1. PERFORMANCE MANAGEMENT LEADValuing Individual Performance (VIP) 1

2. Learning Objectives 2  Understand the purpose and objectives of the state’s performance management system.  Know how to write SMART Goals.  Know the timeline and stages of the performance management system.  Be able to give performance feedback using the STAR method.

3. Purpose 3  Valuing Individual Performance (VIP), the statewide performance management system is designed to enable employees to develop and enhance individual performance, while contributing to the achievement of organizational mission, goals, and business objectives.

4. VIP Objectives 4  Facilitate effective communication  Clarify performance expectations  Connect individual work to UNCC mission  Ensure employees provide input and receive performance feedback continually  Identify and implement opportunities for employee development and discussion of career objectives  Provide policy consistency

5. Timeline: March 1 – February 28 5 Performance Review Preparation Employee Performing WorkPlanPreparationWorkPlanPreparation Mar AprMayJunJulAugSepOctNovDecJanFeb Interim Review Ongoing Feedback Within first 30 days in the job

6. 3 Stages of the VIP Process 6 Plan 3-5 SMART Goals to consistently meet and occasionally exceed the defined job expectations and measurements Feedback Balanced 2-way Dynamic Evaluate Quantitative Qualitative Documented

7. Stage 1 Work Plan 7

8. Work Plan Components in NinerTalent 8

9. Plan: SMART Goals in 3 Areas 9 1. Performance 2. Behaviors 3. Career Development

10. Progress Notes 10  Enable you and employees to keep track of ongoing feedback.

11. History 11  Enables you and employees to see who has done what, and when.

12. 3-5 SMART Goals  S pecific action and expectation  M easurable result  A greed-Upon  R elevancy to the organization  Time-bound for completion S S M M A A R R T T

13. Preparation for SMART Goal Setting  Who  What  When  Where  Why  How Employee and Manager Action must be done? Frequency of measure Due/Demonstrated Niner Talent Does it matters to UNCC? Well must it be done? 13 S S M M A A R R T T S S

14. Why Relevance Matters 14 Employees who have a sense of meaningfulness and of progress are: more engaged, perform well, and are more intrinsically motivated. Hyperlink to TED Talk with Barry Schwartz on Why We Work

15. Relevance at UNC Charlotte 15 UNCC Strategic Plan Division Goals Dept. Mission

16. UNC Charlotte Strategic Plan 16 Institutional Plan

17. Guided Practice 17 Write a SMART Goal using the following:  Administrative Support Assistant Class Spec  UNC Charlotte Institutional Plan  SMART Goal Setting Worksheet  The duty in question: Answer students questions

18. SMART Goal Example 18 Contribute to “enhancing the quality of campus life and the collegiate experience for students, and helping the university achieve 32.2% enrollment growth by 2018” daily in the following ways: Demonstrate friendliness by greeting students with a smile and eye contact as soon as they arrive. Accurately identify/recognize and provide answers to student’s questions/problems. Provide customer service by effectively communicating standard services, processes, and procedures using prescribed or established guidelines. When non-standard questions/problems arise, direct students to the appropriate source for problem resolution by seeking information or advice from higher levels. Share as much information with the student as possible to resolve their issue. [For example, make calls or look up information on the web to find the answer; write down the name and number of the person/department that can help, and give it to the student along with a campus map/directions.] Always ask, “Is there anything else I can assist you with today?” Performance will be measured by periodic observation.

19. Table Group Practice 19  Scenario: Your ASA says he wants to gain stronger program knowledge because his ultimate career ambition is to be the Dean of Students.  Using the tools below, work together as a table group to write a SMART Goal for developing his program knowledge:  ASA Class Spec  SMART Goals Setting Worksheet

20. Stage 2 Feedback 20

21. Evaluation Components in NinerTalent 21

22. Feedback Myth Buster 22

23. Balanced  S/T – situation or task  A – action taken  R – result  S/T – situation or task  A – action taken  R - result  AA – alternative action  AR – alternative result 23 PositiveOpportunity for Improvement

24. Guided Practice 24

25. Table Group Practice 25  STAR: Your ASA recently went above and beyond your expectations to track down the answer to an unusually complicated question for a student. You noticed that he followed up with the student to share the answer later that same day. And, he took the initiative to send an email to the rest of your team to share what he’d learned.  STAR-AR: Your ASA is not consistently meeting your expectations. You have observed on several occasions that he is on his smart phone when students approach him with questions.

26. Two-Way 26  Start  Stop  Continue Observable Behavior Expectations Competency Motivation Resources Systems Processes Culture

27. Dynamic 27  What happens to the Work Plan when team member(s):  Are out on FMLA,  Leave the department,  Funding is cut, or  Organizational priorities shift?

28. Stage 3 Evaluation 28

29. How Will You Document Performance? 29  Self-Assessment begins the Performance Evaluation  360° Feedback  Observation plan  NinerTalent PM Notes  Performance measurement indicators/standards  Quantitative (measurable, objective)  Qualitative (descriptive, subjective, difficult to measure)

30. What’s Next for UNCC? 30  PM Cycle may change  Rating scale will change  New Statewide goals  New University goals  Individual Goals  Interim Review required  New Employees evaluated every 90 days