Presentation on theme: "Champlain College Performance Management"— Presentation transcript:
1Champlain College Performance Management 2013/2014Training Session for Managers
2Objectives Reflect, Review and Plan Engage Managers and Employees Professional DevelopmentConnection to the 2020 PlanTransition to Workday Technology
3Manager’s Role How can you make this process be: EngagingDevelopmentally focusedPositiveEnjoyableRich with learningHow do you want to connect with your employees?What do you want your employees to say about you after this process?Where do you want to ask your for employees input?
4Champlain Aligned Champlain College Mission and Vision 2020 Strategic PlanInstitutional PrioritiesDivisional Strategies and PrioritiesDepartment GoalsIndividual Employee GoalsIndividual Performance and Development Planning4
62013/2014 Cycle What’s Changing? What’s NOT Changing? Slight modifications – elimination of redundanciesWorkday TechnologyFunctional ProcessGeneral TimelineOngoing coaching and feedback employeesStaff competenciesProfessional DevelopmentExcite, Engage, EmpowerExpectations of managersTime it will take
7Aligns to broader institutional talent goals Why Workday?Aligns to broader institutional talent goalsHigh performanceDevelopmentAccess to review goals and review throughout yearRoll up to institutional goalsReporting and analyticsAbility to identify, target and deliver to professional development needs
8Timeline 4/11 Employees submit self-evaluations 5/9 June-August 2013Goals established for 2013/2014January 2014Mid-year performance discussionsMarchManager & Employee Training sessionsMarch/AprilSelf- Evaluations CompletedMay/JunePerformance Review Discussions heldJuneCompensation Planning4/11Employees submit self-evaluations5/9Evaluations due to next level Mgmt.PromotionRecommendations6/13Performance meetings completed
9Timeline Dates Actions March 10 - 21 Employee and Manager training March 14thWorkday Performance Management launchedMarch 21stManagers request from employees their written self-evaluationsManagers schedule performance evaluation meetingsMarch 24 – April 11Employees submit self-evaluations to managersManagers may hold pre-evaluation meetings with employees where desired
10DatesActionsApril 14 - May 9Managers draft employee performance evaluationsManagers submit evaluation to next level of management for review and/or discussionManager’s submit to next level management and VP’s new job descriptions for prospective promotionsNOTE: Evaluation are due to next level of management by May 9thMayNext level of management reviews evaluation and provides managers feedbackMay 19 - June 13Managers hold performance evaluation meetings with employeesJune 13thNOTE: All performance evaluation meetings must be completed by June 13Completed Performance Evaluations must be fully approved and through the Workday process by June 13th
12Performance Goals Established last summer 4 – 7 Goals Performance Evaluation ToolPerformance GoalsEstablished last summer4 – 7 GoalsSMART goals “Establishing SMART Goals”SpecificMeasurableAchievableRealisticTime BoundInclude UFO’s
13Overall Rating – Scale Performance Evaluation Tool Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals.Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected.Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected.Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve.Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period.
14Summary of current job responsibilities Not a “task list” Performance Evaluation ToolJob ResponsibilitiesSummary of current job responsibilitiesNot a “task list”Section is rated
15Staff competencies Achievement Orientation Adaptability Client Focus Performance Evaluation ToolStaff competenciesAchievement OrientationAdaptabilityClient FocusContinuous LearningCritical ThinkingDiversity & Intercultural UnderstandingTeamwork &InclusionComments – Observations, clarification, examplesTool – Staff Competencies Development WorkbookCompetencies will not be rated
16Development Needs Reflection on past year Has the need been completed? Performance Evaluation ToolDevelopment NeedsReflection on past yearHas the need been completed?Ongoing?Time well spent here will pay off in spadesPurposeful development plansMonitoring, coaching and supporting along the wayRegular check-ins
17Excite, Engage, Empower What would excite you? Performance Evaluation ToolExcite, Engage, EmpowerWhat would excite you?How do you like to be engaged?What will make you feel empowered?Opportunity for employees to provide feedback to your manager, your department or the institutionReview the employee’s last self-evaluation… what did they say?
18Additional Performance Review Comments Performance Evaluation ToolAdditional Performance Review CommentsFeedback received from colleagues, stakeholders, vendorsCatch-allSummationThank you and appreciationClosure
19Overall rating Consistency between “written” and “verbal” words Performance Evaluation ToolOverall ratingConsistency between “written” and “verbal” wordsDoes the rating match the writing?Is there alignment between the manager and the employee? Is it close? If not, why?Performance rating calibration
20Overall Rating – Scale Performance Evaluation Tool Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals.Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected.Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected.Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve.Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period.
