Perf Mgmt Training

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Perf Mgmt Training

  1. 1. 2009 Tandehill Human Capital, A Human Resources and Pay-for-Performance Consulting Firm Performance Management Training Pilot Group- Managers Conducting Reviews    
  2. 2. Objectives for Today <ul><li>As a result of today’s session, managers will: </li></ul><ul><ul><li>Be aware of the timing and steps associated with the performance management process and tools; </li></ul></ul><ul><ul><li>Understand that the role of performance management is not to justify an annual pay increase, but to support the employee in their ongoing development efforts; </li></ul></ul><ul><ul><li>Have a better idea of how to manage an effective performance review process. </li></ul></ul>
  3. 3. Tulane Design Process Overview <ul><li>Identify criteria for cross-functional redesign team. </li></ul><ul><li>Gather information from focus groups. </li></ul><ul><li>Review best practices and select approaches. </li></ul><ul><li>Detail fundamental concept design, including outcomes. </li></ul><ul><li>Obtain senior management approval on concepts. </li></ul><ul><li>Develop new performance management elements. </li></ul><ul><li>Gather employee feedback on the recommendations. </li></ul><ul><li>Obtain senior management approval on program. </li></ul><ul><li>Develop implementation plans. </li></ul><ul><li>Pilot elements as needed and fine-tune. </li></ul><ul><li>Conduct formal employee and manager training. </li></ul><ul><li>Conduct periodic audit of the effectiveness of the systems. </li></ul><ul><li>Modify systems and processes, as needed. </li></ul>Phase I: Develop Plan and Prioritize Requirements Phase II. Redesign Performance Management System Phase III. Implement New System and Monitor Results Enhance Management Capability to Create a Results- and Values-based Organization
  4. 4. Building the Right Foundation To increase & sustain motivation To provide a basis for performance related pay To bring the organization together To improve individual & team performance To translate our values into behaviors To create a performance culture To integrate objectives To attract & retain skilled staff To empower To empower people people To tie the term of the reward to the term of the accomplishment To develop skills, competencies & individual potential To clarify accountabilities Performance Performance Management Management
  5. 5. Best Practices <ul><li>The ideal approach moves beyond the basics of traditional systems in order to deliver the results that the organization needs. </li></ul>Function Role of Employee Performance Focus Process Emphasis Ownership Traditional 1990’s Best Practice Report card (Retrospective) Passive Manage poor performers “ Check the box” compliance-oriented Human Resources Barometer of progress (Periodic) Joint ownership for goal setting/review Manage the tails of the bell curve Planning, reviewing and rewarding Line management and Human Resources Performance dialogue (Continuous) Shared accountability for results Raise performance of the entire organization Strategic clarity, coaching, learning Employees, managers and leadership Design Parameter
  6. 6. New Form Has Four Sections <ul><li>Employee Results </li></ul><ul><li>Tulane University Values </li></ul><ul><li>Employee Growth </li></ul><ul><li>Performance Enhancement Plan </li></ul>
  7. 7. Responsibilities <ul><li>Manager </li></ul><ul><li>Provide employees with clear expectations, consistent measures, and achievable standards of performance. </li></ul><ul><li>Support and provide resources to employees. </li></ul><ul><li>Identify performance enhancement areas and provide assistance and support for improvement. </li></ul><ul><li>Employee </li></ul><ul><li>Discuss concerns and/or questions about any part of their job description or performance review with manager. </li></ul><ul><li>Actively identify and participate in career development and training opportunities. </li></ul><ul><li>Meet expectations and achieve performance standards. </li></ul>Note: Your input is valuable in assuring a proper determination for each performance area. However, Managers have the ultimate authority/responsibility for rating the elements of your performance.
