1. Performance Management Workday Module
September, 2018

2. Agenda Performance Management Strategy Process Overview Goal Setting
Timeline
Workday Tips
Appendices
Workday Navigation
Review Process
University Competency Model

3. Strategy: Driving Peak Performance
Philosophy: The University of Chicago is committed to fostering employee engagement, developing high performing talent, and building institutional capacity.
Program Objectives
Enable strategic talent delivery and optimization of talent investment.
Foster an environment where employees are highly motivated and committed to achieve University mission driven strategies.
Effectively manage performance by acting with purpose to enhance competence, confidence and capability.
Create a feedback rich environment, which promotes a balance of confidence (i.e., recognize achievement) and opportunity recognition (i.e., facilitate crucial conversations).
Promote high levels of performance by defining roles and expectations, establishing achievable benchmarks, and communicating performance attributes (i.e., competency model)

4. Goal Setting & Development Planning
Process Overview
Goal Setting & Development Planning
Mid-Year Calibration
Year End Review
Performance Management is an ongoing process involving feedback, coaching and recognition.
Effectively manage performance by acting with purpose to enhance competence, confidence and capability.
Three key phases throughout the year help maintain a focus on building talent and driving results through employee contributions.

5. Goal Setting & Development Planning
Purpose: Clarify and align goals for the year
Set clear and measurable goals; define expectations
Discuss University wide competencies; identify development opportunities and interests in both the short (current role) and longer term (career goals)
Best practice to establish 3-5 goals per year; provides focus and clarity
Goal Setting & Development Planning
Mid-Year Calibration
Year End Review

6. Quantifiable Job Responsibility
Goal Setting: Types of Goals
Four general types of employee goals
Quantifiable Job Responsibility
Stretch Opportunity
New Initiative
Team Based
Review job responsibilities and create measureable components
Showcase growth in current role while gaining imperative skillsets
Introduce a new program, project or process
Contribution to a team project or process

7. Goal Setting: SMART Goals
To ensure goals are focused on results and that outcomes can be achieved, The University of Chicago leverages the S.M.A.R.T. model for goal setting.
Acronym
Definition
Answers Question
S: Specific
Detailed, clear and concise
Who and what?
M: Measurable
Focus on the end result or outcome of an activity rather than effort
How?
A: Attainable
Challenging, yet within reach, to motivate performance
Reasonable?
R: Relevant
Be appropriate for the role and employee
Aligned with and support achievement of the unit initiatives and priorities
Expected result?
T: Time Bound
Include key milestones and deadlines
When?

8. Goal Setting: Alignment & Prioritization
People Managers and employees work together to ensure two critical factors:
Alignment or line of sight, explains how employee’s role fits into the broader picture
Prioritization, allows more impactful goals to be more heavily weighted; less important goals receive a lighter weighting, total equals 100%
UChicago Mission
Deans & Officers
Divisions & Units
Functional Areas &
Departments
Employee
Alignment
Assess Importance
Level
Assign Higher
Weighting to Larger
Scale Goals
Prioritiza-tion
Total Weighting = 100%

9. Continue the Conversation
Goal Setting: Best Practice
Leaders identify areas of focus
People Manager cascades broader objectives to team members
Employee drafts initial 3-5 goals
People Manager and employee calibrate and finalize goals together during 1:1 sessions
Discuss how employee goals align with broader team objectives
Assess importance or weighting of the 3-5 goals
Employee submits goals in Workday
People Manager reviews and approves goals in Workday
Employee goals and weightings may be adjusted throughout the year, as appropriate
Cascade
Calibrate
Continue the Conversation

10. Timeline Phase 1: Goal Setting & Development Planning*
September 1: Submit Organizational Goals to Workday Solutions
September 15: Employees Enter FY18-19 Goals & Competencies
October 30: People Managers Approve FY18-19 Goals & Competencies
Phase 1: Goal Setting & Development Planning*
December 3 – December 14: Employees Complete Self Assessment
December 17 – January 18: People Managers Complete Employee Mid-Year Reviews (note holidays & vacations)
Prior to January 25: People Managers Communicate Mid-Year Reviews to Employees
Phase 2: Mid-Year Calibration (six weeks)
April 15 – April 26: Employees Complete Self Assessment
April 29 – May 24: People Managers Complete Employee Year-End Reviews
Prior to May 31: People Managers Communicate Year-End Reviews to Employees (Note, Performance Ratings feed into Annual Compensation Process Worksheets)
Phase 3: Year End Review (six weeks)
*Note, Phase 1 timeline adjusted from June-July to September-October due to Time & Attendance launch on July 1, 2018.

