Performance Management

 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 “Being busy is not the same as producing results”  Performance management ensures that goals are consistently being met in an effective and efficient manner  Managers are responsible for the results accomplished by their employees

Shared Responsibility

 Establish clarity on job expectations, job description and duties  On-going communication  Regular meetings  Weekly updates  Project status reports  Discuss questions and clarify priorities 7

Shared Responsibility  Objective criteria to discuss performance include:  Set job expectations  Review goal statements to assess progress/struggle toward achieving goals  Assess competencies  Use metrics 8

Manager: Roles and Responsibilities

 Establish culture of accountability  Provide on-going assessment and communication  Utilize performance reviews 10

No surprises  The performance review discussion is not the place to mention poor performance for the first time  If poor performance has been significant, a Performance Improvement Plan should already 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  Strategically aligned  Objective in measurement  SMART formula (Specific, Measurable, Agreed upon, Relevant, Timed)

15 Obstacles to Goal Achievement  May be necessary to revise or eliminate certain goals  Objectives may change based on the organization’s needs

16 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

17  One of the most productive things a manager can do is provide specific, ongoing feedback  Useful feedback serves to:  Keep the performance on track  Get the performance back on track  Strengthen partnership  Create positive work climate Effective Feedback

18 Feedback should be:  Specific, direct, honest, and respectful  Focused on the what not the who  Done at the right time in the right place  Consistent  Solution-oriented Effective Feedback

19 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

Manager: Preparing for the Annual Review

Review Job Description  Make sure it is up to date  Ask employee for feedback  Use as a starting point for performance discussion and goal setting 21 Manager: Preparing for the Annual Review

Set Time and Place  Choose a quiet and neutral place where you will not be interrupted  Confirm the time and place  Allot at least one hour Manager: Preparing for the Annual Review 22

Utilize Data  Employee’s self-review  Any notes you made during the year  Documentation from coaching sessions  Feedback you gathered from employee’s colleagues, customers, students, etc. Manager: Preparing for the Annual Review 23

Employee: Preparing for the Annual Review

Complete your self-review  Detail your accomplishments  Provide specific examples  Clarify what you would like to accomplish next 25

In addition to completing your self-review:  Be prepared to discuss specific examples  Be receptive to feedback and training  Take ownership to enhance performance Employee: Preparing for the Annual Review 26

Manager: Conducting the Annual Review

 Set the tone  Discuss responsibilities, clarify expectations and compare actual performance to performance standards  Use documentation to discuss specific instances Manager: Conducting the Annual Review 28

Employee: Participating in the Annual Review

 Ask for feedback  Ask clarifying questions  “What else could I have done to improve X?”  “Do you have any suggestions for me?”  Share what you plan to achieve and ask what your manager expects you to achieve 30 Employee: Participating in the Annual Review

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 32 GU Performance Review Packet

 Should be completed by May  Prior to review meeting:  Provide job description  Include any specific job criteria added to the review  Together assess past year’s goals and timelines  Employee should complete self-review 2-4 weeks prior 33 Performance Review Program Guidelines

 Manager forwards review to department head, dean, or area vice president for signature  Send signed original to Human Resources  Manager should conduct on-going performance discussions  Any employee concern regarding their review should be addressed within their Area Vice President division 34 Performance Review Program Guidelines

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

Questions?