21Performance Evaluation Tool SummaryReview the summary of your full Performance Review for 2013/2014Submit to your manager via WorkdayNo changes can be made by employee after submitted
22Promotions Significant changes in job responsibilities Increased level of responsibilities vs. increased volume of workRestructure resulting in a new positionManager write new job descriptionsSubmits to Human Resources by May 9thPosition evaluatedPromotions approved by June 17thManager communicates to employee once approvedSalary increase, where applicable July 1st
23Upcoming Trainings Manager Training Employee Training Managers Round Table, March 11 10:00-12:00 Lakeside 101/102March 14, 10:00-11:30 Lakeside 101/102March 17, 8:30-10:00 Aiken Morgan RoomEmployee TrainingMarch 14, 3:30-4:30 Hauke 203March 17, 2:00-3:00 Aiken Morgan RoomMarch 18, 1:30-2:30 Lakeside 101/102March 19, 8:30-9:30 Lakeside 101/102
25Employee completes Self-Evaluation Manager approves Employee Self-EvaluationManager completes Manager Evaluation on EmployeeManager’s Manager approves Manager EvaluationManager provides Manager Review CommentsEmployee provides final Employee Review CommentsAll within WorkdayCAUTION: This step will release the evaluation to employee. Please only do so when you are ready.
26Technology All within Workday Google Chrome or Firefox is recommended Spell CheckLimited mobile capabilitySavingAll within Workday
27Resources Employee’s self-evaluation Staff Competency Development WorkbookYour managerHuman Resources & Organizational DevelopmentLast performance review formInstructions within Workday via Canvas
29Tips:Use “not applicable” as a status if goal is not rated.May select more than one category.UFO’s? Add as an additional goal and indicate they were unplanned.Not applicable vs Not StartedNext year’s goals will be a separate process
30Tips:Summarize your job responsibilities in one section (do not use the (+) button multiple times).
31Tips:Review this section to verify you have commented on each competency.
32Tips:You will not use the “Add Existing” box.Relates To gives the option of linking to a staff competency.Use the (+) button to add a new item.
35Tips:The Overall rating is based on the ratings from the Performance Goals and Job DescriptionCan override defaultYou will receive an error if rating is empty
36Once submitted no changes can be made. Tips:You may exit at anytime and it will save and resume where you left off.Once submitted no changes can be made.You can print the review before submitting.When manager approves – they are acknowledging receipt – does not mean they agree with every piece.When you are complete your self-evaluation you will need to click the green submit button. You will not be able to make any changes after you submit.
37SMART Goal Setting SMART goals allows leaders to: SpecificMMeasureableAAchievableRRelevantTTime BoundSMART goals allows leaders to:Maintain clarity of what it is they wish to achieveMonitor their progress on an ongoing basisAllocate resources in support of reaching a goalPlan an employee’s progress towards reaching goalsRedirect or refocus an employee’s energy back towards a goal when necessarySMART goals allows employees to:Understand what is expected of themMonitor their own performance against the goalsEmpower them to achieve resultsBe clear on the criteria for evaluationKnow what the target for solid performance looks like, so that they can hit it
47New tool: Workday Signature page Tone Advance review Manager Self-EvaluationLIBRARIANPERFORMANCEEVALUATION–2012/2013This gives you and your manager an opportunity to participate in your performanceevaluationprocess bydocumenting the many ways you have contributed to departmental goals and/or goals of Champlain College.Please use this form to describeyour job performance and share the form with your supervisor beforetheperformancemeeting.NOTE: Managers will use this same form whenevaluatingemployee.EmployeeName:Title:Department:Manager’sName:Date ofMeetingSignatures:Upon completing the,manager should sign below and submit the form to theirnext levelmanager for review, approval and signature.Youshould sign below uponcompletion ofyourperformance meeting.Manager:DateNext Level Manager:Employee:(Thesignatures confirm you and your manager’s reading, understanding and discussion of theperformance evaluation and donot necessarily mean agreement with ratings and comments.)New tool: WorkdayManagerSelf-AssessmentSignature pageTonePersonalizeFirst personAdvance review
48Employee goals for past year Commentary – results achievedPriority levelsRating scale
53Giving Positive Feedback Focuses on your commitment to excellenceIt sends a powerful motivational message to the “strugglers”It’s the best way to create and maintain a learning environmentIt keeps the stars from leaving to seek a manager who appreciates them
54Praise is . . . specific and tangible . . . “What I liked about what you did was . . .”“I noticed that when you talked to the manager, you . . .”“I want to acknowledge that you finished the job ahead of schedule.”“From my perspective, it seemed that you headed off a possible confrontation with Jack by taking some extra time to listen to him.”
