1. PERFORMANCE MANAGEMENT PROCESS

2. Agenda Overview and Performance Categories Planning and Goal Setting
Feedback and Coaching Conversations
Assessment
HKS Process Timeline
Wrap-Up and Evaluation

3. OBJECTIVES OF THE PERFORMANCE MANAGEMENT PROCESS AT HKS
Encourage high performance
Encourage continuous dialogue between managers and employees
Provide basis for performance-related decisions (e.g., pay increases and bonuses)

4. PHASE 1: Transitional Roll Out Spring 2010
Updated Evaluation Forms
Use of four performance categories
Modified roll out of new performance-based compensation plan for exempt staff
Spot Awards become exclusively for staff governed by HUCTW contract

5. PHASE II: Full Implementation Spring 2011
Pilot 360/Upward Feedback Evaluations in some units
Continue training on competencies
Full implementation of Performance-Based Compensation Plan including a link between performance categories and base salary increases/bonuses for exempt staff

6. Employee Performance Categories
Leading Performance (10%)
Strong Performance (80%)
Building Consistent Performance
Unsatisfactory Performance
(10%)

7. 2010 Pay for Performance Program
Overall Performance Category
Pay for Performance
Leading Performance
2% increase
plus potential bonus
Strong Performance
Building Consistent Performance
Unsatisfactory Performance
0% increase

8. Performance Management Framework
Assessing
Planning
Feedback & Coaching

9. Planning: Job Description
Managers are accountable for keeping job descriptions current:
Discuss with staff members
Reflect department mission & needs
Review and update if necessary
Track position changes over time
Discuss during the Planning part of meeting

10. Planning: Strategic Alignment
HKS Mission, Values, Goals
Department/Center Goals
Manager
Goals/Competencies
Staff Member

11. Planning: Goals Goal=What is to be achieved
Dynamic in nature, adjustable, iterative
Illustrate clearly how the work of an individual aligns with and contributes to the achievement of department goals
Manager and Staff Member Agree on Goals
Managers coach, give and receive feedback, and assess staff performance against the goals on an ongoing basis throughout the year
Staff Members track their accomplishments, ask for feedback and assistance, and self-assess against the goals

12. Writing Goals-“SMART” Principles
S – Specific/Stretch
M – Measurable
A – Aligned
R – Realistic
T – Time-bound

13. “SMART” Principles Applying SMART Principles
Sentence or bullet format (or a combination) is acceptable when writing goals.
Recommend that staff members check with their manager to see if there is a preferred standard.
When first drafting a goal, the following format is considered most effective:
S Specific
M Measurable
T Timebound

14. Sample Goals (taken from past PMPs)
Well-Constructed (SMART):
Identify and qualify at least 25 new prospects per year.
Complete initial phase of emergency evacuation project by writing case studies and co-authoring two academic papers on the subject by the end of the academic year.
Complete redesign of department website by April 30, 2010.
Not:
Develop fund-raising skills.
Consider IT solutions for the office.
Improve communication skills.

15. Performance Goal: Example
Assist in the planning of effective monthly staff meetings, by:
Soliciting ideas for speakers from staff in September and January
Researching and scheduling speakers
Establishing per meeting budget by September by researching cost of alternative locations
Keeping costs within established budget
Soliciting feedback from staff via after each meeting

16. Planning: Development Goals
Articulate Development Needs
Use “SMART” principles for development goals
Focus on current and near-future position and department needs

17. Planning: Development Goals
Training - On-the-job training, Job shadowing,
On-line learning
Reading/studying/research
Working with someone with the skill
Developing a mentor relationship
Attending a conference
Cross team projects
Stretch assignments
Important: What is the person going to do with the knowledge/skills; what is the impact?

