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  • Hase
  • Note – This presentation will be available on the website next week
  • Why do performance management
  • Goals – what & when Competencies – How Alignment - WHY
  • The plan components will be discussed in detail at the next change readiness meeting. Briefly, the process is goals and competent based. Behavioral Competencies Core competencies – required of all employees Leadership competencies – required of all managers Additional behavioral Competencies Goals Aligned with State and Agency mission, vision, goals, and strategic objectives Individual goals unique to position Goals based on job responsibilities Job responsibilities are based upon the state job description Can help a manager identify those areas that are most important to the specific employee in the specific position Can use what is required for these job responsibilities and translate them into measurable performance expectations or goals. Managers can also link job responsibilities to competencies Individual Development Plans An action plan created that identifies goals and activities that contribute employee development Cascading goals link individual performance expectations to organizational goals and objectives Individual Success is linked to Organizational Success For some jobs, a direct linkage will be clear, while for others, the linkage may not be as clear Goals are cascaded throughout the enterprise and translated to become relevant to each level of the organization State’s goals are cascaded down to the agency’s goals, then down to the specific division’s goals, to team work goals, and finally to the individual goals Cascading goals link individual performance expectations to organizational goals and objectives Individual Success is linked to Organizational Success For some jobs, a direct linkage will be clear, while for others, the linkage may not be as clear Goals are cascaded throughout the enterprise and translated to become relevant to each level of the organization State’s goals are cascaded down to the agency’s goals, then down to the specific division’s goals, to team work goals, and finally to the individual goals
  • Talk about the requirements of the system: Have to be on peoplesoft. Managers and employees need access to computers and need to go into MSS and/or ESS if they have not already done so.
  • Current Performance Management Most use some variation of PMTools HR Directors and HR Staff serve as internal SMES Computer Access and Usage Some employees do not have computer access Managers and Employees not aware they have security access to MSS and ESS Usage of MSS & ESS fairly low One-third reported that not all employees had work email addresses Change Management and Communications Most use email for entity-wide communication One-third will undergo some other form of major change in the next 12 months Over two-thirds indicated HR was responsible for communications Only 32% indicated that employees understand, to a great extent, changes that take place in their organization About one-third have trainers who will be available to assist in a trainer the trainer format Most managers have access to computers
  • Reminder that the agency readiness checklist will be sent after this call.
  • Title goes here – this sample illustrates a two-line title ...

    1. 1. Phase 2: Performance Management Kickoff Meeting
    2. 2. Overview Performance Management <ul><li>What we will cover today </li></ul><ul><ul><li>Welcome and Introductions </li></ul></ul><ul><ul><li>Philosophy & Strategy </li></ul></ul><ul><ul><li>New Plan Components </li></ul></ul><ul><ul><li>New Technology – PeopleSoft ePerformance </li></ul></ul><ul><ul><li>Change Readiness Survey Results </li></ul></ul><ul><ul><li>Roles and responsibilities </li></ul></ul><ul><ul><li>SPA Resources </li></ul></ul><ul><ul><li>Current Preparation Activities </li></ul></ul><ul><ul><li>Key timelines and schedules </li></ul></ul><ul><ul><li>What’s next </li></ul></ul><ul><ul><li>Q & A </li></ul></ul>
    3. 3. Performance Management Philosophy and Strategy <ul><li>Philosophy </li></ul><ul><li>Performance management is a process to help drive overall State and Agency goals to successful outcomes through effective goal setting, performance monitoring and measurement, and rewards for performance </li></ul><ul><li>Strategy </li></ul><ul><li>Measure employee performance based on accomplishment of goals and demonstration of competency proficiency that can impact State and Agency outcomes </li></ul><ul><li>Develop a consistent core Statewide performance management process, system, and tools that are “fair, simple and easy to use. </li></ul><ul><li>Hold managers and employees accountable for results delivered through active performance feedback, and development opportunities. </li></ul><ul><li>Provide managers with the skills and tools necessary to differentiate performance and allocate compensation and development rewards appropriately based on performance, budget, and other relevant factors </li></ul><ul><li>Educate both managers and employees on how to do effective performance management </li></ul>
