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Performance Management, Competency Assessment, and Career Development: Keep It Simple! Lynn Summers Office of State Personnel September 7, 2006.

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Presentation on theme: "Performance Management, Competency Assessment, and Career Development: Keep It Simple! Lynn Summers Office of State Personnel September 7, 2006."— Presentation transcript:

1 Performance Management, Competency Assessment, and Career Development: Keep It Simple! Lynn Summers Office of State Personnel September 7, 2006

2 Some Issues 1.Performance management process cumbersome and time-consuming 2.With addition of competency assessment for banded positions, appraisals are even more cumbersome and time-consuming 3.Legislature’s failure to fund Comprehensive Compensation System raises question: Why bother with performance management? 4.It’s called “career banding,” but not clear where the “career” part is

3 Agenda Performance management model Simplifying performance management Relationship between performance management and competency assessment When to do competency assessments Improvement, development, and careers

4 Performance Management Model

5 Performance Appraisal U, BG, G, VG, O Performance Appraisal U, BG, G, VG, O Performance Management Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Work Plan Ongoing Management of Performance ResultsResults COLA, CGRA Perf bonus Job Description A / U Mission

6 Reasons for Doing Performance Management Meet legal requirements Clarify expectations Give feedback Instigate development Produce results It’s Management 101

7 Simplifying Performance Management

8 Ongoing Management of Performance Manager’s Time Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Work Plan Performance Appraisal U, BG, G, VG, O Performance Appraisal U, BG, G, VG, O % of time Engaged in managing OPTIMIZE! MINIMIZE! Engaged in PM admin and paperwork ResultsResults

9 Work Plan Key responsibilities Dimensions Complete Acme project Meet specs, w/in budget, by 11/30… Results expectations Customer serviceAnticipates & responds.. Support DirectorDirector on time 80%, 2 calendar conflicts… Customer service95% sat, 24-hr resolution… Behavioral expectations TeamworkDevelops trust & good… CommunicationsOrganizes & presents… Performance Management Describe results expected and how they will be measured 1 Describe the KSAs that will be most important for successfully achieving the expected results 2 Position: ABCPay Band: XYZ Level: Journey Employee: J. Doe

10 Performance Management Work Plan ~~~ ~~~ ~~~~ ~~ ~~~ KSAs or competencies that will need to be improved or developed to meet performance expectations or to enhance employee’s career success 3 Signatures and dates 4

11 Performance Management Work Plan Interim Review ~~~ ~~~ ~~~~ ~~ ~~~ Supervisor’s comments on progress 1 Signatures and dates 2 ~~~ ~~~ ~~~~ ~~ ~~~ KSAs or competencies that will need to be improved or developed to meet performance expectations or to enhance employee’s career success 3 Signatures and dates 4

12 Work Plan Key responsibilities Dimensions Complete Acme project Meet specs, w/in budget, by 11/30… VG Results expectationsRatings Customer serviceAnticipates & responds.. G Support DirectorDirector on time 80%, 2 calendar conflicts… O Customer service95% sat, 24-hr resolution… BG Behavioral expectationsRatings TeamworkDevelops trust & good… VG CommunicationsOrganizes & presents… O Clearly written, under budget… Actual results On time 95% of appts, 1 conflict… 82% sat, 10 of 120 complaints… When cust called… Rating Support Helped out JK when.. Composed … Performance Management Performance Appraisal Describe results expected and how they will be measured 1 Describe the KSAs that will be most important for successfully achieving the expected results 2 Concisely describe actual results achieved and enter ratings 1 Concisely describe actual behavior observed and enter ratings 2 Position: ABCPay Band: XYZ Level: Journey Employee: J. Doe

13 Performance Management VG Overall Rating 3 Work PlanPerformance Appraisal Interim Review ~~~ ~~~ ~~~~ ~~ ~~~ Supervisor’s comments on performance and recommendations regarding improvement or development 4 Any significant changes in functional competency requirements or in demonstrated competency? 6 Signatures and dates 7 ~~~ ~~~ ~~~~ ~~ ~~~ Employee’s comments 5 ~~~ ~~~ ~~~~ ~~ ~~~ Supervisor’s comments on progress 1 Signatures and dates 2 ~~~ ~~~ ~~~~ ~~ ~~~ KSAs or competencies that will need to be improved or developed to meet performance expectations or to enhance employee’s career success 3 Signatures and dates 4

14 Simplify Work Planning 5-7 goals reflecting primary responsibilities of job Give focus to goals based on: –Alignment to higher goals –Customer expectations –Defined responsibilities Raise “level” of goals – from tasks to results Publish SOPs / do’s-and-don’ts elsewhere Give work plan the “newspaper” test

15 Simplify Ongoing Management of Performance Position PM as essence of managerial role, not an annoying add-on – Management 101! Focus day-to-day conversations around KRRs Treat issues as problem-solving / learning opportunities with twin outcomes –Getting the work done –Building a collaborative learning environment Set up meaningful performance tracking mechanisms that involve employees