18. How Development Occurs
Experience
Based Learning
Relationship
Education
Projects/
Assignments
Bosses
Courses
Jobs
Colleagues
Seminars/
Conferences
Hardships
Mentors
Training Programs
Community Service
Coaches
e/Distance Learning

19. Competencies
Competencies=How work gets done, how assignments are being completed, so that goals are achieved.
For all HKS Staff Members:
Adaptability
Applied Learning
Building Partnerships
Contributing to Team Success
Customer Focus
Professional Responsibility
Work Standards
For Managers:
Develops Others
Strategic Thinking and Decision Making
Ability to Influence
Valuing Diversity

20. Feedback Feedback is “telling”. The goal of feedback:
Positive=reinforce preferred behaviors
Constructive=change/improve behavior
The Feedback Process (Giving and Receiving)
Prepare
Conduct/Participate in the Discussion
Behavior + Impact (+ Alternative Behavior)
Agree on an Action Plan
Follow Up

21. Performance Coaching
Coaching is defined as, “an ongoing conversation between a manager and a staff member, which focuses on using and improving an individual’s skills, knowledge, and abilities to achieve goals”.
Coaching focuses on asking open-ended questions.
Inquisitive
Encourages Reflection First, Then Action
Formal and/or informal
Vary in length of time and topic
Positive
Applicable to teams as well as individuals

22. Assessments
Build on conversations to date (shouldn’t be any surprises)
Are specific and behaviorally focused
Representative of entire performance period
Provide constructive, job-related feedback on past performance and outline opportunities for growth
Compare and reflect on progress since the last performance discussion
Motivate staff member

23. All Year Round…
Discussions concerning goals, progress towards goals and overall performance should take place more than twice each year…they should be happening informally all year round.
No staff member should be surprised by what appears on their performance review. Seize feedback opportunities at weekly or bi-weekly direct report meetings and informally as events take place.

24. Self Appraisal/Manager Response For Summarizing Results
The Behavior +
Impact
(The Result of
the Behavior)
A clear picture of the behaviors
and the impact and outcome of the person’s actions =

25. Self Appraisal Example For Summarizing Results
Behavior:
I implemented a new program for tracking alumni that attend our events by February 2010.
Result:
The department as well as other staff members can get an accurate sense of which alumni and how many are attending the events throughout the office.

26. Manager Response Example For Summarizing Results
Behavior:
John did a great job on creating a tracking system for our group. He analyzed our existing systems, talked with other Events staff around the University to compare processes and met with other departments at the School to get a complete needs assessment.
Impact:
Staff members throughout the office have access to important alumni information that has increased accuracy and relevance to our business.

27. Assessment Tips
Be sure to read the performance category descriptions closely prior to making any rating determinations.
It’s helpful to rate each goal and competency as you go through the documents (this will help decrease the subjectivity of the overall performance summary).
Be prepared to speak to why you are assigning a particular category (especially if it is not aligned with the staff member self-assessment).

28. Vignettes

29. HKS Performance Management 2010 TIMELINE and CHECKLIST
Date
Event
April
HKS Training sessions (4/13, 4/27, 5/11 for Managers; 4/26, 4/27, 5/14 for Staff)
April 19th
OHR distributes employee rosters to Department/Center contacts (via secure file transfer )
May 17th
Self evaluations completed by staff and sent to managers
May 19th
First draft of employee roster with proposed performance categories completed and sent to OHR for review and calibration discussions
After May 19th
Calibration of performance categories for Core Administration with Operations Management Group and Research Centers with Executive Directors
June 15th (or before)
Second draft of employee roster with performance categories completed and sent to OHR for approval prior to discussions with staff
June 30th
Completed evaluations submitted to OHR
July 1st
Effective date for staff increases (2% for eligible exempt staff)
Mid-July
OHR distributes bonus rosters to Department/Center contacts
July 30th
Completed bonus rosters sent to OHR for review and approval
Mid-August
Bonus amounts approved and communicated to managers
August/September
Annual bonus paid if budget allows
December
Mid-Year Goal Review for Managers and Staff

30. ???
Q & A
???

31. Contact OHR for more information:
THANKS!!
Contact OHR for more information: