1. Human Resources Department Performance Management Presentation

2. AGENDA Introduction Performance Management Phases Steps in Performance AppraisalWRAP-UP Q & A 3. What - Definition and Key Concepts

Performance Management

• An on-going communication process between the staff member and

• supervisor

• A shared responsibility that involves active participation and working

• together to PLAN, MONITOR, and REVIEWstaff members work

• objectives /goals and overall contribution to the organization

4. Why do we havePerformance Management

ORGANIZATIONAL EFFECTIVENESS

PERFORMANCE IMPROVEMENT

IDENTIFICATION OF STRENGTHS

TRAINING AND DEVELOPMENT

REWARD

5. Performance Management Phases PERFORMANCE PLANNING PERFORMANCEFEEDBACK

Set and Discuss Goals

PERFORMANCE REWARDING

Monitoring

Annual Performance Review Process

6. PERFORMANCE PLANNING PERFORMANCEFEEDBACK

• Performance Goal Setting

• Developmental Goal Setting

• Establishment of performance expectations

Supervisor and employee must work together to establish::

• What is expected to effectively execute the work

• What results are to be achieved or accomplished

• How these results are expected to be achieved

PERFORMANCE REWARDING Performance Planning PhaseSelf - Assessment 7. New approaches are needed PERFORMANCE PLANNING PERFORMANCEFEEDBACK

S.M.A.R.T. Criteria for Goal Setting

• • Specific

• • Measurable: How well not How much

• • Agreed upon

• • Realistic

• • Time bound

How to SET goals

• • Identify 5 goals (3 business, one professional, one values)

• • Reference various sources

• • Review goals for clarity and understanding

• • Review goals and assess priority

• • Identify importantinterfaces, team

• • members and roles

PERFORMANCE REWARDING Performance Planning Phase : Goal Setting 8. PERFORMANCE PLANNING PERFORMANCEFEEDBACK

• Providing the provision of ongoing, timelyfeedback and coaching based on

• observable and verifiable work- related behaviors, actions and results

• Valuable performance feedback relies on timely, honest and open communication

• Feedback should be provided regularly and as close as possible to the event

PERFORMANCE REWARDING Performance FeedbackPhase 9. Performance Rewarding Phase PERFORMANCE PLANNING PERFORMANCEFEEDBACK

Actual formal performance review

Relies heavily upon development of annual appraisal that summarizes achievement of results against agreed upon targetsor establishedgoals

Process of aligning individual performance to compensation

PERFORMANCE REWARDING 10. Performance Management Phases PERFORMANCE PLANNING PERFORMANCEFEEDBACK

Review goals from the last review period, go over these and talk about how goals were achieved or not and why

Discuss employees strengths and their weaknesses in a balanced evaluation

Agree upon standards for performance for the key job responsibilities

Include a review of key performance areas or projects where an employee has performed well.

Manager should make criticisms of employees work in a constructive way. How can it be improved?

Interact during the performance appraisal process

Set quantifiable and achievable goals for the next period

Collaboratively develop a coaching and improvement plan if needed

Design a development plan together that helps the employee grow professionally

Maintain a professional demeanor and dont let the discussion get personal

Follow up with informal performance feedback

PERFORMANCE REWARDING Annual Performance Review Guidelines 11. Performance Management Phases PERFORMANCE PLANNING PERFORMANCEFEEDBACK

Exceeds expectations : Extraordinary performance. Professionalism and achievements consistently of highest order

Meets expectations : Generally competent with instances of excellent output; needs to be more consistent in certain areas.

Needs improvement : Does not meet standards and needs improvement. An interim performance improvement plan is required; must be reviewed with HR prior to discussion with staff member.

