5/28/10 UVIC Performance Development Program

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  • 5/28/10 UVIC Performance Development Program

    1. 1. The Essentials of Management at UVIC – “How to” Conference June 01, 2005 Performance Development at UVIC Performance Planning and Review & Performance Improvement Presenters Terrie Conway, Jolie Wist, Bryan Anscombe
    2. 2. Agenda <ul><li>Introductions and Experience </li></ul><ul><li>Performance Development </li></ul><ul><li>Performance Planning and Review Process </li></ul><ul><ul><li>Our Stories </li></ul></ul><ul><ul><li>Forms Try Out </li></ul></ul><ul><li>What about Probation? </li></ul><ul><li>Performance Improvement </li></ul><ul><li>Core and Leadership Competencies </li></ul><ul><li>Learning and Development </li></ul><ul><li>Feedback and Reactions </li></ul>
    3. 3. Introductions <ul><li>Introduce yourself to the person next to you: </li></ul><ul><ul><li>Name </li></ul></ul><ul><ul><li>Where from </li></ul></ul><ul><ul><li>Experience with Performance Development (planning, review and improvement) both as a supervisor and as an employee </li></ul></ul><ul><li>Debrief </li></ul>
    4. 4. Performance Development Performance Planning and Review Performance Improvement
    5. 5. Collective Agreement Articles 10 10 9 12 12 Grievance Procedure 8.04 to 8.05 22.01 8.04 22.01 6.04 to 6.06 7.07 Employee Files 8 8 7 14.02 to 14.08 14.01 to 14.10 Discipline 22.02 22.02 6.01 to 6.03 16.14 Performance Reviews 8.01 16.07 16.12 Trial Period 13.03 13.06 5.02 8.01 16.07 16.07 Probation CUPE 4163 (3) CUPE 4163 (1&2) PEA CUPE 917 CUPE 951
    6. 6. What is Performance Development? <ul><li>A strength based approach to performance planning, review and improvement </li></ul><ul><li>Focuses on employee growth, tapping into existing strength, improving performance, and developing new skills, and knowledge. </li></ul>
    7. 8. Performance Planning and Review <ul><li>Planning Meetings </li></ul><ul><li>Key Accountabilities or Responsibilities </li></ul><ul><li>Current Year Goals </li></ul><ul><li>Learning and Development Plans </li></ul><ul><li>‘ Check in’ </li></ul><ul><li>Meetings </li></ul><ul><li>Changes to responsibilities, and plans </li></ul><ul><li>Progress toward goals and development plans </li></ul><ul><li>Final Review Meetings </li></ul><ul><li>Achievement of Goals </li></ul><ul><li>Other Accomplishments </li></ul><ul><li>Development Outcomes </li></ul><ul><li>Career Aspirations </li></ul><ul><li>Other feedback on team and department </li></ul>
    8. 9. Career Planning <ul><li>Career Plan Worksheet </li></ul><ul><li>  </li></ul><ul><li>A career and succession planning program for UVIC is under development. In the meantime this worksheet can help supervisor and employee to begin important career planning discussions. </li></ul>
    9. 10. Our Stories …our current performance plans
    10. 12. Sample Plan HR Consultant
    11. 13. <ul><li>#1 - HR Consulting, Coaching, and Facilitation </li></ul><ul><li>#2 - Change Agent </li></ul><ul><li>#3 - Labour Relations </li></ul><ul><li>#4 - Union & Employer Relationships </li></ul><ul><li>Check-In: Date: June 05 </li></ul>Ongoing Accountabilities
    12. 14. Current Year Goals <ul><li>Goal #1 – What will you accomplish </li></ul><ul><li>Establish effective customer/client relations with portfolio groups </li></ul><ul><li>Success Measures </li></ul><ul><li>Able to describe issues/needs of each assigned area within portfolio </li></ul><ul><li>Able to describe common themes that require training, coaching and procedures </li></ul><ul><li>Demonstrate regular attendance at client management meetings </li></ul><ul><li>Clients report that HR Consultant service is supportive and responsive </li></ul><ul><li>Check in – June 12, 2005 </li></ul>
    13. 15. Current Year Goals <ul><li>Goal #2 – What will you accomplish </li></ul><ul><li>Offer, schedule, and implement series of workshops “Managing Extremely Difficult Behavior” with David Stewart to run in March or April 2005. Invite HR Consultants, Union Stewards and UVIC Leaders </li></ul><ul><li>Success Measures </li></ul><ul><li>Implemented on schedule </li></ul><ul><li>Positive Feedback from participants </li></ul><ul><li>Reduction in time spent coaching leaders in managing this behavior </li></ul><ul><li>Reduction in calls on conflict </li></ul><ul><li>Managers state they are more confident in dealing with difficult behavior </li></ul><ul><li>Check in Date – March 01, July </li></ul>
    14. 16. Learning & Development Plan   <ul><li>Improve coaching skills by attending Executive or Leadership Coaching Certification Program – via Leadership Institute of Seattle or Justice Institute – to be completed by December 2005 </li></ul>
    15. 17. Forms – Try out! <ul><li>Pick the form that works for you </li></ul><ul><li>Think about your own job </li></ul><ul><li>Identify one of your own ongoing accountabilities or responsibilities </li></ul><ul><li>Identify one goal that fits with your unit/department goals? And how will you measure success? </li></ul><ul><li>What is one learning and development activity that would support your goals and career aspirations </li></ul>
