1. 1 Performance Management at University of Portland

2. 2 What is Effective Performance Management? Not an isolated event, but an on-going process –Series of conversations held throughout the year Based on Setting Clear Expectations –Clear Job Description –Reasonable and Consistent –Ask what support the employee needs from their manager Supported by Feedback on Performance Expectations –Recognition: Make time to recognize a job well done. –Development: Have discussions with employees about their career interests/goals and find help identify growth opportunities –Notice of Valid Concerns and Opportunity for Improvement

3. 3 The Importance of Timing & Communication Depending on the role, weekly or bi-weekly 1:1 meetings are suggested Address accomplishments and concerns as timely as possible If not meeting expectations, clarify and explain consequences of lack of improvement, and include time frame when appropriate –Follow up with employees in regular 1:1 meetings during the improvement period –Be Respectful Keep it confidential Practice active listening People hear messages in different ways

4. 4 Performance Management - Documentation The Performer –Take time to recognize good performance, such as sending a complimentary email –Keep a drop file of peer or customer compliments –Document plans for the individual’s growth and development –Write and deliver an annual performance evaluation The Under-Performer (Partner with Human Resources) –Give notice of concerns and provide opportunity for improvement –Document events accurately and write documentation in a timely manner (do not re-create it later when a problem is identified) –Follow up conversations with a re-cap email to give the message more than one voice –Includes performance messages and formal disciplinary action –Write and deliver an annual performance evaluation

5. 5 Information Used in Reviewing Performance Job Description and Annual Goals Manager’s Direct Experience and Observations Manager’s “Drop File” –Meeting notes/summaries, compliments and concerns from customers, annual reviews, other performance documents Employee Self-Evaluation Form 360 Degree Feedback received from check-in discussions with subordinates, peers, and key partners

6. 6 Philosophy of a 5-Point Rating Scale Philosophy –Assess against the job’s expectations –Be honest when indicating your rating; inflated ratings will hurt the whole team Importance of delineating different performance levels –Clear understanding of the meaning of each rating level –Delivering the right message for a rating of “Meeting Expectations/Successful” Consistent use of 5-point rating scale cross campus –Ratings will be tracked in Banner

7. 7 5 Point Rating Scale Defined Outstanding (Work with HR) –Reserved for exceptional performance in all areas of the job Exceeding Expectations –Employee is going above and beyond on a consistent basis in many areas of the job Successful/Meeting Expectations –The employee is successfully meeting all requirements of the position. Below Expectations (Work with HR) –A signal that performance improvements are needed in some areas. Improvement Required (Work with HR) –Employee is likely already on a Performance Improvement Plan and his/her job is in jeopardy.

8. 8 Support for Ratings is Critical Supporting Evidence should be provided for ratings to illustrate the reasons for the rating. –Examples of accomplishments –Customer accolades or complaints –Efficiency metrics or improvements –Documented performance coaching or disciplinary action

9. 9 Example in Action - Outstanding Employee: Wally Pilot Job Description: Wally Pilot is the face of and inspiration for our dynamic NCAA Division 1 teams. He is responsible for accompanying teams to all events, increasing crowd enthusiasm, and posing for photo ops. Accomplishments: 1) Traveled to 16 cities and 3 foreign countries for events this year 2) Increased crowd participation by 15%, above his goal of 10% 3) Attended 256 photo opportunities with Alumni, up from 180 last year. 4) Increased number of “Friends” on Facebook by 25% over the prior year Strengths: Wally takes pride in his role. He watches video of his performances to ensure he is consistently exceeding crowd expectation. He has a friendly and approachable demeanor and receives many compliments from parents about his interaction with children at the games.

10. 10 Example in Action – Improvement Required Employee: Spike the Bulldog (Gonzaga University) Job Description: Spike the Bulldog is the mascot for our NCAA Division 1 teams. He is responsible for accompanying teams to all events, increasing crowd enthusiasm, and posing for photo opportunities. Areas for Development: 1) Spike must improve his attendance at games and continue to work on timeliness. He received a written warning after being found asleep on the bus during two away games in March. He also arrived late to 6 games in January and was put on an Improvement Plan earlier in the year. He failed to reach any of his appearance goals this year. 2) Spike needs to work on being more approachable to children for photo opportunities. Photo ops were down by over 20% this season. Parents have reported that Spike has been too aggressive with smaller children, causing them to cry or hide from him.