PERFORMANCE REWARDING Rating Categories 12. Annual Performance Evaluation Self-Evaluation Form 13. Mid-Year Performance Evaluation Self-Evaluation Form 14. Collaboration Enabling Disabling

Volunteering

Sharing

Open to new ideas

Reaching out

Being helpful

Actively including others

Willingness to be influenced

Listening

Affirming others opinions

Acknowledging what others bring

Being honest

Seeing everyone as a potential partner

Helping to enhance others skills and experiences

Not responding to requests

Withholding information

Excluding

Needing to be right my answer

Territoriality

Shutting people down

Not being genuine when soliciting the opinions or participation of others

Seeing others as rivals and competitors

Focusing on the shortcomings of others

Bullet point with text wrap applied

15. Compassion Enabling Disabling Open to new ideas Hearing people out Taking risks Offering new ideas Allowing other ideas to fail Being proactive Learning from past Adapting, being flexible Taking responsibility Being persistent Finding & investing in innovations Doing homework Acting, resulting orientation Showing leadership Being constructive

Blaming

Judging

Negativity

Shooting others down

Staying in comfort zone

Fear of failure

Not taking a chance

Assuming that the only way to do things is the way theyve always been done

Always looking for the reasons why something new might fail

Punishing reasonable and good faith efforts to try new ways of operating

Judging ideas based on the power or influence of the person making them

16. Social Justice Enabling Disabling

Being conscious of people not in the room

Including & providing access for people not in the room

Do no harm

Enhancing the freedom & agency & capacity of those with less power

Sharing power

Being the change agent

Not imposing aproject on others

Playing fair

Taking time to understand underlying cases

Using our access to provide access & voice to people who dont have it

Being aware of & making manifest the power of those who people say are powerless

Creating rules & systems that are fast & sticking with them

Judging people on the basis of character and wisdom and not personal characteristics and stereotypes

Ensuring that everyone has opportunity to fulfill their potential

Making the rules in any system fair to all its stakeholders

Excluding people

Hoarding power

Quick fixes

Side-stepping rules, gaming the system

Harboring or reinforcing prejudice

Speaking or acting in ways that demean individuals or groups

Using humor as a tool to reinforce harmful stereotypes

Failing to take positive action to secure more just and equitable circumstances for others within ones sphere of influence

Embracing historical customs that have their roots in hierarchy and privilege for some and harm to others

Assuming others will address a problem and not taking personal responsibility

17. Integrity Enabling Disabling

Consistently honoring all of our core values

Being honest & fair

Choosing honesty/fairness over looking good

Keeping commitments/meeting deadlines

Respect, respecting others

Taking responsibility

Take high road

Maintaining Confidentiality

Doing right thing, even if hard choice and results in some personal price to pay

Whistle-blowing

Being trustworthy

Direct, constructive criticism

Direct, honest and timely communication

Being indifferent to values

Taking values seriously only when its convenient or serves a personal purpose

Elevating the well being of self above the well being of others

Being defensive when personal conduct is challenged

Talking behind peoples back

Not taking a stand, going with the flow

Not telling the truth or not being altogether candid

Failing to honor promises and commitments

Taking credit for the work of others. Not exercising careful stewardship with resources

Taking shortcuts

Personal conflicts of interests

Inappropriate use of work time

Being sanctimonious or arrogant about values

18. Performance Management Cycle Goal Setting Feedback

Review job description for responsibility

Establish performance goals and measurement

Establish developmental goals and measurement

Transparent, honest, open communication

Regular and tied to actual events

No surprise s

Results against goals

Identify strengths/development opportunities

Basis for compensationrecommendation

PerformanceEvaluation 19. Performance Management Calendar DATE Dec.1 Jan. 5 Performance Review Assessment Period The following activities should take place and must be completed: Includes Self -Evaluation, Manager-Evaluation, Meeting with Unit-Leaders on 2007 Performance Evaluation and 2008 Goal Setting (Business Goals, Value Goals and Developmental Goals) Jan. 2-30 HR discussion regarding developmental plans for 2008 with each unit Jan. 8-12 Submission of signed/final 2007 Performance Evaluation Form Submission of 2008 goals Jan. 15-18 Review of Ratings (HR) Jan. 19 Finalize Ratings Jan. 30 1 stPayroll with new rate effective 1/1/08(retro-active)