Performance Management 2010

 Performance Management Cycle  Organizational Success  Shared Responsibilities  Setting Goals and Expectations  Preparing and Conducting the Annual Performance Review  Gonzaga’s Performance Review Process 3 Session Agenda

4 Setting Goals & Expectations  Define job criteria by which performance will be measured based on job description  Establish goals and objectives  Communicate expectations  Rework objectives or performance standards, if necessary Performance Coaching  Give effective feedback  Recognize area of development  Coach for better performance  Document Annual Performance Review  GU Performance Review  Mistakes to Avoid  Behavior Based Statements 1 23 Performance Management Cycle

5 Defining Organizational Success  All organizations must be wise about their choice of strategies to remain competitive  Everyone and everything in the organization must be doing their part to ensure strategies are implemented effectively  Managers are responsible for the results accomplished by their employees  Simply put, effective performance management ensures that goals are consistently being met in an effective and efficient manner “Being busy is not the same as producing results”

6 Shared Responsibility

 Ensure both parties are clear on job expectations, job description and duties  Engage in on-going communication  Regular meetings  Weekly updates  Project status reports  Discuss questions and clarify priorities 7

Shared Responsibility  Utilize Objective Criteria to discuss performance  Compare to job expectations  Utilize goal statements to assess progress/struggle toward achieving goals  Assess competencies  Use metrics 8

9 Manager: Roles and Responsibilities

 Accountable for your organization’s success  Provide on-going assessment and communication of performance  Use performance reviews to assist in determining overall employment status  Determine employee annual salary increases as part of the future compensation system 10

 No surprises  Poor performance should have been addressed when it happened  The Performance Review Discussion is not the place to mention it for the first time  If poor performance has been significant, a Performance Improvement Plan should be in place 11 Manager: Roles and Responsibilities

12 NO NEWS IS GOOD NEWS NO NEWS IS GOOD NEWS

13 Performance Coaching Give effective feedback Recognize area of development Coach for better performance Document Annual Performance Review GU Performance Review Mistakes to Avoid Behavior Based Statements Setting Goals & Expectations Define job criteria by which performance will be measured based on job description Establish goals and objectives Communicate expectations Rework objectives or performance standards, if necessary Performance Management Cycle

Effective Goal Statements 14  Provide an excellent basis for setting and monitoring progress toward strategically aligned goals  Ensure objectivity in measurement  Go beyond an essential job function  Clarify something specific to focus on for the upcoming year  Use SMART formula (Specific, Measurable, Agreed Upon, Relevant, Timed)

15  Specific – goals need to be specific in order to be achieved. “Improving customer service” vs. “Reduce customer drop- out rate to less than 20%”.  Measurable – goals need to be quantifiable and measurable in a way that leaves no doubt that the goal has been achieved. employee should know how progress will be measured.  Agreed Upon – goals should take into account the knowledge and needs of the people involved in accomplishing them. When there is buy-in, people are more willing to make efforts toward achievement of goals.  Relevant– A relevant goal aligns with existing plans and priorities of the organization. It reflects the results which must be improved or maintained to successfully accomplish the mission.  Timed – goals exist within the context of a schedule. There needs to be an agreed upon timetable that incorporates regular, structured review and assessment of progress toward the goal. Smart Formula

16 Obstacles to Goal Achievement  As part of on-going assessment and communication it may be necessary to revise or eliminate certain goals  Objectives may change based on the organization’s needs. Be sure to adjust employee goals and objectives accordingly.

17 Performance Coaching Give effective feedback Recognize area of development Coach for better performance Document Annual Performance Review GU Performance Review Mistakes to Avoid Behavior Based Statements Setting Goals & Expectations Define job criteria by which performance will be measured based on job description Establish goals and objectives Communicate expectations Rework objectives or performance standards, if necessary Performance Management Cycle

 Feedback = communication regarding the effect one’s behavior is having on another person, the team, the organization, or the customer  Positive feedback = involves telling someone about behavior that meets or exceeds standards and expectations. Provide specific examples and explain how these behaviors benefit the organization  Constructive feedback = alerts an individual to behaviors which could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person Performance Discussions Definitions

19  Useful feedback serves to:  Keep the performance on track, and  Get the performance back on track  Giving and receiving feedback can strengthen the partnership between manager and employee.  Effective feedback creates a positive, motivating work climate.  One of the most productive things a manager can do is provide specific, ongoing feedback Effective Feedback

20 Feedback should be:  Specific, direct and honest  Focused on the what not the who  Done at the right time in the right place  Consistent  Solution-oriented Most importantly, treat others with RESPECT Effective Feedback

