1. YOU@ PSU: Setting Goals and Expectations Employee Edition

2. This session will help you to: Gain understanding of effective performance management and recognize its importance and benefits Identify your role and responsibilities related to performance management, starting with setting goals and expectations with your supervisor Learn the best practices of goal setting

3. Performance Calibration Process in which supervisors and managers at the same level in an organization discuss staff performance ratings and outcomes to ensure ratings and development messages are applied consistently across the University Setting Expectations The process of discussing what is expected from an employee in terms of job roles and responsibilities Goals and Objectives Desired results each employee aims to achieve, determined based on conversations between managers and employees Goal Alignment Process of ensuring individual goals support the achievement of department goals and department goals support the achievement of University goals Assessment Review of goals, objectives, and other factors, and the determination of the level of successful achievement A: The process of setting expectations, aligning goals, assessing results, and focusing on staff development through ongoing conversations between managers and their direct report(s). Q: What is Performance Management? Feedback and Development Focus of the conversations between managers and employees in determining strengths, opportunities for improvement, and how to grow and develop Performance management is not just a once-a-year conversation. It impacts staff over their entire career at Penn State.

4. Employee: “I own the process.” Human Resources: “I support the process.” Supervisor: “I partner in the process.” Leader: “I champion the process.” Effective Performance Management Involves Everyone!

5. 5 Guiding Principles for Effective Performance Management Should be an ongoing process of setting expectations, executing plans and evaluating results. Engagement is increased when people are involved in planning the work. How work gets accomplished is as important as what gets accomplished. Regular, honest feedback increases understanding and positive performance. Expectations should be explicit and mutually understood.

6. STEP ONE: Setting Goals & Expectations STEP TWO: Mid-Year Check In STEP THREE: End-of-Year Review Ongoing Conversations between staff members and their supervisors throughout the year; YOU@PSU online tool used to track progress, cite examples and record professional development activities Staff member meets with supervisor to discuss Job Responsibilities Worksheet (JRW) and to set 2-5 goals for the current performance management cycle Staff member creates JRW in YOU@PSU online tool; supervisor reviews and approves JRW in YOU@PSU tool Staff member enters goals into YOU@PSU online tool; supervisor reviews and approves goals in YOU@PSU online tool LEADERS Leadership teams meet to discuss ratings and agree on norms; norms are shared with staff members throughout their department Review goals and progress (make adjustments as needed) Check-in re: updates and acknowledgement of successes and challenges PREPARATION: Optional: staff member and supervisor obtain feedback from others (e.g., peers, customers) Staff member completes self-assessment in YOU@PSU online tool Supervisor reviews and summarizes performance feedback for staff member Peer supervisors conduct ratings calibration meetings (two levels) DELIVERY: Staff member meets with supervisor to discuss end-of-year review and receive an overall rating of their performance Staff member and supervisor begin to discuss next year’s goals and development opportunities YOU@PSU: Overview of the Process

7. YOU @ PSU Program Components FOCUS CONTENT AREA “What do we need to accomplish this year in order to support my department’s goals?” 2. Annual Goals “What is Done” Transition all budget records from old to new tracking system by March 31, 2017 “What are the most critical tasks and activities I am responsible for day-to-day?” 1. Job Responsibilities “What is Done” Assist department head in administration of department procedures and programs “What specific competencies and behaviors will help me accomplish my job responsibilities and achieve my goals for this year? 3. Competencies & Behaviors “How it is done” Communication: Fosters open dialogue and actively listens to others in order to build and maintain effective and respectful working relationships throughout the university EXAMPLES 4. Values & Compliance “How it is done” “ I have read and understand the PSU Values and my obligations under AD88: Code of Responsible Conduct.” AND “I understand my compliance obligations and have completed the associate required compliance training(s) for my position.” Completion of Reporting Child Abuse Training; Clery Act Training; Safety Training, etc.

