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Performance Management Process
A cycle of excellence
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objectives Understand the performance management process
Performance Goals v. Development Goals VSU Core and Leadership Competencies Mid-point check-in meeting Tools: Self-assessment, Behaviorally Anchored Rating Scales (BARS), & Talent Discussions Ways to coach employees through the process
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Think of a time……. when you had a very positive coaching experience with a supervisor. What made that experience positive for you? Improve performance Clarify job responsibilities and expectations Ensure duties align with VSU objectives and strategic plan Enhance personal and professional development Improve communication between employees and managers Develop employee capabilities to fullest extent through effective feedback and coaching Identify training and development areas Provide recognition Determine salary increases Assist in disciplinary actions Enhance individual and group productivity
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Performance Appraisal v. Performance Management
One time event Ongoing Retrospective Prospective Short term Long term Correction oriented Progress steps Completing a form Planning/ goal setting Georgia Department of Administrative Services
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Performance Management
Assessing progress of those goals Providing ongoing coaching & feedback Ensuring employees meet their objectives Setting attainable goals More than just an annual performance review Continuous process of:
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Our Process Plan Review Coach Our Process Progress Notes *Competencies
* Goals *Competencies * Job Duties Plan Employee Input Work Plan Coach Mid-Point Check-in Review Annual Review Progress Notes Our Process PLAN Employee Goal setting Performance Goals Development Goals Work Plan Competencies Key Job Duties COACH Mid-Point Check-in Goal Progress Coaching REVIEW Annual Performance Review Goals that align with VSU’s goals and mission statement Self-assessments to develop those goals Professional growth opportunities Feedback is given throughout the year Promotes open communication between employees and supervisors More concise and easier to complete
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Managers are responsible for:
Communicating university and departmental goals Assessing individual employee’s performance Jointly developing performance expectations Communicating and documenting throughout the performance year Recognizing successful performance throughout the cycle Coaching for improved performance Ensuring employees have the tools and training needed to successfully carry out their duties
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Planning Our Process * Goals *Competencies * Job Duties Plan
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Planning to collaborate
Have employee complete self assessment/goals Review job duties, self assessment, employee goals, and the annual evaluation from the previous year Draft the online Work Plan Meeting with employee to collaboratively finalize Work Plan Be sure there is enough time allotted (45 min- 1 hour) Provide a place that is confidential and interruption free
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Planning: work plan includes
Performance Goals Documented by manager with input and commitment from employee Development Goals Competencies Defined by the University, Review Only Job Duties Essential duties as defined by Position Description, Review Only
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Performance v. Development goals
Tied to organization and unit goals Can be project based Can be a performance standard for a unit Can be process improvement related Development Related to attainment of new skill, knowledge or competency level Can be for career advance or in current job position University California Berkley
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Making your performance goals SMART
Specific Measureable Attainable Relevant Time-bound Example: Help Desk will reduce wait time for work order resolution.
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Goals exercise worksheet
Practice creating goals for your employee!
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Work Plan: Competencies
CORE All Employees LEADERSHIP Monthly Paid Accountability Inclusivity Agility Innovation Collaboration Results-Driven Communication Strategy Integrity Talent Management Productivity Service Excellence
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Performance Level: rating scales
Definition Unsuccessful Performance falls short of the minimum criteria and standards of this competency. Immediate and substantial improvement is necessary to address this area. Emerging Performance in this area is inconsistent and needs alignment and/ or development. Performance feedback and efforts to reinforce competency may provide the tools to achieve success. Successful Incumbent meets the expected standards. Performance is steady, reliable, consistent, and maintained with a minimum amount of supervision. Distinguished Performance clearly and consistently exceeds the expectation levels of this performance area. Exemplary Demonstrates unusual proficiency in obtaining results with this competency and is recognized as a leader or mentor.
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Behaviorally Anchored Rating Scales
A guide for managers and employees: provides behavioral examples of performance levels for each competency uses the University’s 5-point performance rating scale communicates key performance factors and expectations shows distinctions in effectiveness levels to help supervisors explain why an employee was evaluated in a particular way It is not meant to be all inclusive or a checklist.
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Behaviorally-Anchored?
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Work Plan: Job Duties Pulled from position description in PeopleAdmin
Specific to each employee May need to change based on changing job responsibilities Positions tend to change over time due to fluctuations in budgets, people, talent, etc. Up to date PD ensures employee clearly understands all job responsibilities and expectations You will have time to update this information Contact HR More info in January PeopleAdmin specific training
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Let’s Take a Break Boss vs. coach Clip
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Mid Point Review Feedback Session
Coaching Our Process * Goals *Competencies * Job Duties Coach Mid Point Review Feedback Session
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Coaching Tips: Boss v. Coach
Reacting Goal setting and Planning Delegating tasks Assigning responsibility Controlling Affirming and supporting Conducting an annual performance review Observing and providing feedback on a regular basis Communicating infrequently, often failing to use clarify questions Communicating clearly and frequently, and asking the right questions Society for Human Resource Management
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Coaching: Progress notes
A progress tracking feature in PeopleAdmin Private Available for both manager and employee Allows you to build your annual review throughout the year Available at any time
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Coaching: Progress notes
Ineffective Notes Effective Notes “Provides good service excellence” “Developed new protocol for student assistants answering questions – resulted in praise from VP” “Is an effective planner” “Managed EM project from start to finish – on budget and on time” “Works well under pressure” “Executed large-scale reorganization and lead change initiative for the department.” Colleagues praised effort and shared that it was well organized and thought out.” “Provided solid analysis” “Analyzed pre and post data to understand training program effectiveness and made changes that resulted in a 10% decrease in errors on the job.” Society for Human Resource Management
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Coaching: Midpoint Review
6 month check-in regarding their progress Updates on the success of performance and development goals May revise performance goals Opportunity for the employee to update the development goals Review progress notes with employee Similar to the Annual Review without ratings
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Tips for Effective Feedback
Provide immediate positive and developmental feedback in a private location. Ask for the employee’s view about what could have been done differently. Be specific about what behaviors were effective or ineffective. Focus on what the person did or did not do, not personal characteristics. Collaboratively plan steps to improve performance. UCR Performance Management
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Midpoint Scenario
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Review Our Process * Goals * Competencies * Job Duties Review
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Annual review Shows the progress that has been made over the year
Progress notes, data, examples of performance Extension of the mid-point review Provides employee with overall rating of performance during the current cycle Now uses Behaviorally Anchored Rating Scales (BARS)
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Data review to help reduce bias
Recency Effect Halo Effect Similar-to-me Effect Central Tendency Positive or Negative Leniency Contrast Effect Handout Halogen Talent Management
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Annual review Scenario
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Our Process Plan Review Coach Our Process Progress Notes *Competencies
* Goals *Competencies * Job Duties Plan Employee Input Work Plan Coach Mid-Point Check-in Review Annual Review Progress Notes Our Process PLAN Employee Goal setting Performance Goals Development Goals Work Plan Competencies Key Job Duties COACH Mid-Point Check-in Goal Progress Coaching REVIEW Annual Performance Review
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What happens next?
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