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SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company and its Sibson.

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Presentation on theme: "SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company and its Sibson."— Presentation transcript:

1 SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company and its Sibson Consulting Division. All Rights Reserved.

2 1 Why We Are Here To continue the process of strengthening performance management at Northeastern by introducing effective practices in setting expectations  Provide managers with tools for setting expectations for staff and supporting professional growth and development  Demonstrate how supervisors and staff should collaborate to articulate performance expectations to ensure mutual understanding  Provide a framework for on-going feedback so that staff know how they are doing, and can adjust if needed

3 2 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.

4 3 The Performance Management Cycle I. Performance Planning/ Expectation Setting III. End of Year Evaluation II. Ongoing Review and Feedback This is the focus of today’s session

5 4 Managers and Staff have Roles in the Process Managers  Plan and manage staff performance  Communicate division and department goals to staff. Guide staff expectations to align with broader organizational goals  Foster a work environment that encourages active staff participation  Provide regular, clear, constructive feedback  Monitor performance throughout the year to support the formal evaluation  Devote the time and effort needed to plan and evaluate performance, and support staff  Help guide and coach staff in their professional development Employees  Understand how their performance expectations align with division and department goals, and participate actively in setting expectations  Be open to feedback and take it to heart to improve performance and/or remain on track  Monitor their own performance compared to expectations. Seek advice and guidance as needed from their supervisor  Complete a Self Assessment and participate actively in the performance evaluation  Be open and honest about professional growth and development plans and interests

6 5 Types of Performance Expectations Performance expectations can address on-going job responsibilities as well as annual goals. Assist the Director in administering the department’s policies and procedures Job Responsibilities Transfer existing electronic files into a new document management system no later than March 1, 2011 Annual Goals

7 6 Job Responsibilities are Derived from the Job Description Title:Associate Registrar Department:Registrar’s Office Reports to:Registrar Supervises:Records Specialists, Graduate Studies Office Assistant and Registrar’s Office Coordinator Date Complete/Revised:February 2009 Statement of Purpose: Provide the staff of the Registrar’s Office with expert technical support and operational assistance in the general administration of the office. Provide technical support and accurate information to the academic community on a full range of issues and regulations. Minimum Qualifications: Bachelor’s degree and at least two years of experience in higher education, preferably within a Registrar’s Office. Familiarity with an administrative computing environment, PeopleSoft preferred. Duties and Responsibilities: Serve as liaison to the Computing & other departments. Specifically:  Generate monthly reports and projects to support the needs of the office  Set and oversee project deadlines in coordination with the Graduate Studies Office, the Office of Special Academic Programs, and other administrative offices. Etc. ILLUSTRATIVE

8 7 Annual Goals for Staff Are Derived from the University’s Mission and Priorities University Mission and Priorities Division and Department Goals Annual Staff Goals 7

9 8 Annual Goals for an Accounts Payable Specialist University Priority Ensure accuracy and transparency of financial reporting Finance Department Goal Ensure all financial procedures are up to date and provide the accurate and current financial data for leadership review Accounts Payable Specialist Performance Expectations Job Responsibility: Develop and maintain clear and efficient accounts payable procedures Annual Goal: Review and update the Accounts Payable Procedure Manual by May 30, 2011 and ensure that revised procedures are available for use beginning on June 1, 2011 University Mission and Priorities Division and Department Goals Annual Staff Goals ILLUSTRATIVE 8

10 9 Describing Performance Expectations Supervisors and staff should collaborate to set expectations 1.Review job responsibilities –Discuss areas of focus in the 2010 – 2011 year –Draft clear expectations for job responsibilities –Document on the performance management form 2.Review the department’s goals to develop employee’s goals –Discuss how staff member can support department –Identify 3 – 5 specific goals –Draft clear, specific goal statements and add to performance management form  Document expectations clearly and thoroughly. Use the SMART model to cross- check for completeness and clarity S pecific M easurable A chievable R esults-oriented T ime-bound

11 10 Avoid Common Pitfalls Pitfall: Too many goals Limit the number of annual goals to 3 – 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

12 11 Discussion: Setting Expectations 20 minutes TIME Become familiar with Setting Expectations  Jack is an Assistant in the Events Planning Office  Review the department goals and Jack’s job responsibilities  Discuss how to set Jack’s performance expectations for job responsibilities and for annual goals  Review sample goals and responsibilities for “SMART”ness Overview Purpose

13 12 Discussion: Setting Expectations for Jack Job Title: Assistant, Events Planning Major Job Responsibilities 1.Provide comprehensive administrative and clerical support to events staff and management 2.Assist with the coordination of on-campus events, including interaction with vendors and event participants 3.Manage supply inventory for upcoming on- and off-campus events 4.Compile event status reports for the group on a quarterly basis 5.Monitor expenditures against events budget ILLUSTRATION

