No matter how large an organization is all performance begins with the individual
Individual performance impacts teams ,divisions, business units, and the organization
Success is achieved through people
“ If people know what they are suppose to do, get feedback on how they are or are not doing it, and get rewarded for doing they are supposed to be doing, companies will be more likely to get the results they desire.”
A desire to change the current process from a compliance-based performance dialogue focus to a holistic development-oriented process which will enable strategic changes as we re-imagine Cornell
Ensure a consistent focus on employee development across units and the organization, aligning performance conversations with strategic goals
How is an effective Performance Management System achieved? Training Train supervisors and employees Planning Establish unit strategy & goals Align goals of employee & unit Determine performance level criteria Assessment Annual PD On-going feedback Talent Discussion Recognition Correlate SIP and performance Correlate promotions and bonuses Utilize low-cost, no-cost ideas Career Development Create Individual Development Plan (IDP) Utilize rotations and on-campus and off-campus training University Mission Unit Values and Goals Department Goals Individual Goals
Talent review began 5 years ago for CIT’s Directors to talk about WHY they were provisionally considering specific performance level ratings for individuals.
Directors listened and thought about whether the REASONS being used in each case were similar to the reasons they were using,
Performance level ratings are assessed and calibrated to ensure consistency of application across the department. The result is a set of rating criteria that defines behaviors associated with each performance level (1 through 5)
Senior leaders need to agree on rating scales and definitions so that everyone has a common understanding of “what success looks like for their organization”
Consistency in ratings means that the narrative and ratings should match as well as the final overall rating should be supported in the early ratings. Inconsistencies can create problems both with employee perception and potentially legally.
Very important to use the same rating standards for people with the same level of responsibility for the same reasons as stated above.
Myth 1: Due to funding limitations, we can only allocate a certain number of 4’s & 5’s
Truth: CIT funding is not related to the number of 4’s and 5’s given out. We believe people should get the rating that represents their performance for the given review period. We do not have arbitrary caps on ratings.
Myth 2: Performance ratings are determined during the talent review meeting – even before the evaluation is written
Truth: The talent review does NOT set final ratings. The review process is incomplete at the time of the talent review meeting. Also, the conversation at the talent review is not as well-informed of specifics as is the direct supervisor and Director. The point is not about the rating of the individual but the development of a common set of criteria that divisions will use.
Employee completes self-evaluation (can complete performance evaluation form OR use form as a guide for narrative self-evaluation)
Document can be shared with the supervisor before or at the scheduled discussion
It’s another piece of information for the final review to help identify everything the employee has accomplished throughout the review period
Helps understand where potential misperceptions may exist – where more information may need to be gathered
A mechanism for an employee to self-monitor progress
Self-Evaluation Cont’d Needs Work Good Work Great Work I often arrive to work and meetings late or leave early. I avoid extra work, and when working in a team, I allow my coworkers to do most of the work. I am often found making personal calls and chatting at length with others about un-related work topics. I display a lack of enthusiasm in my work. I appear overwhelmed by the demands of my high-paced environment. I stay on-task in spite of distractions and interruptions. I don’t wait to be told to take action, and often look for an opportunity to help move a project along. I display an obvious sense of urgency. I carry out commitments displaying a high energy level. I accept personal responsibility for quality and timeliness of my work without making excuses or blaming others. I display enthusiasm for each new project. I take pride in my work and am often asked to assume leadership positions. If I am unsure about something, or uncover an unexpected problem, I take immediate action to remedy the situation and to bring it to the attention of others in order to avoid the problem in the future.
Good performance documentation. Written notes, regularly updated, can also serve as a source of specific information for coaching and counseling and as required documentation for progressive discipline cases.
Clear definition of employee objectives and performance expectations. If both the manager and the employee have a clear understanding of what is expected on the job, the entire performance evaluation process becomes much more effective.
Bob has a positive attitude. Others really enjoy working with him. He always accepts new assignments –even things that are not included on his job description. He is a real pleasure to have on my team.
Bob always demonstrates a positive attitude – which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project – which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.
Objective: Coordinate the technical aspects of the Stargazer project and ensure the project is complete by February 1, within the $600,000 budget, and that the resulting system meets customer specifications.
Performance Expectation: “Fully Achieves Expectations” performance will consist of 1) completion by deadline, 2) costs at budget, 3)systems performance meets customer requirements, and 4) customer signs off that they understand user procedures and are able to operate the system
Objective: Within the next six months, the employee will define customer requirements for the Stargazer system, develop a proposed system solution to meet requirements and obtain customer approval for mock-up, including input and output formats, computational processes, and quality assurance procedures.
Performance Expectation: Customer evaluation of project produces ratings of “Frequently Exceeds Expectations” or higher on 1) responsiveness of customer needs, 2) timeliness, 3) quality of work, 4) efficiency/cost control, 5)technical performance of system.
Supervisor documents outcome of employee’s efforts to achieve stated goals. This includes:
Description of extraneous factors or unanticipated events that complicated or inhibited the employee’s ability to achieve the desired result(s)
Reasons for any revisions that were made to the original goals and performance expectations as well as what adjustments were made
Discussion of how the employee performed – impact on peers, users, effectiveness of unit – focusing on behaviors, skills, knowledge, techniques involved and how the affected the effectiveness of the employee
List other accomplishments that were not included in the original list
Traditionally, the focus as been on areas where performance is ‘below expectations.’
In situations, where an employee has a ‘weakness’ that does or may impact their overall performance, these areas need to be discussed with the employee to ensure their success. Focus on developing strengths as well.
When the employee is fully meeting expectations, focus development on building strengths.
Work together to create more opportunities for the employee to utilize their strengths in their day-to-day work, where possible.