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Performance Management UNMC Human Resources

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Performance Management UNMC Human Resources Strategic Staffing & Compensation The NutsandBol ts
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Page 1: Performance Management UNMC Human Resources

Performance Management

UNMC Human Resources

Strategic Staffing & Compensation

The Nuts andBolts

Page 2: Performance Management UNMC Human Resources

Today’s Agenda

• Overview of Performance Management• Setting accountabilities, duties, and goals• Developing measures• Ongoing coaching and feedback• How to conduct the annual performance

appraisal

Page 3: Performance Management UNMC Human Resources

Performance Management Overview

1.) Manager/Employee Set: Accountabilities Duties Goals

2.) Manager/Employee agree on measures

3.) On-going coaching, feedback, and follow-up by manager through entire performance period.

4.) Annual Performance Appraisal

The Performance

Cycle

Page 4: Performance Management UNMC Human Resources

Accountabilities, Duties and Goals

DevelopmentA good place to start – job description

Accountabilities are the broad areas within a job that change little from year to year. Examples of clerical accountabilities:

-Records management-Administrative support-Customer service-Budget maintenance

Page 5: Performance Management UNMC Human Resources

Accountabilities, Duties and Goals

Duties are important and measurable outcomes set within each accountability area

Example of clerical budget maintenance duties: Process quick checks & parked document payments. Process payments & back charge dept cost centers for

advertising and background checks. Reconcile purchase card. Maintain files of receipts and purchase orders.

Goals are targets to be met during the year based on project completion.

Page 6: Performance Management UNMC Human Resources

Accountabilities, Duties and Goals

● Crisp, concise statements ● Aids understanding

● Stated forcefully ● Each objective should contain an action verb identifying exactly

what will happen as a result of activity in this area.

● Prioritized and Weighted ● gives individuals an idea of where the greatest amount of effort

should be expended

● 3 - 7 duties per accountability● Too many and some may be neglected

● Include employee in process of creating duties● Fosters understanding, agreement, and commitment

Reminders for writing duties:

Page 7: Performance Management UNMC Human Resources

Accountabilities, Duties and Goals

Core Values

Make employee aware of what they are and how they affect his/her job.

•Accountability

•Adaptability

•Communication

•Customer/Quality Focus

•Inclusiveness

•Occupational Knowledge/Technology Orientation •Team Focus

•Leadership

Page 8: Performance Management UNMC Human Resources

Measures

Four Primary Methods

1. Quality – How well was the duty performed. Example: spelling errors in documents, customer complaints, not

completing work as directed.

2. Quantity –How much, many, often? Risk is that quantity alone does not provide a measure of quality.

Example: number of phone calls received, number of reports completed.

3. Cost – Variance against budget Example: dollars spent/saved, waste, overtime incurred.

4. Time – Clock and calendar. Example: Due dates, adherence to schedule, average call response

time, projects completed per month.

Page 9: Performance Management UNMC Human Resources

Measures continued…

Methods may be combined

Example: Was the project completed on-time, within budget, and up to quality expectations.

Example of adding measures to clerical budget maintenance duties:

Process quick checks & parked document payments in a timely manner (time – ambiguous).

Process payments & back charge appropriate (quality) dept cost centers for advertising and background checks within the same billing cycle (time – specific).

Accurately (quality) reconcile Purchase card.

Maintain organized (quality) files of receipts and purchase orders.

Page 10: Performance Management UNMC Human Resources

Ongoing Coaching And Feedback

Coaching Defined

Collaboratively setting expectations

Providing training, tools, priorities, and reasonable time tables

Evaluating performance and providing feedback at time of task completion

Providing meaningful recognition and reward

Page 11: Performance Management UNMC Human Resources

Ongoing Coaching And Feedback Effective Coaching

● Communicate face to face, know when email, phone etc. is appropriate

● Listen to employee

● Use encouragement and suggestions for improvement

● Be action-oriented, not passive

● Counsel when problems/setbacks occur

● Confront when performance is not meeting expectations

Page 12: Performance Management UNMC Human Resources

Annual Performance Appraisal

Purpose (why)

● To establish a formal documented measure of employee performance

● Generate information to support human resource decisions such as promotions, transfers, reassignments, demotions, terminations, and wage adjustments

● Recognition of the importance and value of employee performance

● Address areas of improvement and set plans to correct

● Establish performance plans and discuss developmental opportunities for coming year

Page 13: Performance Management UNMC Human Resources

Annual Performance Appraisal

Costs of not managing performance effectively…

Poor employee retention Poor safety records Poor per-person productivity Lost work days Low morale

…are hidden, but significant

The Gallup Organization, 2000

Page 14: Performance Management UNMC Human Resources

Annual Performance Appraisal

Appraisals need to be OBJECTIVE

Webster’s Dictionary – “to be characterized by honesty, justice, and freedom from improper influence.”

