HRTMS performance 360 reviews and job management webinar d

New Tools & Techniques:360 Reviews and Job Description Management Presented by Mitch Stephens, HRTMS, Inc Founder and CTO

• Part 1: Company and Products Overview• Part 2: 360/Multi-Rater Reviews• Part 3: Job Description Management• Questions and Wrap up

Based in North Carolina with offices in New JerseyWe offer an integrated, cost effective Talent Management suite: • TMS Performance - Performance management • TMS Compensation – Compensation ManagementWe offer the lowest TCO in the industryWe deliver solutions that meet 100% of your unique requirements

• Web-based Performance Management system• Paperless reviews are routed and signed electronically• Support goal management• Competencies by position• Career development and planning• Position management• 360/multi-rater• Even succession planning and learning management

• Web-based Compensation Management system that leverages your Excel spreadsheets• Online and Offline modes • Users can work online with the intuitive user interface, or download their Excel spreadsheets and work offline.• Supports merit, adjustment, promotion, bonus and all forms of variable comp and incentives• Any compensation plan, no matter how complex can be easily implemented without programming

One-click view of thePerformance Review from Compensation!

• Also known as Multi-Rater Reviews• “360” Refers to the 360 Degrees in a circle• Individual is in the center of the circle Internal Customers External Peers Customers Individual Direct Managers Reports

1940T-Groups 1955 Esso Engineering 2007 90% of the F500

A holistic view of the employee Great Potential Benefits Increased Best method toengagement and identify specificownership by all development reviewers opportunities

Goals lost to complexity of process Reviewers must beThe whole process normalized formust be managed empirical measures Many Potential Data must be Pitfalls LongitudinalAnalyzed and then correlations are Interpreted needed for repeatability Poor instructions make for poor raters

Goal Outcome Training, Development,Behavior Change or InterventionPerformance Change Training, Reassignment Retention, Promotion &Talent Identification Succession Planning It is a paradox of human psychology that while people remember criticism, they respond to praise.

• Competencies must be correlated to effectiveness• Mixture of Quantitative and Qualitative data from all sources allows for real-time pseudo-correlation• Self-Reviews are most useful to employee interpretation• Regular skill audits and job description audits increase effectiveness.

• Averages shouldn’t be trusted (Samples are too small)• Weighted Empirical Data (normalize by job and reviewer over time)• Investigate polarized feedback Data Analysis Interpretation

Who to Review Ineffective until sufficient contact with others Diminishing effect after a period of incumbency Reviewers will need Who to Ask Not every good employee will be a good reviewer instruction, context, or training When to Review Frequency based on outcome not calendar Synchronize with work cycles What to Ask Subset the review to avoid poll fatigue Longitudinal correlation with effectiveness & regular audit Statistics, Normalization, andAnalyze &Interpret Individual consideration of data Train and support managers Act on Findings Move directly to a development path Follow-up with reviewers

360° Reviews Manager compliment the Manager’s Performance Review Manager’s Annual review for EmployeeEmployee In TMS Employee Sign-off Performance, the manager controls the process

Step 1: Manager selects Reviewer, and sends a 360 Request Manager Reviewer Accept or Declines Request…Step 2: Reviewer Completes the 360 Review and Submits to Manager Manager Reviewer Step 3: Manager approves/rejects the 360 Review

• 360 function are under a single node• Manager gets full perspective of the 360 Activity

Accept/Reject the 360 Request

Reviewer Accepts Request…

At this point, the 360Review is created andis available to edit by the reviewer

360s are edited using acustom form (like otherperformance reviews)Security settings controlwhich fields the reviewer canedit.

Review is marked ascompleted (read-only)

Manager and accept or return the review

From the Tree view You can see a list of your employee‟s 360 reviewsFrom the Employee‟s Annual Performance review A list of 360 Reviews is shown in the formField by field comparison You can see a comparison of values from each reviewerAnalytics Can view graphical information about all reviews

360 Reviews are shown in the Employee‟s Annual PR Double-click to view.

• TMS Performance offers comprehensive 360 integration• 360 reviewers are selected by manager• Reviewers Accept or Decline the request• Custom forms can be used for 360 reviews (like other PRs)• Integrated workflow for 360 reviewers• Seamless viewing of 360 results in the final PR• Management tools gives the line-of-sight over the process

We will also have time at the end of the webinar for questions. Please submit them using the webinar control panel.

