1. 2014 Performance Review Process Overview
January 6, 2015

2. What we will cover today
Performance Review Process and Timeline
Completing your Performance Review form
Objective setting process & tips
Questions

3. Performance Review Process and Timeline

4. Process Overview Employee completes self assessment -
Manager collects multi-source feedback
Manager completes review and submits to HR with rating
HR distributes rating and calibration worksheets to managers
Managers return worksheets with salary recommend-ations
Calibration process and creation of compensation statements
Managers meet with Employees to deliver completed review

5. Timeline
Who?
What?
When?
HR Team
Each employee to receive their personalized 2014 performance review form via
Friday, December 19th
Employees
Employees complete their self-assessment on the 2014 Performance Review Form and send to Manager
Monday, December 22nd - Wednesday, January 14th
Managers
Managers request and receive multi-source feedback
Managers complete their portion of the 2014 Performance Review Form, including ratings, and send to Christine Miller
Noon –
Tuesday, February 10th
HR distributes rating and salary calibration worksheets to Managers
Thursday, February 19th
Manager submits salary recommendations back to HR
Friday, February 20th
HR/Managers/LT
Calibration meetings held
Wednesday, February 25th – Wednesday, March 18th
HR/LT
Review Foundation wide ratings and compensation recommendations with Leadership Team
TBD- No later than Wednesday, March 18th
Compensation statements produced and distributed to Managers
Monday, March 23rd
Managers & Employees
Managers meet with employees to deliver finalized performance review and communicate salary increases
Tuesday, March 24th -
Tuesday, April 14th

6. Completing the Review form

7. Components of the evaluation
OBJECTIVES & ONGOING JOB RESPONSIBILITIES
THE WORK YOU DO
FOUNDATION-WIDE BEHAVIORS
HOW YOU GO ABOUT IT
STRENGTHS & DEVELOPMENT AREAS
SUPPORTS WHAT YOU DO AND HOW YOU ACHIEVE IT

8. Inputs to completing the review
Performance Review
Self-evaluation
Multi-source feedback
Manager evaluation

9. Rating definitions Far Exceeds
Results achieved, and how they are achieved far exceed job expectations in all performance areas.
The employee’s use of judgment, initiative, and creativity are consistently of the highest quality and has significant positive and lasting impact in moving the foundation forward.
The employee is seen by others as a role model and leader by embodying the foundation behaviors. 
The employee anticipates/adapts to changing job needs quickly and effortlessly, often initiating, developing and implementing changes and goals beyond the scope of the position.
Exceeds
Results achieved, and how they are achieved, exceed job expectations in most key performance areas.
The employee’s use of judgment, initiative, and creativity is consistent, and sometimes of the highest quality and has positive impact on their areas of responsibility.
The employee effectively demonstrates all of the foundation behaviors on a regular basis. The employee may be seen as role model or leader by their team or the foundation.
The employee regularly anticipates/adapts to changing job needs quickly and effortlessly.
Fully Effective
Results achieved, and how they are achieved, consistently meet job expectations in all key performance areas.
The employee uses their judgment, initiative, and creativity on a consistent basis
The employee effectively demonstrates most or all of the foundation behaviors on a regular basis.
The employee’s performance is consistent and strong. They are managing multiple priorities well and are producing results which meet the high expectations of their position.
Meets Some
Results achieved, and how they’re achieved, are satisfactory in some, but not all job expectations and require improvement in one or more areas.
The employee may not demonstrate a solid use of judgment, initiative, and creativity on a consistent basis.
The employee may not demonstrate the foundation behaviors on a consistent basis.
The employee requires management direction and/or developmental coaching to improve performance. Results and performance must be improved to meet minimum expectations for the position.
Does Not Meet
Performance is frequently inconsistent and falls below expectations for the role.
The employee does not adequately demonstrate consistent use of judgment, initiative, and creativity.
The employee does not adequately demonstrate foundation behaviors on a consistent basis.
Performance has not improved after ongoing management direction and/or developmental coaching.

10. Employee steps to complete the form
Ensure that your finalized 2014 Objectives are entered
Enter comments on Objectives and Ongoing Job Responsibilities
Enter comments on Behaviors
Enter comments on Areas of Strength and Areas for Development
Close out with overall summary of your performance for 2014
completed form to your manager by Wednesday, January 14, 2015

11. Manager steps to complete the form
Confirm that the finalized 2014 Objectives are entered
Provide a rating for each objective and for the ongoing job responsibilities
Provide comments on Objectives and Ongoing Job Responsibilities
Provide an overall rating on combined Objectives and Ongoing Job Responsibilities
Provide comments and a rating on Behaviors
Provide comments on areas of strengths and development
Provide overall total rating and summary

12. Objective Setting

13. Setting Objectives
Desired outcomes for individuals, teams or the entire organization
An objective is the statement of a specific result you intend to achieve during the performance review period
Provides direction for making decisions and prioritizing work
Criteria to which accomplishments will be measured

14. Achievable (with stretch)
Using SMART
Specific S
Who, What, Where, When, How, Why?
Measurable M
Define how you will measure progress and results
Achievable (with stretch) A
Is it ambitious enough to be a stretch but still achievable? Do you have the resources?
Relevant R
Is the objective in line with the Department and Foundation’s goals?
Time-bound T
What is the timeline for completing the objective?

15. Let’s Practice S M A R T Objective:
Specific
Measurable
Attainable
Relevant
Time-bound
Objective:
Improve the performance management process and provide training as needed. Complete the process by the start of the next annual performance cycle.
Objective:
Increase effectiveness and satisfaction with the performance management program by simplifying the process based on organizational feedback. (Relevant) The changes will include a reduction in the cycle timeline, streamlining the flow of communication, and clarity on the definitions of the ratings. (Specific) The changes will be implemented along with appropriate communication by December 15, (Time-bound) A focus group will be conducted at the conclusion of the cycle to gather feedback about the effectiveness of the new process. (Measurable)
(discuss with your manager whether this objective is Achievable with stretch effort)

16. Questions?