THE PLANNING PROCESS by Jeanne Nyquist Top Mgt. Strategic Mid-Mgt.

THE PLANNING PROCESS by Jeanne Nyquist Top Mgt. Strategic Mid-Mgt. Tactical First-Line Mgt. Operational

WORKLOAD PLANNING Annual Plan Quarterly Plan Weekly Plan Daily Plan —Capital Plan for Engineers —O&M Objectives for Maint. —Reasonable Milestones —Specific deliverables —Detailed schedule

OPERATIONAL MANAGEMENT Work Planning Metrics: Inventory Annual Goal Performance Standard Resource Requirements Schedule

Annual Operational Planning Determine requirements for: Annual maintenance cycle Standard daily accomplishments Seasonal/monthly goals

Annual Operational Planning Match resources to requirements Make choices – set priorities Reality check – are we meeting requirements?

Work Scheduling: PM Geographically based Adjust cycles to physical characteristics & conditions Determine consequence of failure Define responsibility for planning/scheduling work

Work Scheduling: Repair Dig No–Dig Establish backlog standard

Work Scheduling: Rehabilitation Establish threshold trigger for rehabilitation Use team approach – Ops & Engr Planning long-range to meet regulatory requirements

Work Scheduling: Special Projects Manage demand for: Emergencies Backups Roots/FOG Engineering projects Political response Assistance to other depts./agencies

Tools: Project Concept Define Goal Define Major Steps – List Resources Needed Define Obstacles – List Solutions or Contingencies Identify Key Stakeholders Identify Team Members

Tools: CPM Charts

Tools: Gantt Charts Gantt Chart: Construct Curb Ext.

Tools: Gantt Charts

Tools: Timelines

Tools: Pert Charts Public Notification – Curb Ext.

Reporting Tools Work Order Crew Reports Management Reports (weekly/monthly) Design reports for the audience Ops, Engr. Mgt Get Buy-In

Work Management Problems Scope creep Managing stakeholder interests and expectations Inadequate communication Blown timelines Material/equipment problems Unreliable contractor

PERFORMANCE MANAGEMENT & EMPLOYEE EVALUATION What are we trying to accomplish? – Output – Behavior Quarterly Objectives

PERFORMANCE MANAGEMENT

THE THREE P’S PEOPLE PERFORMANCE PLANNING PERFORMANCE COACHING & EVALUATION

PEOPLE Control vs. Commitment Control Commitment

PEOPLE UNDERSTAND THE INDIVIDUAL UNLOCK HUMAN POTENTIAL COACH WITH EMPATHY

PERFORMANCE PLANNING ENCOURAGE SELF-MOTIVATION CONNECT INTERESTS SET GOALS FORGE A COMMITMENT

Maslow’s Hierarchy of Needs SELF-ESTEEM RECOGNITION & RESPECT BELONGING SAFETY and SECURITY SURVIVAL

GOAL SETTING: Involve employee in setting goals: – Performance Development – Project/Program Accomplishments – Career Development

SET SMART GOALS: Specific Measurable Attainable Realistic Time-Sensitive

PERFORMANCE COACHING MOLD EMPLOYEES TO: Think for Themselves Take Initiative Solve Problems

COACHABLE MOMENTS: Performance Results Job-Task Progression Innovation and Creativity Negative Performance Results Job-Task Retrogression Mistakes or Lapses

FEEDBACK MODEL State the expectation Describe what the employee did – Describe specific behaviors – Do not assume intent Describe the impact Describe the goal Determine what should happen next

FEEDBACK SKILLS CORRECTIVE COACHING Use good judgment – don’t be judgmental Have civilized dialogue – don’t debate or berate Provide employee opportunity to solve problem Work toward a positive future outcome

FEEDBACK SKILLS DELIVERING A DIFFICULT MESSAGE Modify feedback style for individual Be cognizant of tone & manner Keep anger out of the picture State the problem – be specific Determine the root of the problem Develop solutions State expectations & check for understanding Make a note of your discussion

WHEN IT ISN’T WORKING OUT . . . Consult with manager and HR Restate your expectations Establish corrective actions Check for understanding Observe implementation Document every step Terminate within probationary period if performance is not acceptable

PERFORMANCE APPRAISAL Continual process Memorialized by periodic review Goal is to: – Review past performance – Set goals for future performance – Plan for employee’s development Make the process participative

PREPARING TO APPRAISE Review appraisal form Have job responsibilities changed? How have circumstances impacted performance? Check your performance notes Prepare to meet with employee

PREPARATORY MEETING MEET WITH EMPLOYEE TO PREPARE: Explain collaborative process Acknowledge any changes in expectations up front Ask employee to do self-rating Ask employee to identify goals Schedule appraisal meeting

APPRAISAL MEETING REVIEW PAST PERFORMANCE: Job responsibilities Core competencies Progress on goals

APPRAISAL MEETING PLAN FUTURE PERFORMANCE Agree on goals – Program/Project Goals – Performance Development Goals – Personal Development Goals Complete Action Plan – Identify resources, timelines, benchmarks – Identify what support you’ll provide

APPRAISAL TIPS Schedule adequate time Prepare in advance Give the employee time to prepare Put the employee at ease Use the feedback model Check for agreement/understanding Adjust your style to the individual

APPRAISAL TIPS Make appraisal a continual process Use ongoing debriefing Check in periodically between formal appraisal discussions Consider asking employee to give you feedback

A PARTING THOUGHT . . . The most rewarding work is helping other people realize their potential.