 HR.1.20: The hospital has a process to ensure that a person‟s qualifications are consistent with his or her job responsibilities HR.1.30: The hospital uses data from clinical/service screening indicators and human resource screening indicators to assess and continuously improve staffing effectiveness. HR.2.20: Staff members, licensed independent practitioners, students, and volunteers, as appropriate, can describe or demonstrate their roles and responsibilities, based on specific job duties or responsibilities, relative to safety HR.2.30: Ongoing education, including in-services, training, and other activities, maintains and improves competence HR.3.10: Competence to perform job responsibilities is assessed, demonstrated, and maintained. HR.3.20: The hospital periodically conducts performance evaluations.

Assess Employee • Show On-going• Define Job Description improvement to • Demonstrate performance Employee Awareness Communicate Revise/Improve to Employee Job Description

• To keep Job descriptions relevant and accurate• Meet legal requirements (notably JCAHO for healthcare companies)• Reduce the burden on the HR group• Delegate the responsibility to managers who supervise the positions• Have a secure, structured and auditable process

• Use Word documents and email The usual problems arise with version control, security and accessibility.• Ignore the problem Many HR groups acknowledge that their job libraries are out of date• HR goes it alone HR departments lack knowledge about technical and specialized positions

Job Template Name, Description, Reports to, Supervises, Job code, minimum requirements Working Conditions Core Job/Dept Absolutes Values SpecificCategories Responds immediately Courtesy Privacy and Confidentiality Established protocols Service Accountability Independent Professional Leadership Appearance Communication Age-related needs Responsibility and Documentation Positive Commitment Image/Professionalism etc Competencies within the category

• Used to group competencies • You can separate the core values from job specific skills• Edit rights • Mark as „not editable by manager‟ if HR should control the category• Scoring Rules • Category can be scoring or non-scoring. • Weighting for the category (e.g., 10% for core values)

• Job competencies ratings usually contribute to the overall PR score. • Most organizations use a combination of objective and subjective scoring• Competencies ratings should include: • Core competencies common to all employees • Specific job responsibilities• Generic job descriptions • May reduce the effectiveness of the performance review • Especially true for specialized positions like nurses who require ratings for specific skills. • May not be able capture skills deficiencies and training requirements

Some competencies can be yes/no, or Met/Unmet

This is the HR administrator view of editing Job Templates

View Job templates by Manager

Managers using this template Employees assigned to selected template

In this demo, we will show how the administrator assigns atemplate to a manager who will make changes and resubmitback to the administrator.

Submits Back to HR• HR Assigns • HR Reviews Template to changes • Manager manager updates the Job Descriptions HR Finalizes E-mail Sent changes to Manager

This Template is nowbeing reviewed by the manager (Chapman)

We now will see the manager‟s perspective (He would have received an email requesting revisions to the job template)

This is the home page for the manager.

The assigned template appears in the list.Manager selects the item.

Core Values Category is Read-only(this is managed by the HR group)

Dept/Job Specific Skills are editable.

Once complete, themanager returns thetemplate back to HR

No more templates for the manager to review

The HR manager now reviews the changesmade by the manager and accepts/rejects them.

Indicates that theTemplates is pending review

This screen shows theline-by-line changesmade to this template

Shows the before and after text.Admin can modify this here

Administrator can return Template to manager if Save and Finalize ifmore revisions are needed everything is OK.

• For HR Group Manage Job Descriptions using a web-based system Easily locate the responsible manager for a position Delegate job descriptions to a manager Review changes and accept/reject each item Assign Employees to Job templates• For Managers View job descriptions Review the current employee assignments Revise jobs and resubmit back to HR

Thank YouTo Contact HR TMS or either of today’s presenters, please use:Mitch Stephens: HRTMS Founder and President mitch@hrtms.comJim Haviland: Marketing Director jim@hrtms.com

 21st-Century Job Descriptions, Harvard Business Review 360 Support Critical to Effectiveness, Talent Management 360-Degree Feedback Revisited: The Transition From Development to Appraisal Competency-Based Job Description Administration Guide, University of Medicine and Dentistry of New Jersey The Promise of 360-Degree Feedback, Talent Management What Great Managers Do, Harvard Business Review

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