21 Setting Goals & Expectations Define job criteria by which performance will be measured based on job description Establish goals and objectives Communicate expectations Rework objectives or performance standards, if necessary Performance Coaching Define coaching Give effective feedback Recognize area of development Coach for better performance Document Annual Performance Review GU Performance Review Mistakes to Avoid Behavior Based Statements Performance Management Cycle

22 Manager: Preparing for the Annual Review

Review Job Description  Make sure job description is up to date  Include a copy of job description along with the self-review and ask employee to assess whether it is still an accurate reflection of their job  Use job description as a starting point for performance discussion and goal setting 23 Manager: Preparing for the Annual Review

Set Time and Place  Choose a quiet, private, neutral place where you will not be interrupted during the meeting  Give full undivided attention (e.g. don’t answer cell phone/work on lap-top/allow others to interrupt/etc.)  Confirm the time and place of the meeting  Allot at least one hour. This will eliminate schedule conflicts and help set the tone for a productive discussion Manager: Preparing for the Annual Review

Utilize Data  The employee’s self-assessment  Any notes you made during the year  Documentation from coaching sessions  Feedback you gathered from employee’s colleagues, customers, students, etc.  Any other information you have that bears on performance Manager: Preparing for the Annual Review

26 Employee: Preparing for the Annual Review

Complete your self-review  Detail your accomplishments  Provide specific examples of what you’ve done well  Provide specific examples of how you would like to improve  Clarify what you would like to accomplish next 27

In addition to completing your self-review:  Confirm the time and the place of the meeting  Be prepared to discuss specific examples of behaviors and performance outcomes  Be receptive to feedback  Take ownership to enhance performance  Be open to assistance to heighten performance Employee: Preparing for the Annual Review

29 Manager: Conducting the Annual Review

 Start on a positive note  Set the tone as one of communication and feedback  Discuss responsibilities, clarify expectations and compare actual performance to performance standards  Use documentation to discuss specific instances of performance Manager: Conducting the Annual Review

Ask for the employee's assessment, comments and suggestions  Listen carefully and seek to understand  Ask for examples  Liberally use the phrase, "Tell me more"  Don't take it personally  Be open-minded—there may be a better way  Admit mistakes  Thank the employee Manager: Conducting the Annual Review

32 Employee: Participating in the Annual Review

 Ask for feedback on what you’re doing well  Ask for feedback on what to improve  Ask clarifying questions  “What else could I have done to improve X?”  “Do you have any suggestions for me?” 33 Employee: Participating in the Annual Review

 Share what you plan to achieve and ask what your manager expects you to achieve by the next review period  Make sure goals are SMART  Inform manager of issues or roadblocks and discuss how to resolve them  Let your manager know what you need from him/her to be successful 34 Employee: Participating in the Annual Review

 Discuss your professional development goals for the year  Complete the discussion  Thank your manager for his/her feedback  Commit to another successful year 35 Employee: Participating in the Annual Review

36 Gonzaga’s Performance Review Process

 Overview Document - Compensation philosophy, guidelines and annual review rating definitions  Employee Self-Review Document - Contains self assessment and employee goals  Annual Performance Review Document - Performance and behavior criteria Performance Review Packet can be found at 37 GU Performance Review Packet

 Annual performance reviews should be completed by June of each year.  Prior to review meeting:  Manager should present his/her staff with their job description and self-review document generally 2-4 weeks prior to the performance review discussion  Manager should include any specific job criteria added to the review  Manager and Employee should assess past year’s goals and timelines  Employee should complete her/his self-review 38 Performance Review Program Guidelines

 Typically, annual salary increases spreadsheets will be distributed for approval/signature by Human Resources to the Area Vice President and should be returned to Human Resources as part of the annual budgeting process  Any employee concerns regarding performance review content should be addressed within the Area Vice President Division  Final annual increase spreadsheets are provided to Payroll for loading from Human Resources  Annual increases will be communicated by the President 39 Performance Review Program Guidelines

 Manager forwards signed document to the department head, dean, or area vice president for signature  Original signed copy of the review should be sent to Human Resources to file  Manager should conduct on-going performance discussions, maintaining open communication, and work on the outlined goals throughout the year 40 Performance Review Program Guidelines

 2 % Across the Board (ATB) for employees in good standing or adjustment to the minimum whatever is greater  Managers should communicate approved annual increase to their employees prior to June payroll 41 June 2010

42 Performance Management PowerPoint, Self-Reviews and Review Forms are located at: Where is Everything Located?

Questions? 43