1. Office of Human Resources1 PERFORMANCE MANAGEMENT 2008 AT HKS

2. Office of Human Resources2 Benefits of Performance Management Provides a framework in which to achieve strategic alignment between HKS’ mission and the results obtained by members of the HKS Community Enables managers to be employee champions by setting clear expectations, coaching, and helping to develop their employees Identifies training and development needs in order to help individuals grow and to sustain/improve organizational capability Establishes measurable outcomes in which to evaluate performance and gauge success

3. Office of Human Resources3 Role of the manager… “…moving away from the traditional ‘boss/subordinate’ toward a sense of partnership based upon commitment to a shared purpose, open communication, mutual respect and continuous learning.” -Blessing & White, Helping Others Succeed

4. Office of Human Resources4 Components of our Performance Management System A narrative appraisal form –Performance –Development –Goals & Objectives –Employee Comments No overall rating An employee self-appraisal form User-friendly schedule A mid-year check-in

5. Office of Human Resources5 Performance Section

6. Office of Human Resources6

7. 7 Providing Performance Feedback Use Performance Appraisal Evaluation Checklist Refer to the 2008 Performance Management Users Manual - http://www.hks.harvard.edu/HR/ - http://www.hks.harvard.edu/HR/ for specific, detailed tips May incorporate job competencies Give a year’s worth of feedback Make clear, direct statements about what you have observed in support of your feedback Focus on results (the what) and behaviors (the how), not on the person or the personal

8. Office of Human Resources8 Examples of (the how) Service Providing well-coordinated service and useful information to our clients in a friendly, timely and efficient way. Striving to be proactive in response to the needs of the HKS community. Communication Sharing our ideas openly and listening to others in a manner that encourages common understanding through frank discussion. Honoring the need for confidentiality in all of our relationships. Team Work Working together to develop creative solutions to increase organizational effectiveness. Maintaining a sense of humor and helping each other enjoy our work.

9. Office of Human Resources9 No Overall Rating Let the performance speak for itself The narrative should make clear –What employee accomplished –How the employee performed –Strengths –Areas for improvement/development

10. Office of Human Resources10 Development Section

11. Office of Human Resources11 Retaining and Motivating People Individual HKS Goals Success Mission Success Adapted from MPG Blessing & White

12. Office of Human Resources12 Personal Development Employee Ownership with Manager Support EMPLOYEE 1.Identify strengths & areas for improvement 2.Determine developmental goals 3.Prepare a development plan 4.Implement and monitor plan 5.Recognize change and celebrate success MANAGER 1.Assess your people and provide feedback 2.Provide information on your group’s purpose and priorities 3.Assist in identifying developmental activities and resources 4.Provide feedback and coaching 5.Recognize growth and challenge for further growth

13. Office of Human Resources13 Development Plans Development Opportunities Outside The Job Center for Workplace Development The Harvard Extension School The Boston Consortium Other classes, seminars, workshops, online resources

14. Office of Human Resources14 Development Plans Developmental Opportunities On The Job Staff meetings Guest speakers Special assignments Job rotation or swapping - dept Managing a project Giving a presentation Writing papers

15. Office of Human Resources15 Goals & Objectives Section

16. Office of Human Resources16 Strategic Alignment HKS Mission To train enlightened public leaders and to generate the ideas that provide the answers to our most challenging public problems. Department goals Individual goals Results

17. Office of Human Resources17 An Example of Departmental Alignment with the HKS Mission The Office of Financial Services is dedicated to supporting Harvard Kennedy School’s mission by providing efficient and effective financial and administrative services, ensuring an open exchange of information among stakeholders, and promoting the financial health and security of each department and of the school.

18. Office of Human Resources18 Setting Goals Align with HKS mission Use the S.M.A.R.T. formula Consider team and individual goals

19. Office of Human Resources19 Writing Goals The “Smart” Way –Specific –Measurable –Agreed Upon –Results Oriented –Time Bound

20. Office of Human Resources20 Examples of SMART Goals Not So Hot… Improve staffing.

21. Office of Human Resources21 Examples of SMART Goals Better… Team: Decrease the average time to fill positions at Harvard Kennedy School from 60 days to 45 days by 12/31/08. Individual: Review resumes in HIRES and screen qualified candidates in order to schedule interviews with hiring manager within 10 days from application date.

22. Office of Human Resources22 Employee Comments Section

23. Office of Human Resources23 Feedback As A Two-Way Street Employee Comments Section –An opportunity for employee to respond to review –Provide feedback to the manager –Request support, offer ideas, suggestions

24. Office of Human Resources24 Employee Progress & Plans Self Appraisal Employee should be an active participant in his/her performance management The self appraisal form addresses same areas as the performance appraisal form Not mandatory Should be completed and given to manager prior to review meeting Manager should consolidate self appraisal and Performance Appraisal after discussing any major points of disagreement

25. Office of Human Resources25 Ongoing Coaching Performance Management Cycle Setting goals & objectives Annual Performance Review Interim reviews

26. Office of Human Resources26 User-Friendly Review Schedule June - July 2008 June – August August 29 February 2009 Manager prepares review. Staff member prepares self- Appraisal (optional). Review meetings conducted. Completed forms to OHR. Interim review meetings.

27. Office of Human Resources27 Mid-Year Check-In WHAT? Formal discussion to clarify: –objectives for the year –status against objectives –employee concerns or issues –status against training and development plan –changes in organizational strategy or direction

28. Office of Human Resources28 Mid-Year Check-In WHY? –ensures “no surprises” in the annual review –keeps performance on target –provides employee opportunity to voice concerns/ask for help

29. Office of Human Resources29 Changing Goals Midstream Goals can and should be revised during the year in response to: –Change in HKS or department strategy –Reorganizations –Change in Job Goals should not be revised during the year in response to: –lagging performance

30. Office of Human Resources30 Resources http://www.hks.harvard.edu/hr/performance review forms job description template competency handbook 2008 performance management user manual list of learning & development resources performance appraisal evaluation checklist individual development plan Your HR Officer CWD workshops

31. Office of Human Resources31 Questions?