    16. 18. Forms – Try out! <ul><li>Pick the form that works for one of your direct reports </li></ul><ul><li>Think about their job </li></ul><ul><li>Identify one of their key accountabilities or responsibilities? </li></ul><ul><li>Identify one goal that fits with the unit/department goals? And how will you measure success? </li></ul><ul><li>What is one learning and development activity that would support this person’s goals and/or career aspirations </li></ul>
    17. 19. Forms – Try out! <ul><li>Debrief </li></ul><ul><ul><li>What worked well for you in this process? </li></ul></ul><ul><ul><li>What did you struggle with the most </li></ul></ul><ul><ul><li>Other thoughts </li></ul></ul>
    18. 20. What about probation? <ul><li>You need to be able to verify that the employee has received “ongoing guidance and advice appropriate to the employee’s position” during the probationary/trial period. </li></ul><ul><ul><li>Set clear expectations (responsibilities and performance) for the employee during the first 2 weeks on the job </li></ul></ul><ul><ul><li>Review the required core and job related competencies (under development). </li></ul></ul><ul><ul><li>Include learning and development plans for adequate orientation to the job. </li></ul></ul>
    19. 21. What about probation? <ul><li>Complete ‘Check in’ Review at 30, 60 and 80 days. </li></ul><ul><ul><li>Document and return to HR before the third month of the probationary period expires . </li></ul></ul><ul><li>Concerns? Any reason to doubt employee will be successful? </li></ul><ul><ul><li>Contact the assigned HR Consultant immediately.  </li></ul></ul><ul><li>If overall assessment is unsatisfactory </li></ul><ul><ul><li>The probationary period cannot be successfully completed nor a merit increment awarded. </li></ul></ul>
    20. 23. Performance Improvement <ul><li>“ Help… my employee is not meeting the expectations I set out in the performance planning & review process!” </li></ul>
    21. 24. Performance Improvement <ul><li>What is it? </li></ul><ul><ul><li>Constructive process of clarifying work performance to be improved </li></ul></ul><ul><li>Who Needs to be Involved? </li></ul><ul><ul><li>You </li></ul></ul><ul><ul><li>Your Supervisor </li></ul></ul><ul><ul><li>Your Human Resources Consultant </li></ul></ul><ul><ul><li>Your Employee </li></ul></ul>
    22. 25. “ Letter of Expectation” or “Advice & Guidance” Letter Components <ul><li>Current Performance Issues </li></ul><ul><li>Performance Expectations </li></ul><ul><li>Clarify Goals & Action Plans </li></ul><ul><li>Development & Changes Required </li></ul><ul><li>Support & Resources Available </li></ul><ul><li>Expected Results </li></ul><ul><li>Feedback Plan </li></ul><ul><li>Dates/Signatures </li></ul>Be Specific/ Cite Examples Include Target Dates Include Measurements Timeline for Follow-up
    23. 26. Performance Improvement <ul><li>What Now? </li></ul><ul><ul><li>Supervisor responsible for monitoring performance & providing feedback as per the plan set out in the letter </li></ul></ul><ul><ul><li>If performance improves… celebrate success </li></ul></ul><ul><ul><li>If performance does not improve… contact your HR Consultant re: next steps </li></ul></ul>
    24. 27. KNOWLEDGE SKILLS ATTRIBUTES Behaviours <ul><ul><ul><li>Competency </li></ul></ul></ul>
    25. 28. CORE <ul><li>TECHNICAL </li></ul><ul><li>functional </li></ul><ul><li>job specific </li></ul>LEADERSHIP Competency Profile
    26. 29. Recruitment & Selection Compensation Career Planning Management Development Performance Management Training and Development Competencies in HR Systems Succession Planning
    27. 30. Draft Core and Leadership Competencies <ul><li>Core </li></ul><ul><ul><li>Personal Effectiveness </li></ul></ul><ul><ul><li>Commitment to Quality </li></ul></ul><ul><ul><li>Flexibility and Change </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Building Equitable Relationships </li></ul></ul><ul><ul><li>Teamwork </li></ul></ul><ul><ul><li>Service Focus </li></ul></ul><ul><ul><li>University Community </li></ul></ul><ul><li>Leadership </li></ul><ul><ul><li>Strategic Perspective </li></ul></ul><ul><ul><li>Developing Teams </li></ul></ul><ul><ul><li>Managing Change </li></ul></ul><ul><ul><li>Coaching and Developing </li></ul></ul><ul><ul><li>Leading </li></ul></ul>
    28. 31. Learning and Development <ul><li>Coaching Others for Top Performance </li></ul><ul><ul><li>Principles and Qualities of Genuine Leadership </li></ul></ul><ul><ul><li>Providing Constructive Feedback </li></ul></ul><ul><ul><li>Developing Others </li></ul></ul><ul><ul><li>Giving Recognition </li></ul></ul><ul><li>Managing the Performance of Others </li></ul><ul><ul><li>Planning for Performance Discussions </li></ul></ul><ul><ul><li>Clarifying Performance Expectations </li></ul></ul><ul><ul><li>Correcting Performance Problems </li></ul></ul><ul><ul><li>Conducting Performance Reviews </li></ul></ul>
    29. 32. Coaching and Support <ul><li>The HR Consultants will provide coaching and support for managers and supervisors wanting to implement this with PEA, Management Excluded, and Exempt staff </li></ul><ul><li>HR will also enter into discussion with CUPE locals – hope to pilot this in some areas. </li></ul>
    30. 33. Feedback and Reactions?

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