  8. 8. The Performance Cycle <ul><li>Identify key responsibilities/goals </li></ul><ul><li>Create personal development plan </li></ul><ul><li>Informal follow-ups </li></ul><ul><li>Mid-year discussion </li></ul><ul><li>Discussion of individual contributions </li></ul><ul><li>Review of competencies </li></ul><ul><li>Identification of growth areas </li></ul><ul><li>Communication of major job/goal changes </li></ul><ul><li>Adjustments and mutual feedback on results </li></ul>
  9. 9. Performance Management Timetable <ul><li>Following are the key actions required in the performance management process in 2010, and the required completion dates. We recognize that different areas have different busy periods, and urge you to plan accordingly . </li></ul>
  10. 10. By February 1, 2010 <ul><li>Manager reviews 2009 Key Responsibilities from the old form and assigns a preliminary Results Rating. </li></ul><ul><li>Manager discusses ratings with employee and assigns a final Results Rating. </li></ul><ul><li>Employee Results are measured according to the following scale. </li></ul><ul><ul><li>B= results for the past 12 months were below expectations for the job. </li></ul></ul><ul><ul><li>P= results for the past 12 months partially met the expectations for the job. </li></ul></ul><ul><ul><li>M= results for the past 12 months fully met expectations for the job. </li></ul></ul><ul><ul><li>E= results for the past 12 months exceeded expectations for the job. </li></ul></ul>INFORMATION FROM OLD FORM INFORMATION FROM OLD FORM INFORMATION FROM OLD FORM INFORMATION FROM OLD FORM INFORMATION FROM OLD FORM
  11. 11. <ul><li>The manager rates each value according to the 5-level scale provided. </li></ul><ul><li>If the rating is at Level 1 or Level 5, the manager should provide an example of how the employee exhibited the value in the performance of their job responsibilities. </li></ul><ul><li>Manager and employee discuss the new values/competencies and the manager’s ratings, and fine tune the ratings/examples (if necessary). </li></ul>By February 1, 2010 4 3 5 I check in on the employee about twice a year and each time I do I am amazed to see the improvements in efficiencies.
  12. 12. <ul><li>The manager identifies how skills and knowledge have grown/improved over the past 365 days. </li></ul><ul><li>The manager lists any new responsibilities that the employee has taken on in 2009. </li></ul><ul><li>The manager selects a Growth Rating that is reflective of the two growth sections. </li></ul><ul><li>Manager and employee discuss the new values/competencies and the manager’s ratings, and fine tune the ratings/examples (if necessary). </li></ul>By February 1, 2010
  13. 13. Performance Planning for 2010
  14. 14. <ul><li>Manager reviews current job responsibilities with employee, or establishes 2010 goals. </li></ul>By March 1, 2010
  15. 15. By March 1, 2010 <ul><li>Enhancement Areas. Manager lists those areas in which the employee may benefit from further enhancement. </li></ul><ul><li>Enhancement Goals. Manager establishes goals corresponding to the above needs. Goals represent the desired ends, not the means to achieve such ends. </li></ul><ul><li>Employee’s Action Plan. Employee lists developmental activities that he/she will undertake in order to promote each goal’s attainment. Consider education, special projects, assignments, relationships, etc. </li></ul><ul><li>Manager’s Action Plan. Manager lists the steps he/she will take to assist the employee in the achievement of goals. </li></ul>
  16. 16. Types of Development Activities <ul><li>Readings </li></ul><ul><li>On-the-job-assignment (provides valuable hands-on experience) </li></ul><ul><li>Web-based learning tools </li></ul><ul><li>Mentoring </li></ul><ul><li>Courses & workshops </li></ul><ul><li>Conferences </li></ul>
  17. 17. By August 1, 2010 <ul><li>Review the employee’s year-to-date performance of job responsibilities or annual goals. </li></ul><ul><li>Reflect on the employee’s behaviors over the first six months and how they reflect Tulane Values. </li></ul><ul><li>Examine progress on the Performance Enhancement Plan and any knowledge, skills and responsibilities that the employee has acquired. </li></ul><ul><li>Sit down with employee in a formal mid-year progress review session. </li></ul>
  18. 18. Performance Management Timetable II <ul><li>Following are the key actions required in the performance management process in 2011, and the required completion dates. We recognize that different areas have different busy periods, and urge you to plan accordingly . </li></ul>

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