Performance Management at UMASS Medical School Facilitated by: Annie Delaney-Magee Karin Fitch-Urbano Human Resources, Diversity & Inclusion December 2013/January 2014

What Matters? Align employee to UMMS mission, strategic plan, and operational goals Recognize accomplishments Identify problems, guide progress Set goals Discuss career advancement

What Else Matters? Performance Development All your conversations. Specific Fair Consistent Clear Useful Not so much the form, or the ratings system – what matters is ongoing feedback and alignment Spend more time talking about their performance, and less time explaining the “rules of the game.” What is performance management? The process of setting performance expectations, monitoring progress, measuring results, and appraising, recognizing or correcting employee performance. By engaging in a two-way dialogue with employees during the year, we can avoid surprises and improve overall levels of performance. If you are not managing performance, you are losing opportunities to leverage every available resource. Performance Development Cooperative decisions in developing immediate skills Cooperative decisions about career potential and opportunities, aligned with business goals

Resources Performance Appraisal Link Instructor Led Training Self-Paced Webinar UMMS Compensation Tools Performance Appraisal Forms Articles Books Your HR Business Partner

The Process Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review Feedback/Self Appraisals prepared Manager prepares performance appraisal Manager discusses “needs improvement” and “outstanding” ratings with HR Partner Manager discusses/obtains approval for recommended ratings from Sr. Management in department Manger discusses FY12 performance and FY13 goals with employee Performance Appraisals completed and signed need to be delivered to Bette Parker/HRDI-Compensation

The Tools UMMS Strategic Plan Department Goals Job Description Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review UMMS Strategic Plan Department Goals Job Description Perf. Review ’12 & ‘13 Self-Appraisal Performance Ratings Outstanding Exceeds Meets / Exceeds Some Mostly Meets / Needs Some Improvement Needs Improvement Does Not Meet Perf. Review ‘13 Feedback/Self Appraisals prepared Manager prepares performance appraisal Manager discusses “needs improvement” and “outstanding” ratings with HR Partner Manager discusses/obtains approval for recommended ratings from Sr. Management in department Manger discusses FY12 performance and FY13 goals with employee Performance Appraisals completed and signed need to be delivered to Bette Parker/HRDI-Compensation

The Team UMMS Strategic Plan Department Goals Job Description Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review UMMS Strategic Plan Department Goals Job Description Perf. Review ’12 & ‘13 Self-Appraisal Performance Ratings Outstanding Exceeds Meets / Exceeds Some Mostly Meets / Needs Some Improvement Needs Improvement Does Not Meet Perf. Review ‘13 Feedback/Self Appraisals prepared Manager prepares performance appraisal Manager discusses “needs improvement” and “outstanding” ratings with HR Partner Manager discusses/obtains approval for recommended ratings from Sr. Management in department Manger discusses FY12 performance and FY13 goals with employee Performance Appraisals completed and signed need to be delivered to Bette Parker/HRDI-Compensation You Employee Coworkers External Customers Department Senior Manager HR Business Partner HRDI Compensation (Bette Parker)

More About Getting Input Consider asking for a self-appraisal: get employee’s input on performance against expectations Consider informal “360” Paraphrase as feedback Use as contributing source (not sole source) Be careful of “outliers” Validate Input By: Seeking, listening to, and clarifying Discovering specifics Owning input you intend to use as feedback Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

This Matters - So Let’s Practice . . . What sources (not yet mentioned) might also help? How might you incorporate them? What can wrong at this stage? How do you prevent, identify and respond? Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

More About Writing Your Draft Think About It Were expectations clear? What changes may have prevented or enhanced their ability to meet expectations? What behaviors and outcomes helped or hindered success? Streamline Keep confidential notes Match comments to rating Use short meaningful statements, and specific examples Focus on the work, not the personality Check Your Work Are your main points clear? Are your statements appropriate? Spell check Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

