PERFORMANCE MANAGEMENT

407 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
407
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

PERFORMANCE MANAGEMENT

  1. 1. PERFORMANCE MANAGEMENT Human Resource Services
  2. 2. Purpose of This Module Empower managers and employees to successfully utilize th revised performance f ll tili the i d f management process to enhance organizational performance performance. Human Resource Services
  3. 3. Objectives 1. Set goals and devise practical ways to measure progress. 2. Design and carry out individual development plans that build key competencies and enhance ability to handle important aspects of the job job. 3. Coach employees in ways that inspire both performance and individual growth. Human Resource Services
  4. 4. Module Overview This module explains each of p these 4 components in PM the Performance Overview Management Cycle. Annual Work Review Plan Interim Review Human Resource Services
  5. 5. Let’s Begin PM Overview Annual Work Review Plan Interim Review Human Resource Services
  6. 6. PM Overview Who Performance management is a collaborative process; Employees and Managers share joint responsibility. Employees are responsible for – demonstrating required competencies competencies, – achieving performance goals, and – developing competencies valued by the organization. Managers are responsible f encouraging, M ibl for i empowering and enabling employee performance and competency development. Human Resource Services
  7. 7. PM Overview What • The way you assure that the right things get done well and that you are able to deliver the well, results expected within your area of responsibility. Human Resource Services
  8. 8. PM Overview When Coaching Work Performance Plan Performing Review Note: A Work Plan must be in Interim place within 30 days of hire. Review Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Human Resource Services
  9. 9. PM Overview Where Two New PM Forms If ... Then ... • the SPA employee is in the • use the online Work Plan Information Technology I f ti T h l on (IT) Job Family www.jobs.appstate.edu/hr • the SPA employee is in • use the revised paper- any Job Family other than based 2008/2009 Work IT Plan Form Human Resource Services
  10. 10. PM Overview Where, continued 2008/2009 Performance Management Form Instructions Use the space below to document the 2008/2009 Work Plan using SMART Goals. Use additional space as needed. Performance Appraisal Functional Required SMART Goals M = Meets Expectations Competency Level E = Exceeds Expectations D = Does Not Meet Expectations Interim due Annual due 12/30/08 05/30/09 Human Resource Services
  11. 11. PM Overview Why Treat others the way you want to be treated Meet legal requirements Clarify expectations Give feedback Instigate development Produce results It’s Management 101 Human Resource Services
  12. 12. PM How does the Process Overview Work? Click the icon below to view the policies, procedures and process f P f d d for Performance Management. How PM Works Human Resource Services
  13. 13. Writing The Work Plan PM Overview Annual Work Review Plan Interim Review Human Resource Services
  14. 14. Work Plan Who Work Plans should be written collaboratively by the manager and employee. Manager documents the Work Plan and reviews it with the Employee p y Employee reviews WP, notes any comments and signs the Work Plan g Work Plans may be updated as needed through the work cycle Human Resource Services
  15. 15. Work Plan What Meaningful goals based on: – Alignment to higher goals – Customer expectations – Clearly defined roles and responsibilities Raise “level” of focus – results vs detailed level vs. tasks. – Publish task lists, duties, standard operating , , p g procedures, policies, processes, “do’s-and- don’ts” elsewhere. Human Resource Services
  16. 16. Work Plan What Inverted Approach OLD NEW What Wh How How What Human Resource Services
  17. 17. Work Plan What Inverted Approach – old Work Plan began with what work must be done (P i d (Primary J b F t ) Job Factors) – new Work Plan begins with how the work must be done (competencies) ( p ) Old Work Plan New Work Plan What How Primary Job Factors Functional Competency Levels (defined as tasks, duties, special projects, assignments, (pre-defined in position description) responsibilities) How What “Performance Expectations” tasks, duties, special projects, assignments, “Method of Evaluation” responsibilities written as SMART Goals Human Resource Services