    4. 4. Business Outcomes of Performance Management <ul><li>Drives accountability throughout the organization </li></ul><ul><li>Links individual goals and objectives to agency goals, objectives, and strategic plan </li></ul><ul><li>Expectations are communicated clearly with measurable, objective criteria </li></ul><ul><li>Provides feedback to individuals to move them toward exemplary performance </li></ul><ul><li>Differentiation of performance </li></ul><ul><ul><li>Helps distinguish exceptional, high potential employees </li></ul></ul><ul><ul><li>Helps differentiate levels of performance across the agency </li></ul></ul><ul><li>Helps optimize the use of human capital – identify and develop key talent </li></ul>
    5. 5. Performance Management New Components of the Plan Current Performance Plan New Performance Plan Focused on job responsibilities and job description Focuses on goals and competencies Goals based on job responsibilities Goals aligned with agency strategic objectives Statewide responsibilities Statewide core & leadership competencies Stand alone software <ul><li>Software networked and integrated with current products </li></ul><ul><li>Traceable and auditable </li></ul>Paper forms and filing required Web-based and “paperless” Inconsistent process enterprise-wide Common, integrated process 3-point rating scale 5-point rating scale [differentiation] Employee–no access to performance plan Employee access to performance plan Employee not always involved in development of plan Employee part of the performance planning Employee Self-Evaluation
    6. 6. Performance Management Performance Management Model
    7. 7. Performance Management Typical Process Timeline Ongoing coaching and feedback throughout the year <ul><li>Mid-year Review Meeting to discuss progress. </li></ul><ul><li>Manager completes previous year’s performance evaluations. </li></ul>Note: This timeline assumes the State moves to a common review date and uses its fiscal year to determine the timing of the performance management cycle. Under this calendar, managers have discretion to hold meetings with their employees anytime between June 1 and August 31 <ul><li>Manager & employee have one-on-one Performance Meeting(s) to conduct Performance Eval. </li></ul><ul><li>Discuss : </li></ul><ul><li>Year-end results </li></ul><ul><li>Performance rating; </li></ul><ul><li>Pay increases (if applicable) </li></ul><ul><li>HR and Sr. Leader reviews ratings, pay decisions, and Calibrations </li></ul>PREVIOUS YEAR July August - October <ul><li>Performance Planning: Manager and employee collaborate to develop and review goals and competencies for coming year </li></ul>August - September CURRENT YEAR July July - June (entire year) January
    8. 8. STATE MISSION, VISION & GOALS State Goals Departmental Goals Individual Goals State Performance Business Outcomes Departmental Achievement Individual Achievement Agency Achievement CONTINUAL PERFORMANCE Agency Goals PLANNING RESULTS Performance Management Goals - Based EXECUTION Business Outcomes
    9. 9. Performance Management Behavioral Competencies
    10. 10. Performance Management Supporting Tools <ul><li>e Performance Management System </li></ul><ul><li>The performance management process is supported by the PeopleSoft (PS) e Performance Management System </li></ul><ul><li>Web-based self-service performance evaluation application for managers, employees, and human resources (HR) administrators </li></ul><ul><li>Used for planning, collaborating, communication, assessment and monitoring evaluations </li></ul>
    11. 11. Overview of the Process and System <ul><li>The following User Productivity Kit (UPK) can be used to see the process and the system </li></ul><ul><li>http://route88upk.state.ga.us/toc.html </li></ul><ul><li>Module 0 –TeamWorks Portal </li></ul><ul><li>Module 12 - ePerformance </li></ul>
    12. 12. Change Readiness Survey Results <ul><li>Current Performance Management </li></ul><ul><ul><li>HR Directors and HR Staff serve as internal SMES </li></ul></ul><ul><li>Computer Access and Usage </li></ul><ul><ul><li>Some employees do not have computer access or work email addresses </li></ul></ul><ul><ul><li>Managers and Employees not aware they have security access to MSS and ESS </li></ul></ul><ul><li>Change Management and Communications </li></ul><ul><ul><li>Most use email for entity-wide communication </li></ul></ul><ul><ul><li>One-third will undergo some other form of major change in the next 12 months </li></ul></ul>
    13. 13. Performance Management Change Readiness Calls <ul><li>Project Management </li></ul><ul><ul><li>Clearly identify what is needed to transition to the new performance management plan and technology </li></ul></ul><ul><ul><li>Listen and provide support as needed </li></ul></ul><ul><li>Process </li></ul><ul><ul><li>Education and training on the new process </li></ul></ul><ul><ul><li>Supporting resources and tools </li></ul></ul><ul><ul><li>Address questions on the process </li></ul></ul><ul><li>Technology </li></ul><ul><ul><li>Help determine additional tools and support needed for ease of transition </li></ul></ul><ul><ul><li>Address system and technology concerns </li></ul></ul><ul><ul><li>Address and assist with PeopleSoft data concerns </li></ul></ul><ul><li>Communications and Change Management </li></ul><ul><ul><li>Provide timelines and sample communication templates </li></ul></ul><ul><ul><li>Develop HR, manager, and employee training </li></ul></ul>
