1. People First Performance Management Process Data Analysis

2. 2 Purpose of Today  Communicate the online Performance Management baseline process defined by the Department of Management Services’ guidelines  Compare each agency’s Performance Management process to the established baseline and identify differences from the baseline  Communicate what HR Professionals will be able to do using the People First Performance Management Tool

3. 3 What do we mean by the Performance Management Process?  The Performance Management process is about capturing an employee’s work plan and expectations, career development information, peer reviews, Supervisor evaluations, feedback and performance evaluation data utilizing the People First Performance Management tool.  The goal of People First Performance Management is to move to one State- wide process controlled and supported by a consistent summary level performance management tool.  The Performance Management Process is not about determining eligibility for bonuses, calculating bonus payments, or sending bonus payments to payroll.  Bonus activities are outputs of the Performance Management process, because they use data that was collected during the Performance Management Process (ex. Performance Rating).

4. 4 Role of Human Resources Professionals In the new People First environment, Human Resources professionals will have the ability to:  Review work plan/expectations or performance evaluation at anytime over the course of the evaluation period  Maintain the performance expectations list applicable to your agency and stored in the Performance Management tool  View the Performance Management dashboard which contains information about the distribution of ratings and due dates (past due and coming due) for each stage of the process  Set a timeframe for each stage of the Performance Management process and “lock” down access to make changes based on the timeframe  Review performance evaluations for all employees in your agency  Determine the number of higher-level reviewers required to review each performance evaluation  Identify non-State employees who need access to the People First Performance Management tool to evaluate Agency employees

5. 5 Role of Human Resources Professionals HR Professionals will continue to:  Provide support and coaching to Managers to support the process  Maintain Agency Performance Management policies and procedures and develop bonus distribution plans  Maintain Agency performance expectations/critical elements and agency performance management values  Provide guidance to Managers around:  How to create expectations (for Manager determined expectations)  The number of expectations  Choosing the appropriate agency determined expectations  Effectively translating job/position descriptions into appropriate work plan/expectations  Manage the bonus eligibility, bonus determination, and bonus related payroll activities

6. 6 Performance Management Process Overview – Manager The Performance Management Process is comprised of four key activities: Work Plan/Expectations Setting  360-degree Feedback  Performance Evaluation  Document deficiencies/additional evaluations as needed

7. 7 Work Plan/Expectations Setting  Description of Process  This process is about capturing the critical elements or expectations of an employee and ensuring there is agreement between Manager and Employee on those expectations.  The expectations setting portion of the process sets what employees will be evaluated against over the course of the evaluation period and includes career pathing, work plan and expectations setting information.  Baseline components: Baseline ComponentExplanation Collaborative expectations settingEmployee and manager collaboratively set goals, growth objectives, expectations and training objectives. Work plan set at the beginning of the review periodManager initiates the work plan, and submits for acknowledgement at the beginning of the rating period. Work plan is set after the final performance evaluation has been finalized from the previous rating period. Pre-configured agency standards/expectationsManager and employee choose from a unique set of standards/expectations by agency to build the work plan. Manager determines additional expectations as required. * Denotes modifiable component

8. 8 Fit-Gap Analysis: Work Plan/Expectations Setting  89% alignment with baseline standard  Most variability occurs because work plan and expectations setting isn’t formally part of the Performance Management process in the current state  In some cases, employees have limited involvement in work plan/expectations setting process

9. 9 Performance Evaluation  Description of Process:  This process is about a Manager evaluating performance of an employee based on a set of expectations defined at the beginning of the review period, and submitting the evaluation to a higher level Manager for review and acknowledgement.  The final Manager performance ratings are calculated and stored in the system based on the number of evaluations and the weighting assigned to each expectation.  Baseline components: Baseline ComponentExplanation Annual Evaluation*Employees are formally reviewed once a year (more frequently if desired). Rating scaleRating scale will consist of 5 anchors, 1-5 plus “N”. Rating scale descriptionsRating scale anchors will be described as follows: 5 = Employee’s performance far exceeds expectations. 4 = Employee’s performance often exceeds expectations. 3 = Employee’s performance consistently achieves expectations. 2 = Employee’s performance sometimes meets expectations and needs improvement. 1 = Employee’s performance is consistently below expectations. N = No longer applicable/unable to determine Employee is rated against work plan expectationsEmployee work plan expectations are the same expectations used for Performance Evaluation. Work plan is not a separate activity from Performance Evaluation. Consistent performance management framework*One consistent performance expectation framework is used for all employees, regardless of service or pay plan. Manager chooses the applicable agency determined competencies and develops specific competencies for the employee. * Denotes modifiable component