11. 11 Suggested Timeline for Annual Review Process February-March: Manager and Employee review current job description for accuracy, Employee completes a Self-Evaluation April: Manager seeks peer/customer feedback, reviews own ‘drop file’, and drafts the review content May: Officer reviews his/her Organization’s evaluations and overall results Mid-May to Mid-June: Managers hold 1:1 meetings with staff to deliver the evaluation; timing coincides with salary adjustment information for new fiscal year June: Evaluations submitted to HR for scanning into employee electronic files and tracking in Banner June: Salary letters and total compensation statement sent to officers for July distribution Some staff offices have an accelerated schedule & start in January

12. 12 Writing the Annual Performance Evaluation Review job description for accuracy and make updates as needed HR Template available (for Staff positions) –Intended as a guideline, but can be revised to meet specific department needs (must keep to the 5 point rating scale) Resource Books on Hand in HR Office – Available to Borrow! –Effective Phrases for Performance Appraisals –How To Do A Superior Performance Appraisal HR (Stacey or Bryn) will help craft and edit the content of your performance evaluations at your request, please allow for 2 day turnaround Any “Below Expectations/Improvement Required” evaluation must be reviewed by HR and next level manager prior to delivery All evaluations should be reviewed by the next level manager before delivery

13. 13 Caution in Writing Annual Performance Reviews Halos and Horns: too much focus on one aspect of performance (either good or bad) Hero or Villain: rating everyone above average to avoid conflict or rating everyone low because no one can meet your high standards Lack of Evidence: rate the entire year, not isolated events, and provide clear examples to support ratings above or below a “Meeting Expectations/Successful” Hollow Criticism: sandwiching negative comments between positive ones without constructive advice on how to improve

14. 14 Caution in Writing Annual Performance Reviews Gut Feeling: making subjective comments without any supporting evidence or trends – seek data and multiple opinions Length of Service Trap: research suggests that longer-tenured employees actually perform worse than eager new ones, but we often rate on ‘dedication’ Legal Issues: avoid rating lower for protected absences or complaints, and do not include discussion of those issues in the commentary –See HR for Coaching

15. 15 Holding Successful Evaluation Meetings Schedule in advance, meet in private, and be on time Set a positive tone, build rapport with a friendly welcome Allow ample time for the discussion Outline the agenda for the meeting Use active listening, hear what the employee has to say or what their questions are During a difficult message, stick to “Just the Facts: –Follow the order of the evaluation document –Don’t get emotional –Allow direct reports to make a case, and if they have ample evidence, consider adjusting the review If the staff member is highly agitated, stop the meeting and resume the next day

16. 16 Keys to Delivering the Message Don’t blame others for the message and don’t deliver it unless you have bought into it. –“I only rated you this way because my manager told me to.” Treat the employee with respect and professionalism. No Surprises! –Major performance concerns should have been addressed prior to delivery of the annual evaluation. Come prepared with Examples Engage in Active Listening

17. 17 Probationary Period Evaluations Newly hired staff are subject to a 90 day probationary period. Positions in Physical Plant and Public Safety may have a longer probationary period. Managers should review job description and set expectations upon start date. If concerns arise, Managers should engage with the employee to provide notice of concern and opportunity for improvement. (Document it!) A performance review should be completed at the end of the probationary period to assess progress. A copy of the review should be sent to HR for the employee’s personnel file. Consult with HR if there is a concern that the employee will not pass the probationary period.

18. 18 HR is Here For You! Being a manager is a challenging role, but it is critical to make time for providing recognition and discussing concerns. HR is here as a partner to advise and assist you, so please reach out to us! –Meeting to discuss issues and plan of action –Creating or editing specialized content for evaluations or other written performance documents –Coaching on how to deliver the appropriate message –Sitting in on your meetings with employees as needed to ensure smooth communication between parties –Providing exempt/non-exempt testing for positions –Preparing compensation analysis Stacey Watanabe, watanabe@up.edu, www.up.edu/hr/formswatanabe@up.edu