55. . . not vague and generalized “Great job.”“Way to go.”“Thanks for busting your butt on this project.”“You’re a good team player.”
56Constructive Feedback Let them know what you’re going to let them knowDon’t build a big logistical case before dropping the bombRemember, you’re “ahead of the curve”Allow time and a “container” for emotional reactionsWe can only hope to change outcomes, not the personalities of others in the workplace
58Data to Consider Pre-Evaluation Meeting Employee Self-Evaluation Use of available Tools (i.e. – forms, reports, data, surveys, previous notes)Your manager’s feedbackOther supervisor/manager’s feedbackYour direct observations
59BE aware of things you can’t change! Data GatheringObservable:Actions, words, gestures“example” – “I see you smile every time you greet a customer at the reception area”.Behavioral:Can be changed or corrected with instruction or self-disciplineGradient comparisons between unacceptable and outstanding can be madeBE aware of things you can’t change!
60DocumentationThe act of “writing and communicating” a summary of all previous conversationsIf someone else reads the review…. Can they understand it?Sets the stage for the next review periods goalsLinks pay for performance
61“The Discussion” Be prepared Time and Place Know the objectives and goals of the meetingPracticeTime and PlaceChoose a quiet, private spot with as few interruptions as possibleCreate a positive environmentHelp the employee feel at easeGive balanced feedbackBoth positive and negative, but start with the positiveFocus on the job, not the personAllow the employee to provide feedbackOpen dialogue – 2 way discussion
62“The Discussion” Conducting the review When discussing areas for improvement, discuss methods and objectives for improving.Establish formal goals. Explain how these goals are tied to the institution’s objectives and overall missionDiscuss possibilities for advancement, the employee's aspirations and professional development necessary to be a candidate for such future positions.
63“The Discussion” Conclusion: Summarize and review the important points of the discussion.Restate any action steps that have been recommended and provide a time frame for completionMake sure employee reviews the appraisal and encourage comments.Have employee sign it to acknowledge that he or she has read it (does not signify agreement with the content).
64Dealing with Difficult Employee/Performance Issues The Old Dilemma: “Avoid or Confront”Avoidance usually sends an unclear message, makes things worse over time, and keeps anyone from learning.Confrontation only leads to misunderstanding, bad feelings, and poor outcomes.Management needs to adopt a philosophy that, if delivered properly, all performance reviews are good; some are simply harder to conduct.
65Job performance problems PinpointSpecific, observable effectsTrackFrequency and severity of behaviorsAnalyzeAFTER pinpointing and tracking, not beforeClarity? Constraints? Relationships?ChallengeAsk for specific changesProvide resourcesEvaluateDon’t forget to both follow-up and reward
66Communication Starters “I’m curious about ”“Could you help me understand . . .”“I was wondering . . .”“There’s something I need to discuss with you . . .”“I know this may be difficult, however . . .”
67Staying “Open” Ask for the other’s perceptions Listen well (we’re talking REALLY well!)Clarify assumptionsFind common groundNote strong differences not as right or wrong, but as opportunitiesWhat can you learn?
68Be clear about Performance Problems Differentiate between:Thoughts and feelings“I think you’re a jerk.”“I feel we should order more staples.”Information and opinions“Your record shows you have a bad attitude.”“I believe that your responsibilities are changing.”
69Performance ProblemsLink prior conversations and/or warnings into performance review:ImprovementContinued Issues
70How to Respond to Employees Emotions The Role of Emotion:Almost always present in some formEssential for good problem-solvingBe ProactiveAnticipate the ReactionFocus on Controlling Your ReactionIgnoring - anger, cynicism, isolationEmployee deserves to be:RespectedTreated professionallyAllowed to have emotion
71Emotional Reactions Crying Acknowledge emotion, express empathy, return to central theme, take brief timeout if neededWithdrawalUse open ended questions, reframe, be comfortable with silence, check assumptionsAngerAllow some venting, set limits if necessary, separate thoughts from feelings
72Dealing with Your Own Emotions During a Review Those “Pesky” Feelings:Accept that they are normal and naturalCan leak or burst into the conversation if not “managed”Unexpressed feelings make it difficult to listenUse the urge to blame or withdraw as a clueDon’t “take the bait” of negative feelings
73Timeliness/Prioritizing As a supervisor, you owe it to yourself, your employee and the manager to conduct the review on timeConsistent messageEmployees anticipate itPotential compensation impactTips to the process:Keep a work logManage thru a “tickler” or Outlook TaskDraft review immediatelySet clear dates for self-evaluation to be returnedSet date for review
74Top 10 Tips to Successful Evaluations Engage employeesPrepare – both the writing and the discussionReview the entire periodListen and hearTake the timeBe factualAvoid the “halo” and “horns” effectDo not overrate to motivateCreate awareness – don’t avoid/ignore important messagesFollow-up
76Real Situation #1Issue: Quality of service has significantly gone downhill for this long term employee, Jane. She has proven capabilities in the past, but the mistakes that she is making is starting to impact customers perception of the organization. Other employees are frustrated and you are concerned about her customer service focus.Exercise:Assign one person as the employee, and one person as the supervisor.Discuss what the issue(s) are that need to be discussed with the employee.Role play the actual discussion.Provide direct feedback to the supervisor on what would make the delivery of the discussion more effective.Be prepared to role play to the larger group.
