The document describes Arizona's new performance management system called MAP. MAP aims to simplify performance evaluations, define clear performance expectations, improve employee performance and satisfaction, and promote growth. It standardizes competencies and introduces an automated, statewide system to integrate performance reviews with other HR processes like promotions. Over 34,000 state employees will receive training on MAP through a train-the-trainer model to learn how to set goals, document performance, and conduct appraisal meetings within 30 days of MAP's launch. Additional resources like guides and videos will offer ongoing support for supervisors and employees.

1. Carolyn Pitre Wright, HR Deputy Director
of Strategic Initiatives, State of Arizona
and
Marnie E. Green, CSP, IPMA-CP,
Management Education Group, Inc.
Mapping Arizona’s Future with
Performance Management Practices
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3. FOR SESSION SLIDES AND
OTHER RESOURCES
TEXT STATEAZMAP
TO NUMBER 963-62
For a Copy of this Presentation
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Uncov
Covered
26%
74%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Uncov
Covered
Before Reform
Excluding Full Authority Peace Officers, Correctional
Officers, and Adult Community Correctional Officers
that will remain covered
Key Components of Personnel Reform
• It is estimated that at the end of 4 years, over 82% of the workforce
will be at will uncovered employees
Before Reform
26%
Implementation
48%
Year 1
62%
Year 2
72%
Yr 3
78%
After 4 Years
18%
Yr4
82%
After Reform
Data from Jan 25, 2012

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Key Components of Personnel Reform
- Workforce
— Guiding Principles
¡ Recruit, hire, and promote based on knowledge, skills, and
abilities after competition
¡ Compensation based on merit, performance, job value, and
market
¡ Training employees to improve performance
¡ Retain employees based on performance, correcting where
possible and separating if performance is inadequate
¡ Managing without discrimination (race, color, sex, age,
political affiliation, religious creed, etc)
¡ Protection against coercion for partisan politics

6. Objectives of Personnel Reform
— Promote a two-way system of communication between supervisors and
employees
÷ Clarify expectations
÷ Regular and transparent feedback
÷ Continuous coaching
— Align employee behavior with agency values, goals, strategies
— Help distinguish exceptional individuals that contribute to
organizational success
— Integrate administrative decision making with succession planning,
promotions, and performance pay
— Promote personal growth and career advancement by helping employees
acquire the desired competencies, knowledge, skills, and abilities
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7. Managing Accountability and
Performance
The State of Arizona’s new
performance management
system
What is MAP?
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8. Our MAP to:
— Simplifying performance appraisals
— Defining performance expectations
— Improving employee performance and job satisfaction
— Enhancing organizational effectiveness
— Promoting personal growth and development
— Providing opportunities for employees to increase
earning potential
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9. Before MAP
— Not all employees participate in a performance management
process
— Current evaluation form is complex, cumbersome, and time
consuming
— No automation support
— No integration of performance appraisal with other management
decision systems (promotion, discipline, compensation)
— No statewide employee training
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10. With MAP
— All employees participate in a performance management process
— Simple, easy to use evaluation form
— Full automation support
— Integration of performance appraisal with other management
decision systems (promotion, discipline, compensation)
— Statewide employee training
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11. How We Got to MAP
— Reviewed other employers; private and public sector
— Examined Best Practice Research; Society for Human Resource
Management – best practices from academic and practitioner
experience
— Key Findings:
¡ Rating Scale: 3 or 5 ratings (3 most common)
¡ Competencies
¡ Pre-defined Standards
¡ Process: Supervisor/Employee discussions before, during, and
after evaluation period
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12. How We Got to MAP (continued)
— Created 17 baseline competencies and associated standards
— Formed agency workgroup
¡ ASRS, AHCCCS, DJC, DEQ, ADC, DES, DOR, ADOT, DHS, ADE,
FTF
¡ Reviewed and modified baseline competencies and standards
— Results
¡ Added 4 new competencies
¡ Deleted 1 competency
¡ Modified 9 standards
¡ Final agreement on competency pool
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13. STATE-WIDE COMPETENCIES
AGENCY COMPETENCIES
PERFORMANCE PERIOD RESULTS
Three Components of MAP
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Competencies & Standards Defined

15. Performance Management Integration
— New classification system
¡ Job descriptions include competencies
— New hires
¡ Posting include competencies
¡ Positions “tagged” with evaluation competencies
— Compensation
¡ Merit increases tied to performance
¡ Promotions
— Review Discipline/Dismissals
¡ RIFs tied to performance (100%)
¡ Suspensions >80hrs, Demotions and Dismissals
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16. DEPLOY THE TOOL AND TRAIN
OVER 6,000 SUPERVISORS AND
34,000 EMPLOYEES TO USE IT
AND USE IT WELL.
OH, AND BEGIN
IMPLEMENTATION IN 30 DAYS.
Your Challenge
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Performance Management Cycle
Department Goals
and Strategic Plans
Individual
Performance
Planning
Feedback
and
Adjustment
Performance
Appraisal
Preparation
Documentation
Performance
Appraisal
Discussion
Module 1
Performance Planning
Module 2
Performance Conversations
& Documentation
Module 3
Performance Appraisals

18. MAP Training Plan
Module One
Performance Planning
Module Two
Performance
Conversations
Module Three
Performance
Evaluations
Two Hour Modules
Delivered via Train-the-Trainer
Each Department Responsible for Delivery
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19. Additional Implementation Support
Webinar Recordings
for Supervisors
Computer-Based
Training
Performance
Management Tools
Conducting Performance
Conversations
Performance
Documentation Made
Easy
Writing about and Rating
Employee Performance
Engaging Employees in
the MAP Process
Introduction to MAP
Concepts for Employees
Using YES MAP Solution
CBT for Employees
Using YES MAP Solution
CBT for Supervisors
Performance
Management Handbook
Performance Process
Diagram
Demos @ Your Desk
MAP Website
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MAP Appraisal Process
Employee Completes Self-Appraisal (Optional)
Supervisor Reviews and Considers Employee's
Self-Appraisal, if any
Supervisor Rates the Employee and Sends Appraisal to
Upline Manager for Approval
Upline Manager Reviews Appraisal and Either
Approves or Rejects Appraisal
If Rejected, Supervisor Modifies Ratings and Resends Appraisal to Upline Manager
Once Approved by Upline Manager, Supervisor Prints
Appraisal and Gives to Employee
Supervisor Meets with Employee
Using the "Agenda for a Painless Performance Appraisal Meeting"
Supervisor Finalizes Appraisal
Employee Acknowledges Finalized Appraisal
Supervisor Acknowledges Finalized Appraisal
Supervisor Creates New Planner

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22. Additional MAP Resources
— Conversation Reminder Cards
— Conversation Planners
— Quick Reference Guides
— Video Demonstrations
o MAP Planning Process
o MAP Performance Appraisal Process
http://www.hr.state.az.us/MAP/MAP_PerformanceManagement.asp
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23. MAP Implementation Experiences
— Keys to success
— Success is dependent on a stable infrastructure
(system, application, training, user readiness, support
systems)
— Customer focus is critical
— Creativity is a requirement
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24. Next Steps for MAP and the State of Arizona
— Continue to fine tune the system
— Install a web-based version of the MAP application
— Work with vendor to fine-tune the application
— Add a goal management tool
— Tweak the training model
— Assess success of the performance management system
— Celebrate success
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Join
Us!
For a book
signing
immediately
following this
session in the
SHRM
Bookstore.
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26. Questions and Answers
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