14 13 Discussion: Setting Expectations for Jack continued Develop Expectations related to Job Responsibilities Job ResponsibilityExpectation Provide comprehensive administrative and clerical support to events staff and management  Develop a process to effectively manage incoming requests from multiple staff members  Respond to s and voic s within 24 hours (with the exception of emergencies) Assist with the coordination of on- campus events, including interaction with vendors and event participants  Maintain accurate vendor contact information, ensuring it is always up to date  Work with facilities office to ensure required rooms and materials are available for events  Ensure participants receive their invitations at least 4 weeks prior to an event  Assist as needed in person during on-campus and local events ILLUSTRATION

15 14 Discussion: Setting Expectations for Jack continued 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 ILLUSTRATION

16 15 Discussion: Setting Expectations for Jack continued Discuss department goals Identify ways the staff member can support them Illustrative Draft Goals  Assist in finalizing all event logistics earlier than in the past  Improve accuracy and time required to generate status reports  Improve clerical skills to enhance individual capabilities for providing administrative support  Assist in developing more appealing events for alumni Illustrative Department Goals  Increase efficiency in planning events  Reduce cost of events  Add two major fundraising dinners to current event calendar ILLUSTRATION

17 16 Are the draft goals “SMART”? As written, are the goals… S pecific M easurable A chievable R esults-oriented T ime-bound  Did the goals support the Department’s goals?  Is it clear how goals will be accomplished? What resources are required?

18 17 Discussion: Setting Expectations for Jack continued Draft Statements are VagueThese Statements are Clearer  Assist in finalizing all event logistics earlier than in the past  Develop a more comprehensive process for monitoring planning of events and alerting appropriate parties on milestone achievements or slippage. Develop and implement no later than March 1, 2011  Improve accuracy and time required to generate status reports  Improve clerical skills to enhance individual capabilities for providing administrative support  Ensure data contained in expense reports is 100% accurate  Generate and distribute monthly reports within 3 days of month end  Take an MS Office class or self-study course to build skills and capability in using the software  Assist in developing more interesting events for alumni process for event planning  Work with events staff to develop and conduct an on-line survey of alumni to determine their interest in different types of events. Analyze and present findings to Events Coordinator no later than February 15, 2011 ILLUSTRATION

19 18 Feedback Framework  Feedback is an essential component of a performance culture  Most beneficial if on-going  Intended to support staff performance and development  Applies to both positive and constructive situations  On-going feedback ensures no surprises  Framework assists in preparing to deliver feedback effectively ExpectationsObservations AssessmentsConsequences FEEDBACK FRAMEWORK ©

20 19 Feedback Framework Positive Feedback Example “Jack, one of your responsibilities is to manage the supply inventory for upcoming events.” COMMENTARY “I’ve noticed over the last few months that the right supplies are always on hand and easily found.” “This is a major improvement and really shows how attentive you’ve been to this important responsibility.” “If you are amenable, I’d like to recognize your work at our next staff meeting.” DIMENSION Expectation Observation Assessment Consequence Let’s assume you are Jack’s supervisor and have some positive feedback to provide.

21 20 Feedback Framework Constructive Feedback Example “The event status reports that you generate every month should be ready for my review by the 3 rd business day after month end.” EXAMPLE OF COMMENTARY “The last 2 monthly reports have been several days late.” “This is not acceptable and interferes with our department’s ability to evaluate how we are progressing.” “It is important that the timeliness improve and you get these reports to me on time. If this doesn’t improve beginning in the next cycle, it may result in a lower performance rating than you would like.” Expectation DIMENSION Observation Assessment Consequence Suggested Development Plan: [Let’s assume the timeliness issue is related to time management, rather than a lack of ability or interest] I’d like to help you manage this process better so the reports will be on time. Let’s meet tomorrow morning to map out all the steps needed to get this done, and develop a project plan that you can follow each month. Take some time this afternoon to prepare for the meeting so we can be efficient. I’d like you to come to the meeting with a complete list of all the steps involved in getting this report generated Let’s assume you are Jack’s supervisor and have to address some performance concerns.

22 21 Next Steps and Timing 1.Manager and staff member meet to set new expectations or review existing expectations 2.Document the expectations  Can use the performance appraisal form  Can be a separate document 3.Expectations must be set and documented for your staff as soon as possible, but no later than December 1 st to ensure mutual understanding

23 22 A Few Final Points  Managers are responsible for guiding the expectation setting process with their staff and for supporting staff growth and development  Expectations are the foundation for effective feedback and performance evaluations  Feedback should be an on-going process  Setting expectations helps ensure alignment of work at all levels with University and department priorities


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