1 Performance Management Work Plan Development Performance Evaluation Process Objectives Why would a Performance Management System be defined under state law? (G. S. 126-4) Work Plans: What are specific, measurable performance expectations? The 5-point performance rating scale Why is the process so important? HR Management System On Boarding Sequence Employee Hired Share Work Plan within 30 days Submit Work Plan within 60 days End of Six Months (Probation in most cases) Complete competency assessment Do Interim Review with permanent employees At end of cycle, do Performance Management (March) As business needs change, if competency level of employee changes, revise competency assessment and submit with Budget form for approval of increase
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Performance Management
Work Plan Development
Performance Evaluation Process
Objectives
Why would a Performance Management
System be defined under state law? (G. S.
126-4)
Work Plans: What are specific, measurable
performance expectations?
The 5-point performance rating scale
Why is the process so important?
HR Management System
On Boarding Sequence
Employee Hired
Share Work Plan within 30 days
Submit Work Plan within 60 days
End of Six Months (Probation in most cases)
Complete competency assessment
Do Interim Review with permanent employees
At end of cycle, do Performance Management (March)
As business needs change, if competency level of employee changes, revise competency assessment and submit with Budget form for approval of increase
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Performance Management
(Standard Program)
History
Work cycle year
Rating Scale (1-5)
Three phases:
Planning (Development of Work plan) 20%
Managing (Interim Review & Interaction
Management) 60%
Appraising (Completion of Evaluation) 20%
Mandates and Guides
NC Law (G.S. 126-7)
The Performance Management System shall ensure that all employees:
(1)are aware of what is expected of them,
(Write a clear and concise work plan)
(2) are provided with continuous feedback about their performance,
(Monitor and Coach – Interactive management)
(3) are provided with opportunities for education, training and
development, and
(Encourage improved performance and growth)
(4) are rewarded in a fair and equitable manner.
(Consistently rate all employees)
Mandates and Guides
Office of State Personnel
State Personnel Manual, Section 10
University Policy
Policy Statement # 103.2
A work plan and Performance Management
are legal documents often used in
employment grievance hearings and court
cases
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Performance Evaluation and
Competency Assessment
Performance Management measures whether employee meets supervisor’s expectations for satisfactory work
Competency Assessment measures demonstrated competencies against market standards to determine fair compensation
CAREER
DEVELOPMENT
PLAN
Advanced
SALARY
DETERMINATION
POSITION
AND
INCUMBENT
POSITION &
REQUIRED
COMPETENCIES
INCUMBENT
Contributing
Journey
COMPETENCY
ASSESSMENT
PERFORMANCE
MANAGEMENT
•OUTSTANDING
•VERY GOOD
•GOOD
•BELOW GOOD
•UNSATISFACTORY
•CONTRIBUTING
•JOURNEY
•ADVANCED
“Reward” is not in Compensation
The Performance Management System has been used to determine variable pay increases based on numerical ratings only once in this century -- 2000.
Employees with Performance Management ratings of overall 1 or 2 may receive a Cost of Living percentage but not a Career Growth percentage if the exclusion is written into legislation.
The SPA salary administration system has not functioned as a ‘performance based’ system.
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…But in Performance Management!
Benefits the employee by answering:
What is my role?
What do you expect?
How can I improve?
Benefits the supervisor by offering:
Identification of difficulties
Opportunities for planning
Productivity measurements
Benefits the organization by encouraging:
Better communication with employees
Response to training needs
Employee development and retention
First Step: Development of Work Plan
(Planning Phase)
Three key parts
Functional Competencies & Behavioral
Competencies
Priority importance of Functional Competencies
The Supervisor’s Results Expectations and
Behavioral Expectations (Goals)
Functional Competencies
Functional Competencies will tie together the Position
Description, the Work Plan, and the Competency
Assessment
For each functional competency area, the supervisor
develops expectations (goals) of job-specific outcomes
that will result from good performance
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When is the Work Plan Done?
Best time to develop work plan is along with
the position description
In employee’s first month, go over work plan
carefully.
Process is to be completed 30-60 days after a
hire.