    14. 14. Agency HR and SPA’s Role <ul><li>HR Admin training, manager training, Help Desk, online resources </li></ul><ul><li>Serve as the subject matter expert on performance management for the organization </li></ul><ul><li>Training, online resources, Help Desk </li></ul><ul><li>Serve as a resource to managers and employees for process and system </li></ul><ul><li>Information and guidelines on weighting </li></ul><ul><li>Provide guidance on how to weigh plan sections </li></ul><ul><li>Ensure goals are aligned and cascaded </li></ul>Key Organization Contact/Resource <ul><li>Provide guidelines and sample activities </li></ul><ul><li>Encourage employee/manager collaboration </li></ul><ul><li>Provide template communications </li></ul><ul><li>Communicate State and agency goals </li></ul><ul><li>Provide guidelines </li></ul><ul><li>Set deadlines for performance management functions </li></ul><ul><li>Guidelines and sample templates and letters </li></ul><ul><li>Communicate to managers and employees </li></ul>Communication SPA Role Agency HR Role
    15. 15. Agency HR and SPA’s Role <ul><li>Provide Webcast or other mode of training for employees </li></ul><ul><li>Ensure employees are trained </li></ul><ul><li>Provide online or other modes of training and training manuals </li></ul><ul><li>Ensure managers are trained </li></ul><ul><li>Human Resources training </li></ul><ul><li>Human Resources Training </li></ul>Training <ul><li>Helpful hints </li></ul><ul><li>Work with IT department to ensure linkage between People Soft and email system </li></ul><ul><li>HR Admin training, online resource, Help Desk </li></ul><ul><li>Responsible for document creation, changes, monitoring progress </li></ul><ul><li>Provide guidelines, resources, toolkits for training </li></ul><ul><li>Get employees and managers to use PeopleSoft, including Manager Self Serve and Employee Self Serve, and Team Georgia </li></ul><ul><li>Checklists of activities, periodic change readiness calls, documentation </li></ul><ul><li>Get system ready to use (e.g., reports to field updated) </li></ul>ePerformance – Software/System SPA Role Agency HR Role
    16. 16. Senior Leadership’s Role <ul><li>Support the process and drive accountability throughout the organization </li></ul><ul><li>Ensure goals and objectives are cascaded from the State and Agency to the individual </li></ul><ul><li>Communicate that performance management is a process not an event </li></ul><ul><li>Support coaching and development of employees </li></ul>
    17. 17. Schedule and Preview of Upcoming Calls <ul><li>November 17 – 18 </li></ul><ul><ul><li>Agency readiness checklist </li></ul></ul><ul><ul><li>Updating the Reports to field </li></ul></ul><ul><ul><li>Detailed discussion of the plan components </li></ul></ul><ul><ul><li>Process timeline </li></ul></ul><ul><ul><li>Overview of the change champions program </li></ul></ul><ul><li>December 9 – 10 </li></ul><ul><ul><li>Change management and communications overview </li></ul></ul><ul><ul><li>Detailed discussion on the change champions program </li></ul></ul><ul><li>January – June </li></ul><ul><ul><li>Ongoing preparation activities </li></ul></ul>
    18. 18. Performance Management Phase 2 Key Dates ePerformance Management Implementation July 2009 Production Cutover May – June 2009 Employee Training May – July 2009 Manager Training April – July 2009 Human Resources Training March - April 2009 Change Readiness Conference Calls November 2008 – September 2009 HR community system preparation (e.g., reports to, MSS access, ESS access, email) November – ongoing Change readiness calls kickoff meeting and prep with HR community October 2008
    19. 19. SPA Resources <ul><li>New Performance Management Website </li></ul><ul><ul><li>Information for agencies, HR, managers, and employees </li></ul></ul><ul><ul><li>http://www.spa.ga.gov/employees/eperformance.asp </li></ul></ul><ul><ul><li>Current employee Webcast </li></ul></ul><ul><ul><ul><li>http://www.spa.ga.gov/employees/ePerformResources.asp </li></ul></ul></ul><ul><li>Competency Website </li></ul><ul><ul><li>Information on the new competency framework for the State </li></ul></ul><ul><ul><li>http://www.spa.ga.gov/competencyManage/index.asp </li></ul></ul><ul><li>UPKS to navigate and get familiar with the system </li></ul><ul><ul><li>http://route88upk.state.ga.us/toc.html </li></ul></ul><ul><li>Talent Management Help Desk </li></ul><ul><ul><li>SPA Help Desk provides support on both process and system questions and issues </li></ul></ul>
    20. 20. Performance Management Talent Management Team <ul><li>Buz Mayo, Executive Director </li></ul><ul><ul><li>[email_address] ; 404-651-8749 </li></ul></ul><ul><li>Ronnie Witcher , Program Director </li></ul><ul><ul><li>[email_address] ; 404-657-2379 </li></ul></ul><ul><li>Janet Hecht , Ph.D., HR Projects Coordinator </li></ul><ul><ul><li>[email_address] ; 404-463-3534 </li></ul></ul><ul><li>Al Brown, PHR, HR Consultant </li></ul><ul><ul><li>[email_address] ; 404-657-2848 </li></ul></ul>
    21. 21. Questions, Comments, & Feedback <ul><li>Question and Answer Session </li></ul><ul><li>Action Items </li></ul><ul><li>Next Steps </li></ul><ul><li>Thank you for your participation! </li></ul>

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