Ratings Outstanding Exceeds Meets Exceeds Some Meets Does Not Meet Needs Improvement Mostly Meets Needs Some Improvement Meets Meets Exceeds Some Exceeds Outstanding DOES NOT MEET Meets some job requirements and needs to improve in other functions Overall performance is unsatisfactory and fails to meet basic job requirements Failure to improve performance may lead to termination NEEDS IMPROVEMENT Performance is satisfactory in some areas but not all Failure to achieve higher level of sustained performance may result in performance counseling or corrective action MEETS MOST / NEEDS SOME IMPROVEMENT Meets most expectations and requirements; needs improvement on some expectations. Meets most relevant objectives and standards Makes contributions to the team objectives If new to the job, employee is making satisfactory progress towards achieving competency in most aspects of the job MEETS MEETS / EXCEEDS SOME Frequently achieves successful results Consistently meets expectations and requirements and sometimes exceeds. Effective as independent contributor or team member Skilled in most phases of the job Is a productive and reliable member of the department Understands and makes significant contributions to the team objectives EXCEEDS Consistently achieves successful results Consistently produces accurate and exceptional work Makes a strong contribution to the continued operation and growth of the organization Skilled in all phases of the job Works well as individual contributor or part of a team Is a productive and reliable member of the department Understands and effectively meets relevant objectives and standards OUTSTANDING Performs with unusual distinction and far exceeds expectations • Consistently achieves outstanding results Excels in creative thinking and problem solving Makes a substantial contribution to the continued operation and growth of the organization Demonstrates an extremely high level of initiative and implements solutions consistent with achievement of organizational objectives Enthusiastically endorses changes and always presents a positive impact May show special talent or ability

This Matters - So Let’s Practice . . . What are some reasons rating someone else so difficult? What are some tempting mistakes? What was the most difficult feedback you had to give? How did you handle it? Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

Any Role, Any Area, Any Time . . . SELF KNOWLEDGE EFFECTIVNESS This simple model may provide a valuable place to begin your conversation with your employees. It is short and easy to remember, but separates competencies into groups that resist overlap – making it easier to isolate a strength or weakness. Importantly, discussion based in a model like this really lend themselves to effective development steps and/or goals that are likely to really help. OTHERS COLLABORATION LEADERSHIP Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

More About Talking With Your Employee What is It? A conversation with your employee before you finalize your PMD Form How Do I Do It? Schedule uninterrupted time to meet one on one Listen carefully to employee’s perspective and reaction Incorporate feedback from HR supporting clarity and appropriateness, especially for lower ratings Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

Even More . . . Start Like This Identify areas of agreement & disagreement Identify the “critical few” strengths or developmental needs Tell the whole story (instead of a bit: “You are inflexible”) Behavior “In working with partners, you often present just one approach to a problem, without considering other approaches.” Impact “This limits your potential for solving the problem.” Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

. . . Ask Open-Ended Questions What do you think? What helped you achieve goals this year? What obstacles got in the way? What do you see as your key strengths? What are your key developmental needs? Tell me more about... Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

. . . Wrap It Up Clarify Communication Points Focus on processes, outcomes, and observable behaviors, not personality traits What do you want them to remember? Restate areas of agreement and disagreement End with clarity about next steps and what the employee can expect to see in the written review “I’m going to write up the review, summarizing my assessment which is based on the input that we discussed, including your comments.” Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

Defensiveness Reduce Defensiveness: Make sure there are no surprises Listen. Ask questions. Listen some more. Check for meaning “What I hear you saying is…” End the conversation and re-schedule if defensiveness escalates Ask yourself: What might I have done to cause defensiveness? Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

Simplify Your Message “This is working: do more of this.” KNOWLEDGE EFFECTIVNESS COLLABORATION LEADERSHIP “This is working: do more of this.” “This is not working: do less of this.” This simple model may provide a valuable place to begin and frame your conversation. It is short and easy to remember, but separates competencies into groups that resist overlap – making it easier to isolate a strength or weakness. Importantly, discussion based in a model like this really lend themselves to effective development steps and/or goals that are likely to really help. Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

This Matters - So Let’s Practice . . . What can go well at this stage? How do you facilitate that? What can wrong at this stage? How do you prevent, identify and respond? Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

More About Agreeing on New Goals A goal specifies the work to be done and creates a clear picture of what success will look like, assuring alignment with: Role Program, Project Department, SBU, UMMS Your Leadership Understand, translate, align, write, monitor SMART Goals Stretch Measurable Aligned Realistic Time Bound Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

More About Completing the Review Last review to assure Are the ratings correct? Are your examples specific, illustrative, appropriate? Are your “Do more of/Do less of” statements clear and helpful? Are goal statuses correctly defined? Complete the form Ask your employee to sign the form Sign the form Ask your supervisor to sign the form Send the form to HRDI: Hardcopies to HR Service Center at 333 South Street, Shrewsbury MA Scanned copies to the Outlook inbox: UMMS Performance Review. Get Input Write Draft Review Talk With Employee Agree on New Goals Complete Review

Performance Management at UMASS Medical School