1. 2015/16 Staff Performance Appraisals Webinar for ANR Supervisors Spring 2016

2. Performance Appraisal Process 2015-2016 2 Background: Merit-based Pay Program The Goal: Consistent Ratings Supervisor’s Role in Performance Management Changes to 2015/2016 Staff Performance Appraisals ANR Performance Standards and Calibration Revised Appraisal Form Timeline Tools and Training Resources

3. Background: Merit-based Pay Program President Napolitano announced a merit-based pay program last year, with any salary increases based on the individual’s performance and contribution. The implementation of this salary program is another step toward consistent delivery of UC pay programs that reward individuals for their performance and contribution. 3

4. Background: Merit-based Pay Program The underlying assumption in merit-based salary programs is that all performance evaluators (supervisors and managers) have the same understanding of the rating system and use it in a consistent way With proper distribution of performance ratings, managers can appropriately differentiate and appropriately recognize performance Why is it important to differentiate levels of performance? – Recognizes those who perform at a significant level above expectations – Impacts others on the team if poor performance is not addressed – Ensures that we are continually improving as an organization 4

5. Results of 2014/2015 Performance Appraisals OVERALL RATING # of ANR (Non-Represented) Staff Employees Percentage Consistently Exceeds Expectations 20747.0% Meets Expectations 22150.2% Partially Meets Expectations 10 2.7% Does Not Meet Expectations 2 Total: 440 5

6. The Goal The overarching goal of the program is to have consistent ratings across ANR 6

7. Supervisor’s Role in Performance Management

8. Clearly communicate performance expectations Fairly and consistently assess performance – Give honest, frequent, specific feedback – Document performance achievements and gaps clearly Recognize, praise, and reward Provide support and resources Coach and model UC Learning Center: Performance Management Overview 8

9. Setting Goals and Expectations Goals and expectations are the foundation for managing performance; they link an individual’s performance to organizational priorities Goals should be specific, measurable, achievable, realistic, and time-bound (SMART) Can be adjusted throughout the year, if appropriate, to maintain alignment when there are changes UC Learning Center: Setting Expectations and Individual Performance Goals 9

10. Giving Feedback Suggestions for giving (and receiving) feedback: Focus on behaviors, not the individual Clearly state what is being done, and not being done correctly, and have a balanced approach Ask for questions and take time to listen Follow up with coaching regularly throughout the year UC Learning Center: Giving and Receiving Feedback 10

11. Manager’s Role Set expectations Give employees the insight needed to achieve key outcomes Hold employees accountable Enable meaningful performance conversations Support employees’ development plans Connect performance management with pay for performance Employee’s Role Understand what performance management and pay for performance means Participate actively in the ongoing process Discuss performance expectations Own their performance Ask for performance feedback Human Resources Act as an objective 3 rd party Support managers and employees in understanding performance management and differentiated pay for relative performance Provide tools, training, and coaching. 11

12. Coach and Model Leading your staff through organizational change is a key role for a supervisor Take time to understand what’s changing and why Use available resources Communicate early and often with your team 12

13. Changes to 2015/2016 Staff Performance Appraisal Process

14. Performance ratings changing from a 4-point scale to a 5-point scale New top-level rating for “Exceptional Performance” Division-wide standards for performance ratings ANR-wide calibration process to review appraisals and overall ratings for consistency 14

15. ANR Performance Standards Common descriptions for each job element in the Performance Appraisal Form To be used as the basis for performance discussions and ratings 15

16. 16 OVERALL RATINGDESCRIPTION Exceptional Performance TRANSFORMATIVE work, or overcame significant obstacles in achievement of goals. The individual is a role model for others in the organization. Exceeds Expectations The work EXCEEDS the quality, quantity and timing for performance goals established by the employee and the supervisor. Meets Expectations Strong work that is MERITORIOUS. The work product MEETS quality, quantity and timing of performance goals established by the employee and supervisor. Partially Meets Expectations The work product PARTIALLY MEETS the quality, quantity and/or timing of performance goals established by the employee and supervisor. Does Not Meet Expectations UNSATISFACTORY work. The work product DOES NOT MEET the quality, quantity and/or timing of performance goals established by the employee and supervisor. 16

17. ANR Performance Standards 17

18. Exceptional Performance In current role during the entire review period 18

19. Revised Performance Appraisal Form 19

20. Calibration to Promote Consistency Second-level supervisors are expected to actively engage to promote consistent ratings based on ANR Performance Standards By June 30, HR to collect and review appraisals for employees with a PROPOSED OVERALL RATING of “Exceptional”, “Does Not Meet” or “Partially Meets Expectations” – HR may ask supervisors for clarification and may direct that performance ratings change to be consistent with division-wide standards HR will inform supervisors about the outcome of the calibration review prior to supervisors meeting with individual employees 20

21. Timing of the 2016 Performance Appraisal Process 21 Early May Supervisor discusses the annual appraisal process and ANR Performance Standards with team. Employee prepares a Summary of Accomplishments. May – June Supervisor drafts a Performance Appraisal, including proposed overall rating, and REVIEWS WITH THE SECOND ‑ LEVEL SUPERVISOR. By June 30 Preliminary ratings due to HR. The second-level supervisor must sign-off on the proposed overall rating before submitting to HR. For those employees with a rating of “Exceptional”, “Does Not Meet” or “Partially Meets Expectations”, provide a copy of the draft appraisal to HR for calibration review. (HR will provide more detailed instructions for collecting preliminary ratings.) July 1 – July 29 Calibration review. Supervisors should not meet with the employee to discuss the overall appraisal until after the calibration review is complete. HR to communicate review results to supervisors by July 29. Aug 1 – Aug 31 Supervisor meets with employee to discuss and finalize performance appraisal. By August 31 Final written performance appraisals are due to Human Resources.

22. Tools and Training Resources 22

23. http://ucanr.edu/sites/ANRSPU/Supervisor_Resources/Performance_Management/ 23

24. UC Performance Management Series Available at the UC Learning Center 1.Performance Management Overview (25 min) 2.Setting Expectations & Individual Performance Goals (60 min) 3.Giving and Receiving Feedback (45 min) 4.Engaging and Developing Employees (30 min) 5.Conducting Performance Appraisals (30 min) 6.Motivating, Recognizing, and Rewarding Employees (30 min) 7.Coaching for Performance and Development (30 min) 8.Managing Corrective Action (35 min) Developed by system-wide UC Human Resources 24

25. Search for “UC Performance Management” http://sdps.ucdavis.edu/uclearning_center/ 25

26. Additional Resources: CEB Corporate Executive Board (CEB) website – Great resource for managers and supervisors; available to all UC employees – E-learning modules, best practices, discussion forums – Topics: Performance management, project management, organizational effectiveness Example: E-Learning: Dealing with Negative Reactions to Performance Feedback Use your UC email address to access at https://www.cebglobal.com/member/corporate-leadership- council/home.html 26

27. 27

28. http://P4P.ucdavis.edu 28

29. Key Points UC is moving to a merit-based pay program to reward individuals for their performance and contribution In this transition year, our goal is consistent ratings based on ANR Performance Standards MEETS EXPECTATIONS: Strong work that is MERITORIOUS PROPOSED ratings will be collected and reviewed by HR June 30 is a key deadline. Second-level Supervisors have a key role. Training and tools are available. 29

30. Questions? Mary Roberts at maroberts@ucanr.edu maroberts@ucanr.edu John Fox at jsafox@ucanr.edujsafox@ucanr.edu 30