  18. 18. Work Plan What, continued At least one, but up to 4 Performance Goals for each required Functional Competency. At least one, but up to 4 Developmental Goals required annually to – p g progress towards career g ( ) goal(s), – develop competencies, and/or – improve performance. Focus – hi h l F high level and hi h priority. l d high i it Human Resource Services
  19. 19. Work Plan What are SMART Goals? • Specific • What must be accomplished? • Measurable • How will it be objectively measured according to j y g the standard? [quantity, quality, speed, accuracy, within budget, % satisfied customers…] ] Human Resource Services
  20. 20. Work Wh t are SMART Goals? What G l ? Plan continued • Agreed-Upon – “Baked-in” to th “B k d i ” t the process and work fl d k flow. • Relevant – Why it’s important to the vision, mission, values, ’ strategic plans, objectives, etc. of the University, Division, Department, and/or Team. , p , • Time-bound – When (date) must it be accomplished? Human Resource Services
  21. 21. Work Plan What is an Example? Assumptions: • Functional Competency = Budgeting • Level required for the job = Journey • Journey Budgeting Competency level defined = Monitors and reconciles department budget and tracks travel and office expenditures. Human Resource Services
  22. 22. Work Plan What is an Example? (S) Reconcile the ABC department budget ( ) (M) with 100% accuracy against the monthly y g y Controller’s Office reports and (T) email it to the manager in an Excel spreadsheet attachment b th l t b i tt h t by the last business d of each month day f h th (R) to ensure the ABC department has the necessary funding to achieve it’s mission of… y g Note: Remember that “Agreement” (A) happens when you work with the employee to write the SMART G lGoals. Human Resource Services
  23. 23. Work What it Looks Like in Plan AppState Jobs Jobs. Descriptions are provided id d for each level to set expectations for goal alignment. alignment Level required for Position Level the position – not the employee’s p y competency level Human Resource Services
  24. 24. Work Plan C i Comparison THE OLD THE NEW Primary Job Factors - Functional Competencies aka Key Results & Responsibilities KRRs, tasks, special projects, assignments, responsibilities Performance Expectations and SMART Goals Method of Evaluation Rating scale for Primary Job Factors: Rating scale for SMART Goals: Outstanding, Very Good, Good, Below Meets Expectations, Exceeds Good, or Unsatisfactory Expectations, or Does Not Meet Expectations Overall Rating: Outstanding, Very Good, Good, Below Good, or Unsatisfactory O t t di V G d G d B l G d U ti f t Human Resource Services
  25. 25. Work Plan When Annually by June 30th New Hires within 30 days Updated throughout the cycle as needed Human Resource Services
  26. 26. Work Where do Goals Come Pl Plan From? F ? ASU’s Mission Strategic NC St t t Statutes Plans Goal Division’s Vision, Di i i ’ Vi i Goal Position P iti Goal Mission, Values Description Goal Team’s Vision, Competency Mission, Values Profile Alignment! Human Resource Services
  27. 27. Work Plan Why The purpose of the Work Plan is to: – set goals and devise practical ways to measure progress – design and carry out development Human Resource Services
  28. 28. Work Plan How Step Action 1 Review the SPA employee s approved Career employee’s Banded position description in AppState Jobs. 2 Consider each functional competency and the level* required for the position (not the Employee Competency Assessment levels.) *Contributing Journey or Advanced Contributing, Journey, Human Resource Services
  29. 29. Work Plan How, continued Step Action 3 Work with the employee to create a list of the work (projects, responsibilities, duties, etc.) that must be accomplished within the work cycle. Think: How does the employee demonstrate the competency on the job as they do the work? 4 Work with the employee to match each item on the list of work (from step 3 above) with th f f k (f t b ) ith the functional ti l competencies (from step 2 above). There may be multiple matches; to select the best fit, consider the percentage of time/relative importance assigned t t f ti / l ti i t i d to each functional competency. Human Resource Services
  30. 30. The Interim Review PM Overview Annual Work Review Plan Interim Review Human Resource Services
  31. 31. Interim Review Who Manager and Employee Employee Self Assessment is a good idea, but not required. Human Resource Services
