribution and maximize engagement. This class is for supervisors and anyone who leads one or more employees. Sign up for this class in Lawson.
Development Plan Writing
This is a 3-hour instructor led class focused on guiding employees through the creation of an Individual Development Plan. Participants will come away with a detailed, customized plan for their own professional development. Attendees will spend time pre-thinking potential obstacles and how to overcome them. Time will also be dedicated to identifying resources to support the attendee’s plan for professional development. This class is open to all city employees. Sign up for this class in Lawson.
Academies Public Management Academy
Designed for mid-level managers. Includes topics such as Leadership, Strategic Thinking, Issues Facing the Region; Managing Change; Power and Politics; High Performing Teams, Planning for Community Engagement; Critical Thinking & Innovative Problem Solving; Decision-Making; Career Management
Regional Supervisors’ Academy
Designed for first- and second-line supervisors, and those who lead front-line employees. Includes topics such as Communication and Conflict Resolution; Working with Different Generations; Advanced Coaching and Influencing Others; Facilitation and Meeting Effectiveness
Videos
Coming soon to the city intranet – a series of videos to help understand and manage employee engagement and how to have development conversations.
Leadership Library
The Community &Economic Development department maintains a collection of top selling leadership books available to share. The collection is located near Christie Marcella’s desk. Drop by and use the self-serve checkout process any time.
11
Development Guide for Supervisors