4 Performance Management Process USNH Talent ManagementPerformance management is one component of the overall USNH Talent Management philosophy.Performance Management Process
5 USNH Performance Management Process Performance Review and Goal Setting (1)Bi-annual Check In (2)Self Assessment (3)Performance Review(4)Compensation Changes (5)Development Planning (6)Coaching, Feedback,RecognitionBudget Process
6 USNH Performance Management Needs Satisfy Total Rewards Objectives (February 2012 report)Develop a ‘performance–based culture’Implement rewards consistent with mission, vision and valuesEmployees and managers have shared responsibility to achieve goalsEstablish a formal process for monitoring employee progress, providing constructive feedback, and evaluating performanceAlign employee performance and goals with USNH strategic goals and objectives and campus goalsProvide appropriate and effective employee development
7 = Building a culture of performance USNH Performance Management ProcessA comprehensive process maximizing engagement, development, and performance of all staff by:Proactively focusing on employee development, talent and succession managementAligning employee work to department goals and objectives (“line of sight”), defining and communicating performance expectations regularlyLinking performance to compensation, development, recognition, and rewardsFocus on ensuring flexibility, efficiency, transparency and customer service= Building a culture of performance
8 USNH Guiding Principles of Performance Management
9 USNH Guiding Principles of Performance Management 1Performance management is an ongoing process of setting expectations, executing plans and evaluating results.2Expectations should be explicit and mutually understood.3Engagement is increased when people are involved in planning the work.4How work gets accomplished is as important as what gets accomplished.5Regular, honest feedback increases understanding and positive performance.
10 Performance Management - Roles ManagersPlan and manage staff performanceCommunicate division and department goals to staff. Guide staff expectations to align with broader organizational goalsFoster a work environment that encourages active staff participationProvide regular, clear, constructive feedbackMonitor performance throughout the year to support the formal evaluationDevote the time and effort needed to plan and evaluate performance, and support staffHelp guide and coach staff in their professional developmentEmployeesUnderstand how their performance expectations align with division and department goals, and participate actively in setting expectationsBe open to feedback and take it to heart to improve performance and/or remain on trackMonitor their own performance compared to expectations. Seek advice and guidance as needed from their supervisorComplete a Self Assessment and participate actively in the performance evaluationBe open and honest about professional growth and development plans and interests
11 Performance Management - Feedback Feedback is an essential component of a performance cultureMost beneficial if on-goingIntended to support staff performance and developmentApplies to both positive and constructive situationsOn-going feedback ensures no surprisesFramework assists in preparing to deliver feedback effectively
12 Goal Setting USNH Performance Management Process Drives ongoing need to support campuses and ensure highest levels of customer service, efficiencies, “value added”;Provides clarity and structure on individual, team and department priorities and effectiveness;Fosters ongoing communication between manager and employee;Encourages performance improvements and strategies, andFollows S.M.A.R.T. method
13 Goal Setting USNH Performance Management Process Specific: Goal objectives should address the five “Ws:” who, what, when, where, and why. Make sure the goal specifies what needs to be done with a timeframe for completion. Use action verbs such as create, design, develop, implement, produce, etc.Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes — not activities.
14 Goal Setting USNH Performance Management Process Achievable: Goal objectives should be within the staff member’scontrol and influence; a goal may be a stretch but still feasible. Is thegoal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal.Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member’s key accountabilities or link with departmental goals that align with the institutional agenda. Time-bound: Goal objectives should identify a definite target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporate specific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects).
15 Goal:Develop a guide for supervisors Is this a SMART goal?No!
16 Making the goal SMARTGOAL: Develop a performance management guide for System Office supervisors beginning in January and finishing by the end of June, 2014Specific? Performance management guide for System supervisorsMeasurable? A document will be createdAchievable? Six months to finish itTime-bound? January -June 2014
17 USNH Performance Management Process Performance ReviewKey elements of performance review:Engaged and planned conversationPart I - Job success factorskey responsibilitiesCore competenciesPart II - Evaluation period goalsOverall rating (Based on Parts I & II)SignaturesPart III Next Evaluation PeriodGoals for upcoming CYDevelopment plans
18 USNH Performance Management Process Performance ReviewConsistently ExceedsFrequently ExceedsFully MeetsCore Standard for USNH staff; represents a competent, successful and engaged contributor to USNHPartially MeetsDoes Not Meet
19 USNH Performance Management Process - Ratings Consistently ExceedsAn employee whose work is characterized by:• sustaining exemplary performance throughout the rating period;• providing excellent service in support of the mission of the organization;• consistently exceeding and sometimes far exceeding the criteria of the job responsibilities;• consistently demonstrating initiative for the benefit of the College and Department;• demonstrating full mastery of knowledge, skills and abilities, required work, and basic competencies.Frequently Exceeds• consistently high level of accomplishment;• often exceeding performance expectations;• providing significant service in support of the mission of the organization;• independently demonstrating highly proficient knowledge, skills, and abilities, required work and behavioral competencies.Fully MeetsAn employee whose work is characterized by;• achieving results at a level that generally meet and may at times exceed performance targets;• providing commendable support to the contributions of the organization;• demonstrating fully proficient knowledge, skills and abilities, required work, and behavioral competencies; with only a few areas in need of some improvement.Partially MeetsAn employee whose work:• requires substantive improvement to fully meet the performance targets;• provides basic support to the mission of the organization;• is at the beginner or developmental stage of demonstrable knowledge, skills and abilities;• exhibits inadequate behavioral competencies;• requires guidance and training to improve performance.Does not Meet(May conduct an interim performance evaluation and improvement plan )• fails to meet the criteria of the job function;• falls short of performance targets;• provides inadequate support to the mission, vision or strategic objectives;• performs below the beginner or developmental stage of demonstrable knowledge, skills and abilities; required work and behavioral competencies.
20 Performance Management Timeline (CY Basis) Switch made to calendar year for performance managementFormally begins in CY 20142013 considered a hybrid yearAllows for cascading of goals and goal setting (Fall): USNH, Campus, Department, EmployeeAllows for review to be completed following financial results (R+30)Allows for selection of system and implementation of functionality to support on-line reviews
21 USNH Performance Management – HR ‘s Next Steps Complete the build-out of USNH System HR Office website for performance management materialsProvide training to supervisorsProvide training to staffDevelop related sessions for supervisors, such as:CoachingDifficult conversationsGoal setting