Supervisor is prompted to submit by HR
Results Expectations for Functional
Competency Areas
Definition – specify the desired ‘outcome’ or ‘product’ of the work performance
Must be ‘realistic’, ‘observable’, & measurable
Written at the meets expectation level
Use S.M.A.R.T. criteria: Specific
Measurable
Achievable
Realistic
Time-Bound
Writing Expectations for Functional
Competency Areas (examples)
Customer Service, Will answer all phone
messages and emails within one business
day and if unable to provide customer with
answer will refer to appropriate person.
Program Knowledge, Capable of explaining
functions of office to outside customers.
Direct them to appropriate person for
assistance and ensure all documentation
from vendors are assorted and forwarded to
correct department.
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Writing Expectations for Functional
Competency Areas (examples)
Information/Records Administration: Incoming applications are keyed into system within 24 hours with no more than one error
Work Coordination: Rooms for event and meetings are scheduled one month in advance. Meeting notices are sent out 2 weeks before event.
Safety Compliance: Receives a minimum of 90% on safety inspections during reporting periods
Behavioral Competencies
Definition – the attitudes and values demonstrated by
an employee in carrying out responsibilities.
Major “behaviors,” ‘how’ an employee performs the
responsibilities assigned to the position.
The total number of behaviors and key
responsibilities listed in a work plan should not
exceed 12.
Examples: customer service, teamwork, attention to
detail, communication, organizational awareness,
leadership
Behavioral Expectations
Definition – supervisor specifies the desired
‘process’ or ‘behavior’ in which a task is to be
performed.
Must be ‘realistic’, ‘observable’, & measurable
(when appropriate)
Written at the meets expectation level
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Sample Behavioral Expectations
Performance Evaluations ends Work Cycle
Year
All SPA employee’s performance is evaluated during
the work cycle year:
From March 1 to the last day of the next February
General Statute mandates annual submission of 1-5
performance rating for each employee.
Rating Scale
5- Outstanding
4- Very Good
3- Good, meets expectations
2- Below Good
1- Unsatisfactory
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Interim Review
Definition – mid-cycle review of performance
September – October (6 months into work cycle)
Review Functional Competency Goals/Expectations with employees
Discuss Successful Work Behaviors
An improvement plan may be needed
“Improvement Plan” form on web
Evaluation/Evaluation
Conducted at end of work cycle (March – April). Human Resources will send notification to supervisors mid February.
Be prepared:
To gather your documentation of performance and achievements throughout the year.
If desired, supervisors may encourage employees to provide self-evaluations to which they may then respond.
Also future goals for the next year.
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Methods of Evaluation Checklist
If employee self-evaluation is used
Employee Self-Evaluation Option
Supervisors may provide an employee with the option
of evaluating his or her own work performance.
The employee may include comments in the
“Employee Self-Report” field for each competency.
Employee comments must be followed by
supervisor’s own clearly identified evaluation, and the
supervisor must provide the final rating in the column
to the right
If this option is used, “Self-Report” must be checked
occupational groups. State of NC, Office of State Personnel 2008 Compensation and Benefits Report
Competency Assessment
Since Performance Evaluation are not intended for merit based pay, Competency Assessment was introduced for employee compensation.
A market focus was combined with a competency-based position structure and assessment plan
Functional Competencies were identified for each career band and described at three levels of competency which each correspond to different levels of market pay within the band.
Career Band Market Range
(Accounting Technician)
$24,605 $37,200 $52,374
J-MRR: $37,200 C-MRR: $27,831 A-MRR: $44,752
Questions We Ask
What is this set of required competencies worth in current market?
What does the pay factor of “internal equity” and basic good judgment allow on our campus?
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Salary Administration
Salary increases may be approved when
employee demonstrates new or better
developed competencies within the same band
level in response to business need
Funds must be available
Must have a business need
Internal alignment must be considered
Unlike the Performance Management, the
Competency Assessment is directly used as a tool
to set and increase pay based on market rates.
Example of Competency Assessment
Shortened
documentation
A “5’ is NOT “Advanced”
Outstanding employees are found at all market levels. The C, J, A terms define positions in terms of market and business need.
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Compensation & Position
Management Team
Kieffer Gaddis Classification and Compensation Manager 7-0654
Hal Walter Classification and Compensation Consultant 7-0655