  32. 32. Interim Review What – Rating Goals Performance measured by the accomplishment of SMART Goals in the li h t f G l i th Work Plan New rating scale f each goal: N ti l for h l M = Meets Expectations E = Exceeds Expectations D = Does Not Meet Expectations Human Resource Services
  33. 33. Interim Review What – Overall Rating Subjective measurement based on performance of SMART Goals. f f G l Overall Rating Scale stays the same: – Outstanding – Very Good – Good – Below Good – Unsatisfactory Human Resource Services
  34. 34. Interim Review What – Overall Ratings GOOD Performance meets the defined job expectation. The employee generally performs according to the expectations doing a good job (in some instances, exceeds job expectations.) The employee is doing the job at the level expected for employees in this position The good position. performance is due to the employee’s own effort and skills. VERY GOOD Performance meets the defined job expectations and in many instances exceeds job expectations The employee generally is instances, expectations. doing a very good job. Performance that exceeds expectations is due to the effort and skills of the employee. OUTSTANDING Performance is far above the defined job expectations. The employee consistently does outstanding work, regularly going far beyond what is expected of employees in this job. Performance that exceeds expectations is due to the effort and skills of the employee. Any performance not consistently exceeding expectation is p y yp y g p minor or due to events not under the control of the employee. Human Resource Services
  35. 35. Interim Review What – Overall Rating BELOW GOOD Performance may meet some of the job expectations but does not fully meet the remainder. The employee generally is doing the job at a minimal level, and improvement is needed t fully meet the expectations. P f d d to f ll t th t ti Performance is l i less th a than good job. Lapses in performance are due to the employee’s lack of effort or skills. UNSATISFACTORY Performance generally fails to meet the defined expectations or requires frequent, close supervision and/or the redoing of work. The employee is not doing the job at the level expected for employees in this position Unsuccessful job position. performance is due to the employee’s own lack of effort or skills. Human Resource Services
  36. 36. Interim Review When Due annually by December 30th. Human Resource Services
  37. 37. Interim Review Where 2008/2009 Performance Management Form Instructions Use the space below to document the 2008/2009 Work Plan using SMART Goals. Use additional space as needed. Performance Appraisal Functional Required SMART Goals M = Meets Expectations Competency Level E = Exceeds Expectations D = Does Not Meet Expectations Interim due Annual due 12/30/08 05/30/09 Human Resource Services
  38. 38. Interim Review Why Treat others the way you want to be treated Meet legal requirements Clarify expectations Give feedback Instigate development Produce results It’s Management 101 Human Resource Services
  39. 39. Interim Review How Plan to give the process the time it deserves – this is someone s someone’s livelihood and career we’re talking about we re about. Do it on time – demonstrates your leadership, mutual respect, and caring. Schedule i S h d l – time f yourself to complete the for lf l h process; an appointment with the employee to allow them time to prepare. 2-way communication – ask for input without removing responsibility; ask what they need from y you. Human Resource Services
  40. 40. Interim Review How, continued Balance feedback – everyone has successes and opportunities f learning within 365 d t iti for l i ithi days. Privacy – conduct the discussion i a Pi d t th di i in confidential setting void of interruptions. Model - when you take it seriously seriously, employees will take it seriously. Human Resource Services
  41. 41. The Annual Review PM Overview Annual Work Review Plan Interim Review Human Resource Services
  42. 42. Annual Review Who Manager and Employee _____ _____ is a good idea, but not required. Employee Self Assessment Human Resource Services
  43. 43. Annual Review What Performance measured by the accomplishment of… li h t f SMART Goals in the Work Plan New rating scale for each goal… Meets Expectations Exceeds Expectations Does Not Meet Expectations Human Resource Services
  44. 44. Annual Review What, continued Overall Performance is a _____ measurement based on performance of _____ _____. Subjective SMART Goals Overall Rating Scale = g Outstanding, Very Good, Good, Below Good, Unsatisfactory Human Resource Services