8. 8 Ratings Scale The three-rating scale is simple to communicate and allows for honest communication of employee effectiveness while maintaining flexibility to differentiate performance Performance is based around expectation; therefore, these ratings can be applied to individuals with any length of service at Penn State PERFORMANCE RATINGS FOR INDIVIDUAL COMPONENTS RatingDescriptionIllustrative Example Successful Demonstrates the appropriate level of knowledge and/or skills. Performs effectively and consistently. Achieves goal targets Sets goal to cut department expenses by 10%, cuts by 8-12% Exceptional Demonstrates and applies exceptional level of knowledge and skills. Consistently excels. Significant achievement relative to goals Sets goal to cut department expenses by 10%, cuts by over 12% Needs Improvement Demonstrates a lack of knowledge and/or skills. Does not perform consistently. Does not achieve goals Sets goal to cut department expenses by 10%, cuts by less than 8% PERFORMANCE RATINGS FOR OVERALL EVALUATION RatingDescriptionIllustrative Example Successful Contributor Consistently proficient in individual evaluation components; may be strong in several areas. Meets goals and job requirements; consistently demonstrates competencies & behaviors Viewed as “Successful” on most goals, job responsibilities, competencies & behaviors; may be “Exceptional” in several areas; may receive a few “Needs Improvement” ratings on individual goals/behaviors Exceptional Contributor Consistently strong in the majority, if not all, individual evaluation components. Exceeds goals and job requirements; goes above and beyond to demonstrate behaviors Viewed as “Exceptional” on almost, if not all, goals, behaviors, and job responsibilities; “Successful” in remaining program components Needs Improvement Needs improvement in most individual evaluation components. Does not meet goals and fails to satisfy job requirements; does not demonstrate competencies & behaviors Receives a “Needs Improvement” on a majority of goals, job responsibilities, competencies & behaviors; may be “Successful” in a few areas

9. 9 Setting Goals and Expectations: A Collaboration Your Supervisor’s Role 1.Clearly communicate expectations re: your job responsibilities and competencies (skills) and behaviors 2.Communicate how your individual goals align with department and organization goals 3.Help you set clear, measurable performance goals 4.Offer advice and guidance regarding your performance on a consistent, on-going basis Your Role as Employee 1. Understand your role and how it supports the work of your department; participate actively in setting expectations 2. Work with your supervisor to set clear, measurable performance goals 3. Monitor your own performance compared to expectations 4. Seek advice and guidance as needed from your supervisor

10. Setting Goals and Expectations Starts with a conversation around your Job Responsibilities Worksheet (JRW), a useful tool for managing performance; serves as an negotiated agreement between you and your supervisor. The JRW includes: Summary of the position Key job responsibilities Required competencies: Communication, Effective Knowledge, Teamwork/Leadership, Problem-Solving& Innovation, and Accountability/Self- Management Supervisory responsibility (if applicable) Unit peers (if applicable) 10 Discuss and Document Job Responsibilities Discuss your role and job responsibilities with your supervisor and work together to ensure that your JRW is accurate. Discuss and Document Job Responsibilities Discuss your role and job responsibilities with your supervisor and work together to ensure that your JRW is accurate. a.a.

11. 11 Setting Goals and Expectations Job ResponsibilityExpectation Manage supply inventory for upcoming on- and off-campus events  Maintain methodology/process for tracking available inventory  Inform appropriate staff when supplies are running low in order to replenish supplies before they are needed  Monitor supply delivery to ensure timely ordering and receipt of supplies for events Compile event status reports for the group on a quarterly basis  Ensure data contained in reports is 100% accurate  Deliver reports to the group no later than 2 weeks after each quarter ends Monitor expenditures against events budget  Update supervisor bi-weekly on expense activity versus budget  Alert staff when their expenses are close to the budget levels Discuss Expectations Discuss any expectations your supervisor may have regarding HOW you get your work done. Discuss Expectations Discuss any expectations your supervisor may have regarding HOW you get your work done. b.b.

