1 PERFORMANCE MANAGEMENT BRIEFING PERFORMANCE MANAGEMENT BRIEFING University of California, Riverside May 2008

2 Briefing Agenda Discuss the purpose of the UCR Performance Management process Discuss the purpose of the UCR Performance Management process Review the process Review the process Provide supplemental materials and resources Provide supplemental materials and resources Discuss the importance of constructive feedback Discuss the importance of constructive feedback

3 Why Conduct Performance Appraisals? Establish Performance Expectations Establish Performance Expectations –Identify Successes –Identify Performance Problems Establish Goals and Objectives Establish Goals and Objectives Identify Training Needs Identify Training Needs Establish Personal and Professional Development Plans Establish Personal and Professional Development Plans Salary Administration Salary Administration To Positively Impact Future Performance To Positively Impact Future Performance

4 How is Performance Managed?

5 Performance Management Planning Appraise Performance Set Expectations Manage/Coach Define Job Responsibilities

6 Ensure position description is current, including the essential job functions 1.Define Job Responsibilities (Performance Planning)

7 2. Set Expectations (Performance Planning) Establish Performance Expectations –Performance expectations should link to the organization’s mission, values and goals –Performance expectations should define “how well” each function or task must be performed –provides a benchmark against which to evaluate work performance

8 2. Set Expectations (Performance Planning) Establish Goals –A statement describing a condition/result needing to be achieved –A target to aim for, but that has not yet been hit

9 2. Set Expectations (Performance Planning) Types of Goals 1.Development Goals - Goals established for personal/professional growth 2.Innovation Goals - Goals established for creating a new process, function or program; higher level of service 3.Improvement Goals - Goals established to correct performance that is below standards and requirements

10 3. Managing and Coaching (throughout the year) COACHING COUNSELING DISCIPLINING AFFIRMING

11 4. Appraise Performance Who should evaluate performance? –Immediate Supervisor –Department Head (if applicable) –Co-supervisor/team leader (if applicable)

12 4. Appraise Performance Gather and review –Employee’s “Self” Appraisal –Position description –Informal review notes and other supporting materials –Previously established performance expectations and goals

13 Performance Appraisal Forms Self Appraisal Form - Standard Version Self Appraisal Form - Standard Version Self Appraisal Form - Standard Version Self Appraisal Form - Standard Version Self Appraisal Form - Narrative Version Self Appraisal Form - Narrative Version Self Appraisal Form - Narrative Version Self Appraisal Form - Narrative Version Comprehensive Performance Appraisal Form - Standard Version Comprehensive Performance Appraisal Form - Standard Version Comprehensive Performance Appraisal Form - Standard Version Comprehensive Performance Appraisal Form - Standard Version Comprehensive Performance Appraisal Form - Narrative Version Comprehensive Performance Appraisal Form - Narrative Version Comprehensive Performance Appraisal Form - Narrative Version Comprehensive Performance Appraisal Form - Narrative Version "Update" Performance Appraisal Form "Update" Performance Appraisal Form "Update" Performance Appraisal Form "Update" Performance Appraisal Form Supplemental Feedback Form Supplemental Feedback Form Supplemental Feedback Form Supplemental Feedback Form Individual Development Plan (IDP) Form Individual Development Plan (IDP) Form Individual Development Plan (IDP) Form Individual Development Plan (IDP) Form

14 Campuswide Performance Standards Campuswide Performance Standards Appraisal Form Campuswide Performance Standards Appraisal Form –Use this form to evaluate MSP employees for their performance during FY 07/08 –Proposed - Use this form to evaluate PSS employees for their performance during FY 08/09

15 Constructive Feedback Convey positive intent Convey positive intent State issues in specific behavioral terms State issues in specific behavioral terms Describe the impact on the department Describe the impact on the department Ask for feedback Ask for feedback Agree on solutions Agree on solutions

16 Contact Information Contacts –Sue Anderson X X –Heidie Rhodes x x –Cynthia Seneriz X X