77Real Situation #2Issue: Our 3 year employee Brad is moody. Some days he walks in chipper as anything, other days he walks in and doesn’t say a word to anyone. He gets a lot of work done and is viewed as very smart. Employees, and the supervisor feel like they have to walk around on egg shells when Brad is around. He always has an opinion, and can often sway people – sometimes not to the benefit of the institution. In previous reviews, his interpersonal skills, communication and intimidation style has been raised. He seems to get it after it is raised for a short period of time, then he’s back to his old behaviors.Exercise:Assign one person as the employee, and one person as the supervisor.Discuss what the issue(s) are that need to be discussed with the employee.Role play the actual discussion.Provide direct feedback to the supervisor on what would make the delivery of the discussion more effective.Be prepared to role play to the larger group.
78Real Situation #3Issue: Betty is a 45 year old accountant who has been with the organization for 4 years. She has expressed concerns over her ability to continue to work at the level of stress in the job. She thinks she is very organized and enjoys working with the everyone. However, she continually has a difficult time in getting to work on time. Everyone really enjoys working with Betty.Exercise:Assign one person as the employee, and one person as the supervisor.Discuss what the issue(s) are that need to be discussed with the employee.Role play the actual discussion.Provide direct feedback to the supervisor on what would make the delivery of the discussion more effective.Be prepared to role play to the larger group.
79Real Situation #4Issue: Kathi has been with the organization for 2 years. In that period of time, she has had 2 positions and 3 supervisors due to organizational changes. She has received training in a number of areas of her job, but still seems to have some difficulty in grasping what would be considered basic concepts. There have been times when she has dressed inappropriately for the organization. Her newest supervisor, Jane, questions her level of commitment to the organization and the job. She is up for her review in the next 3 weeks, and Jane has responsibility to do it. The previous supervisor didn’t leave any notes behind regarding Kathi’s performance or goals.Exercise:Assign one person as the employee, and one person as the supervisor.Discuss what the issue(s) are that need to be discussed with the employee.Role play the actual discussion.Provide direct feedback to the supervisor on what would make the delivery of the discussion more effective.Be prepared to role play to the larger group.
80Real Situation #5Issue: It has been brought to your attention that the brand new TV and VCR in the conference room has been stolen. This was discovered on Tuesday morning after Labor day weekend. There are no visible signs of a break-in, and you have reason to believe that it is an internal job. You are aware of only one employee who worked in the office over the weekend. Deb, the new employee who has been here for 2 months. During the hiring process, you discovered that she had poor credit problems and already she had asked for 2 pay advances. You suspect that she may have stolen the TV and VCR. These suspicions have arisen by 2 other employees “planting a seed” that Deb may have done it.Exercise:Assign one person as the employee, and one person as the supervisor.Discuss what the issue(s) are that need to be discussed with the employee.Role play the actual discussion.Provide direct feedback to the supervisor on what would make the delivery of the discussion more effective.Be prepared to role play to the larger group.
81Overall Process in Workday Employee completes Self-EvaluationManager approves Employee Self-EvaluationManager completes Manager Evaluation on employeeManager’s manager approves Manager EvaluationManager provides Manager Review Comments (releases Manager Evaluation to employee) – Do not complete this step until you are ready for the employee to see the Manager EvaluationEmployee provides final Employee Review Comments (receiptof Manager Evaluation)All within Workday
82Top 10 Tips to Successful Evaluations Engage employeesPrepare – both the writing and the discussionReview the entire periodListen and hearTake the time neededBe factualAvoid the “halo” and “horns” effectDo not overrate to motivateCreate awareness – don’t avoid/ignore important messagesFollow-up