16 Simplify Performance Appraisal OK, filling out the form is paperwork, but getting the information right is important Have employees supply information for their KRRs, behavioral examples for their dimensions … then vet the information Be concise – don’t over-document Appraisal discussion is managerial task Position discussion as “quality time” with employees – opportunity to reflect and look ahead

17 Relationship between Performance Management and Competency Assessment

18 Pay and Performance Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Job Description Work Plan Performance Appraisal U, BG, G, VG, O Performance Appraisal U, BG, G, VG, O Banded Class COLA, CGRA Ongoing Management of Performance ResultsResults Base pay range Perf bonus Position Level C, J, A Position Level C, J, A Competency Assessment C, J, A Competency Assessment C, J, A

19 When to Do Competency Assessments

20 Competency Assessment C, J, A Competency Assessment C, J, A When to Do Competency Assessments Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Job Description Work Plan Performance Appraisal U, BG, G, VG, O Performance Appraisal U, BG, G, VG, O Banded Class COLA, CGRA Significant change in … Position Level C, J, A Position Level C, J, A 3-Year Re-assessment … person’s demonstrated competencies? … competencies required by position? Ongoing Management of Performance ResultsResults Base pay range Perf bonus

21 Improvement, Development, and Careers

22 Performance Improvement Arena Development Planning Arena “Should” “Actual” Time Performance Improvement vs. Development

23 Improvement and Development Performance Improvement Plan 1.~~~ ~~~ 2.~~~~ ~~~~ 3.~~ ~~~ ~~~~ Concisely describe what needs improvement, why, and consequences 1 Signatures and dates 5 Action steps to be taken by employee to improve Target dates ~/~/~~ ~/~~/~~ ~~/~/~~ 2 3 ~~~ ~~~ ~~~~ Describe how successful improvement will be measured ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ 4 Resources and support to be provided 6 Follow up Development Plan Concisely describe purpose of plan (goals to be affected, career plans to be pursued) and competencies to be developed, skills / knowledge to be acquired ~~~ ~~~ ~~~~ Development opportunities to be undertaken by employee 1.~~~ ~~~ 2.~~~~ ~~~~ ~/~/~~ ~/~~/~~ ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ Describe how successful development will be measured ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ Time frames Resources and support to be provided Signatures and dates Follow up

24 Root Cause Analysis Description of problem / opportunity Work habit KnowledgeKnowledge CompetencyCompetency SystemSystem ExpectationExpectation Fix the system Corrective Action Likely CauseSymptoms Revise the goal Training, work-with Development Contract

25 Career Development Ongoing process in which people progress through a series of age-related stages, each involving a different set of developmental tasks, activities, and relationships Adapted from Noe, Hollenbeck, Gerhart, & Wright. Human Resource Management: Gaining a Competitive Advantage (2 nd ed.). Chicago: Irwin, 1997.

26 Career Stages Identify interests, skills, fit between self & work Disengagement MaintenanceEstablishmentExploration Develop- mental tasks Activities Relationships to other employees Approximate age range Advancement, growth, security, develop life- style Hold on to accomplish- ments, update skills Retirement planning, adjust balance between work & non-work Helping Learning Following directions Making independent contributions Training Policy making Phasing out of work ApprenticeColleagueMentorSponsor Noe, Hollenbeck, Gerhart, & Wright. Human Resource Management: Gaining a Competitive Advantage (2 nd ed.). Chicago: Irwin, 1997.

27 Career Planning / Management Ongoing process in which employees Become aware of their interests, values, strengths, and weaknesses Obtain information about job opportunities with the organization Identify their career goals Establish action plans to achieve their career goals Adapted from Noe, Hollenbeck, Gerhart, & Wright. Human Resource Management: Gaining a Competitive Advantage (2 nd ed.). Chicago: Irwin, 1997.

28 Career Planning Fact Finding Learning about self KSAs – strengths and weaknesses Interests – satisfiers and dissatisfiers Derailers – career growth inhibitors Education and work history Learning about jobs Key results and responsibilities Knowledge, skills, and abilities requirements T&E requirements Methods Manager feedback, 360, assessment center Self-evaluation, occupational interest inventories Manager feedback, tests, 360, assessment center Documentation Methods Job description, work plans, interviews, internal job fairs Competency profiles, work plans, interviews Job description, interviews

29 Use Competency Profiles as a Resource

30 Derailers –Arrogant –Avoidant –Eccentric –Impulsive –Risk averse –Volatile –Narrow thinking –Resistant to change –Failure to meet objectives –Approval dependent –Imperceptive / reserved –Attention seeking (self- promoting) –Perfectionistic (micromanager) –Argumentative (defensive) Adapted from Center for Creative Leadership and Development Dimensions International.

31 Career Plan Gap analysis Challenging experiences –Test interests –Build knowledge, skills, and abilities Accumulate portfolio of marketable skills, experiences, and accomplishments Periodic feedback and plan revision “Market” attributes, not self

32 Thank you!


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