10. 10 Performance Evaluation - continued  Baseline components: Baseline ComponentExplanation Higher level reviewing authority*All performance evaluations will require acknowledgement of review by a higher- level reviewing authority. Higher-level reviewing authority may provide comments only. If a rating needs to be changed, it will be handled as a management process to the lower level Manager. Higher-level reviewer*Higher-level reviewing authority will be the one over one Manager. Non-State employee reviewers*Agency does not have non-State employees who perform reviews on State employees. 360 feedback as an input into performance evaluation*360-degree feedback will not be used as input to final performance rating. The final peer rating will be used only for bonus eligibility, and not for performance evaluation. Calculation of final performance evaluation*Final performance rating will be calculated using a simple average. Ratings of “N” will not be considered in the calculation. * Denotes modifiable component

11. 11 Fit-Gap Analysis: Performance Evaluation  85% alignment with baseline standard  Most variability occurs because of differences across employee groups (CS vs. SES vs. SMS) and the use of different rating scales

12. 12 360 Degree Feedback  Description of Process:  This process is an optional process about collecting feedback from peers and subordinates regarding an employee’s performance.  360-degree feedback is used to identify development areas and as an input into the bonus eligibility process.  Baseline components: Baseline ComponentExplanation Peer groups*Immediate Manager chooses peer groups with input from employee. Peer feedback conducted regardless of bonus*Peer feedback is collected regardless of whether bonus monies are available. Peer feedback is an input into Manager’s decision-making process regarding performance evaluation, but is not a calculation input into final performance evaluation. Upward feedback review group*Manager chooses upward feedback reviewers Upward feedback framework*Upward feedback is based on core agency values as determined by agency HR Non-State employee peers*Peer feedback is not collected from Non-state employee peers who do not manage employees of the Agency. Out of agency peer reviewers can be supported by the tool, but agency HR will decide whether this is acceptable by policy. Non-state employees who manage state employees will be given system logins to provide feedback on peers. Non-state employees who do not manage State employees will need to use a manual process to submit peer feedback. 360-feedback framework*360-degree feedback is based on core agency values as determined by agency HR.

13. 13 Fit-Gap Analysis: 360 Degree Feedback  Low alignment with baseline standard  Most variability occurs because peer feedback is used primarily for bonus eligibility and generally collected only when bonus money is available  Upward feedback has limited use across the agencies

14. 14 Document deficiencies or conduct additional evaluation based on frequency to be determined by agency  Description of Process:  This process is about the off-cycle tracking an employee’s performance due to an identified lapse in employee performance.  This process can occur at any point during the evaluation period.  Baseline components: Baseline ComponentExplanation Document deficiencies or conduct additional evaluation based on frequency to be determined by agency Expectations that need to be addressed will be embedded in a new work plan. An additional performance evaluation can be added as a “periodic” or off-cycle review with a set end date to address performance issues.

15. 15 Fit-Gap Analysis: Performance Improvement Planning  High alignment with baseline standard  Lack of clearly defined Performance Improvement planning process in the Service First legislation created some variability

16. 16 Transition to the People First Tool  People First Performance Management Tool  The tool will be available for agency use beginning on 6/1 – recommendation is for fiscal year 2003-2004.  Configuration of the tool will be a collaborative effort between the Agencies, DMS, Convergys and the Office of Policy and Budget.  Non-Aligned components  If component is modifiable, Agency may make certain changes to the People First Performance Management tool to support the Agency need  If component is standard (not modifiable), Agency should move to the baseline standard to take advantage of the functionality of the Performance Management tool, and to be aligned with the DMS baseline standard  Exceptions to the standard components  If a unique business need exists, further conversations will be held with DMS and the Convergys team to determine a course of action

17. 17 Agency Next Steps and Transition  Begin preparations for the adoption of the new Performance Management tool  Begin defining Agency retained activities including, but not limited to:  Maintaining Agency Performance Management policies and procedures  Maintaining Agency performance expectations/critical elements  Providing support to Managers around the process  Providing guidance to Managers around:  How to create expectations (for Manager determined expectations)  The number of expectations  Choosing the appropriate agency determined expectations  Effectively translating job/position descriptions into appropriate expectations  Define the bonus eligibility, bonus determination and bonus to payroll process within your Agency