  45. 45. Annual Review When Due annually by _____. May 30th Human Resource Services
  46. 46. Annual Review Where 2008/2009 Performance Management Form Instructions Use the space below to document the 2008/2009 Work Plan using SMART Goals. Use additional space as needed. Performance Appraisal Functional Required SMART Goals M = Meets Expectations Competency Level E = Exceeds Expectations D = Does Not Meet Expectations Interim due Annual due 12/30/08 05/30/09 Human Resource Services
  47. 47. Annual Review Why Treat others … the way you want to be treated Meet _____ requirements legal Clarify _____ expectations Human Resource Services
  48. 48. Annual Review Why Give _____ feedback Instigate _____ development Produce _____ results It’s Management _____ 101 Human Resource Services
  49. 49. Annual Review How _____ to give the process the time it deserves. Plan Do it _____ _____ to demonstrates your leadership, mutual respect, and caring. on ti time Human Resource Services
  50. 50. Annual Review How Schedule time for… yourself t complete the process and lf to l t th d An appointment with the employee to allow them time to prepare. prepare _____ _____ means to ask for input without removing responsibility; ask what they need g p y; y from you. 2-way communication Human Resource Services
  51. 51. Annual Review How, continued Manager writes performance evaluation and submits to 2nd Level Manager for approval. Manager & Employee meet 1 on 1 to discuss sign 1-on-1 discuss, and date performance evaluation. Human Resource Services
  52. 52. PM Overview Annual Review Work Plan How do I plan for the Interim Review Work Plan? X total number of  Back‐Plan Dates  EXAMPLE: Work Plan Process Time Total Time employees (due June 30) Meet with employee to write  1 HR 3 3 HRS week of June 1 SMART goals Manager documents Work Plan Manager documents Work Plan 30 min 30 min 3 1.5 HRS 1 5 HRS week of June 8 week of June 8 Manager & Employee meet to  1 HR 3 3 HRS week of June 15 discuss Work Plan Manager reviews employee's  15 min 3 45 min week of June 22 comments Human Resource Services
  53. 53. PM Overview Annual Review Work Plan How do I plan for the Interim Review Interim Review? EXAMPLE: Interim  X total  Back‐Plan Dates  Performance Review  Time number of  Total Time (due December 30) Process employees Rate SMART Goals R SMART G l 1 HR 3 3 HRS 2‐Dec Enter comments Schedule meetings 15 min 3 45 min 3‐Dec Conduct Meetings 1.5 HRS 3 4.5 HRS 8‐Dec Employees Enter  30 min 3 1.5 HRS week of Dec 15 Comments and Sign Review Employee  Review Employee 15 min 3 45 min week of Dec 15 Comments TOTAL 3 HRS 35 min ~ 9 HRS 45 min Human Resource Services
  54. 54. PM Overview Annual Review Work Plan How do I plan for the Interim Review Annual Review? EXAMPLE: Annual Performance  X total # of  Back‐Plan Dates  Time Total Time Review Process employees (due May 30) Mgr rates SMART Goals & enters  comments;  1 HR 3 3 HRS week of April 20 submits to 2nd Level Approver 2nd Level approves;  10 min 3 30 min week of April 27 submits to HR HR approves;  10 min 3 30 min week of May 4 returns to Manager Manager schedules and conducts  2 HRS 3 6 HRS week of May 11 Reviews with Employees Mgr reviews Employee  15 min 3 45 min 30‐May Comments; concludes process Human Resource Services
  55. 55. PM Overview Annual Work Review Plan Interim Review PM Action Plan Guides To access PM Action Plan Guides, click on the icon below. th i b l Human Resource Services
  56. 56. PM Overview Annual Work Review Plan Interim Review Summary We write performance and development goals in the SMART format. SMART = specific, measureable, agreed-upon, relevant (to the mission), time-bound. Progress towards goal achievement can be measured by: quantity, quality, speed, accuracy, % satisfied, At least 1, but up to 4 development goals are required annually. Development goals are d i D l t l designed t i d to: increase competency t level, progress toward career goals, improve performance. Human Resource Services
  57. 57. PM Overview Annual Work Review Plan Interim Review Summary, continued “Coaching” includes: 2-way, informal, ongoing, balanced feedback. Focusing the performance appraisal on results is one way to ensure fairness. Effective appraisal discussions start with the premise that you treat others the way you want to be treated. Human Resource Services
  58. 58. PM Overview Annual Work Review Plan Interim Review THANK YOU! We welcome your feedback. Please contact Alyson Ebaugh at ebaugham@appstate.edu Al Eb h t b h @ t t d or call 828-262-7429 Human Resource Services

×