11. Workday Tips Goal weightings sum to 100%
People Manager defined by supervisory organization
Job Summary will auto-populate with job architecture; in the interim, People Manager can copy and paste text directly from employee’s job description
If performance management occurs outside Workday, HR Partners are encouraged to upload into Workday (via Employee Worker Documents)
Newly hired employees can enter goals & competencies during Mid-Year Calibration or Year-End Review
Mid-Year Calibration & Year-End Review include a to-do step to have the employee conversation
Review viewable by employee once ‘done’ is clicked
Recommend print PDF, have discussion, then click ‘done’
Overall performance rating is automatically calculated, example below
Goal
Performance Rating
Performance Rating Value
Goal Weight
Goal Rating (Performance Rating Value x Goal Weight) 1
Meets Expectations 3
60%
1.8 (3 x .6) 2
Exceeds Expectations 5
40%
2.0 (5 x .4)
Total
Above Expectations
100%
3.8

12. Appendices Navigational Overview University Competency Model
Preview: Mid-Year Calibration and Year-End Review Processes

13. Navigational Overview: Employee
Performance Worklet on Home Page
View completed performance reviews
View, add, edit, and delete goals

14. Navigational Overview: People Manager
Team Performance Worklet on Home Page
View performance reports
View completed performance reviews
View, add, edit, and delete goals

15. Goals, Competencies & Weighting
Functional leader to provide team goals to Workday Solutions Team
To ensure employee goals are aligned with team goals; employee:
Authors 3-5 Goals and includes a brief Description
Selects appropriate team goal from Supports drop down menu
Has option to add Milestones to goals, which may strengthen project management and provide greater transparency as to progress
Assign Weighting to signify level of importance or priority
Fictitious example provided in the below table
Goal
Architect and implement Workday Recruitment
Description
Manage project and engage stakeholders to ensure design meets talent acquisition needs of UChicago
Supports
Introduce new Workday modules at UChicago
Milestones
Define requirements, Q1
Complete design, Q2
Test and update, Q3
Launch to campus, Q4
Weighting
75% (to reflect top priority among goals)

16. Goals, Competencies & Weighting
Employee selects 1-2 Competencies from University Competency Model
Due to system limitations, competencies are captured as goals
Fictitious example provided in the below table; important for employees to translate University Competencies to his or her specific role
People Managers can view, add, edit, and delete goals for their direct reports
Additionally, People Managers can view goals for all employees in his or her supervisory hierarchy (i.e., direct reports of direct reports)
Goal
Effectively Manage Performance
Description
Act with purpose to enhance competence, confidence and capability
Takes consistent action to develop new skills
Learn new Workday Recruitment business processes
Finds ways to apply strengths to new issues
Leverage Workday reporting business process expertise to identify metrics and reporting options for recruitment
Seeks assignments that stretch beyond comfort zone
Volunteer to participate in Annual Recruitment Practices Audit

17. Goals, Competencies & Weighting: Navigational Details
Enter goal or competency, along with a description and expected outcome
Tie individual goal to organizational goal
Prioritize goals by adding a weight; total of all goals must equal 100%
Record milestones to track progress towards goal or competency

18. University Competency Model
The University of Chicago competencies are focused upon:
Value Creation (Strategic Leadership)
Execution Excellence (Operations)
Talent Investment (People)

19. Preview: Mid-Year and Year-End Review Process
Employee Review
Manager Review
Manager To Do: Meet with Employee (to Discuss Performance)
Employee Acknowledgment
The review process will consist of the following steps:
Employee reviews include the following:
Goal Review
In addition, People Manager reviews include:
Job Profile Summary
Overall Rating
Supporting documentation is available during Year-End Review Process