12. Institutional Strategy and Goals Mission, Strategy, and Goals Open and Clear Communication of Institutional Strategic Plan and its Impact on Colleges/Units/Departments College, Unit, and Department Strategies and Goals College/Unit/Department Plans and Goals in Support of Institution Goals Open and Clear Communication of College/Unit/Departmental Strategic Plan and its Impact on Teams and Individuals College, Unit, and Department Strategies and Goals College/Unit/Department Plans and Goals in Support of Institution Goals Open and Clear Communication of College/Unit/Departmental Strategic Plan and its Impact on Teams and Individuals Individual and Team Goals Annual goals linked to College/Unit/Department goals clearly articulate: 1.“What” to achieve this year and 2.How success will be measured Individual and Team Goals Review University and department goals Discuss how your role and strengths can support the University and ensure goal alignment Review University and department goals Discuss how your role and strengths can support the University and ensure goal alignment Setting Goals and Expectations

13. Draft individual goals: Work with your supervisor to identify 2-5 goals for you to work towards achieving in the upcoming year/cycle. At least one goal should support department/unit goals and one goal should support ongoing job responsibilities/professional development. If you are a supervisor, a goal should be set that directly links to that part of your role. Goals may be accomplished over several years. Goal description: Be sure it is SMART! Action steps to achieve goal: The specific actions or steps you will need to take to reach your goal Metrics/definition of success: The measurement you will use to determine whether or not you achieved your goal Resources needed: Resources you may need in order to achieve this goal-- such as time (your time, your supervisor's, your colleague's), money, materials, etc. Target Date: The specific deadline for when you expect to achieve this goal. Be realistic. The goal span over more than one performance management cycle.

14. Setting Goals and Expectations Strive for SMART goals! ExampleA good startA SMART finish! If the focus is to reduce department expenses… Lower department expenses. Reduce department expenses by 1- 2% by March 31, 2017 by following the new departmental purchasing procedures. If the focus is on an IT project… Complete new system implementation. Complete and implement the new ERP system by February 1, 2017 through effective collaboration across IT functions and cross-functional teams.

15. 15 Avoid Common Pitfalls Pitfall: Too many goals Limit the number of annual goals to 2 – 5 to ensure focus on the most important results Pitfall: Unclear accountability Clarify who is accountable for achieving the goal—especially important in teams or where work is highly interrelated Pitfall: Unclear expected results or measures Clearly describe the qualities or measures of the expected results to reduce ambiguity TIPS

16. Target critical talent for development and retention Execute current strategic plans by prioritizing and aligning goals and objectives Improve performance of groups and individuals Make better pay decisions based on performance and desired results Identify top performers to develop a succession plan WII-FM? Effective Performance Management Helps Us to: Source: Sibson Consulting

17. YOU@PSU Immediate Next Steps* 1.Meet with your supervisor to review your Job Responsibilities Worksheet (JRW) and to identify 2-5 goals that you will work towards achieving by the end of the current performance management cycle. 2.After your meeting, complete your JRW in the YOU@PSU online tool and submit it for your supervisor’s approval. Once your JRW has been approved, your performance management worksheet (PMW) will open so you can enter your goals. Submit them for approval by your supervisor. 3.Goals will be reviewed formally during the mid-year check in– and then will be rated as part of the end-of-year review. Use the YOU@PSU online tool on a regular basis to record your progress towards your goal achievement, document professional development activities related to the YOU@PSU components and to cite examples of strong performance and/or challenges. It is important to have the conversation first and then use the tool to reflect what was agreed upon and to capture notes along the way. The online tool can be accessed via this link: you.psu.edu. Refer to the YOU@PSU System How-To Guide for step-by-step instructions: http://ohr.psu.edu/sites/ohr/files/performance/documents/YouAtPSU-HowToGuide.pdfyou.psu.edu http://ohr.psu.edu/sites/ohr/files/performance/documents/YouAtPSU-HowToGuide.pdf *Please visit the YOU@PSU webpage for more information about the current performance management cycle, including the timeline: http://ohr.psu.edu/performance/http://ohr.psu.edu/performance/

18. Thank you for participating in YOU@PSU! “The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” --Michelangelo, Italian sculptor, painter, architect & poet If you need more information about how to complete the first step of YOU@PSU: Setting Goals and Expectations– or have general questions about the program, please reach out! We are here to help you…. Please contact us with any questions or concerns via email or phone: you@psu.edu or 814-867-5904