They should be fair, impartial, equitable, candid, impersonal and based on accountabilities, duties, and goals of the job.

Page 15: Performance Management UNMC Human Resources

Annual Performance AppraisalWriting the appraisal

A. Collect data1. Job data –

Accountabilities, duties, and goals (if starting from scratch, job description is a good place to begin)

2. Employee data – Factual - number of days missed, reports turned in on time…

Critical Incidents – situations in which employees acted especially effective or ineffective. (note to file throughout year).

Review last years appraisal

Employee self appraisal Employees are not merely passive when evaluations are made Provides insight into employee’s view of their own performance Facilitates a two-way discussion between employee and manager

Page 16: Performance Management UNMC Human Resources

Annual Performance AppraisalWriting the appraisal

B. Evaluate Performance1. Begin with end in mind

What are the one, two, or three main ideas you want the person to walk away with.

PromotionGrowth in present assignment (vertical load)Broadened assignment (horizontal load)No change in responsibilities

PromotionGrowth in present assignmentNo change in responsibilities

Performance correctablePerformance uncorrectable

Review opportunitiesMake development plansReview possibility of extending responsibilityDecide how to maintain current level

Review opportunitiesMake development plansDecide how to maintain/improve current level

Plan correction/gain commitmentConsider reassignment and/or prepare for

termination

Final Rating Most Likely Prospect Discussion Objective

Superior

Satisfactory

Unsatisfactory

Appraisal Discussion Models*

* Source: (Grote, 1996, p. 153).

Page 17: Performance Management UNMC Human Resources

Annual Performance Appraisal

Writing the appraisal

B. Evaluate Performance Continued

• Three idea summary for each accountability

1. Statement summarizing how the person did with the overall accountability (include valued behaviors).

2. Specific statement(s) pertaining to duties from the data you have collected (include critical incidents).

3. Statement pertaining to continued performance – improve, stay the same, etc.

Page 18: Performance Management UNMC Human Resources

Writing the appraisal

C. Things to keep in mind

1. Keep comments objective, factual, accurate, bias free

2. For especially high or low scores – increase the amount of information to support the assessment.

3. End summary section is a good place to codify your overall message to the employee.

4. Let it settle before discussion or handing in.

Annual Performance Appraisal

Page 19: Performance Management UNMC Human Resources

Rating Scale

RATING EXPLANATION 5 Exceeds expectations. Clearly exceeds

expectations on a consistent basis.

3.6-4.9 Meets expectations & Exceeds at Times. Consistently meets all expectations and at times exceeds several.

3.0-3.5 Meets expectations, too soon to evaluate. Fully and consistently meets expectations.

2.0-2.9 Does not fully meet expectations, attention required. Does not fully meet expectations. Developmental action required.

1.0-1.9 Immediate improvement required. Fails to meet key expectations. Immediate improvement required.

Annual Performance Appraisal

Page 20: Performance Management UNMC Human Resources

Weighting

Accountability # Rating Weight Weighted Rating

1 4 45% 1.8

2 3 25% 0.75

3 3 30% 0.9

   100% 3.45

Annual Performance Appraisal

Page 21: Performance Management UNMC Human Resources

Evaluation Errors

1. Halo/Horns Failing to discriminate between the person’s strong and weak points.

(Individuals)

2. Strictness/Leniency Very little differentiation between good and poor performers. (Groups)

3. Central Tendency Lump everyone together around the “average” or “middle” category.

4. Recency Allowing the individual’s most recent behavior to speak for his/her

overall performance on a particular dimension.

5. Personal Bias Allowing specific biases, such as race, age, and gender, to enter into

performance appraisals.

Annual Performance Appraisal

Page 22: Performance Management UNMC Human Resources

Writing the appraisal

D. Legally Defensible Evaluations

1. Courts view • the performance appraisal should be job related.

2. Reasonable • the program is generally understood and accepted as reasonably

useful, fair, necessary, and objective.

3. Relevant • clear statements of performance requirements, Personality traits,

race, sex, and age are rarely job-related.

4. Reliable • Free from significant defects – Evaluation of performance for the

same individual at the same time should be consistent among different raters. Contain a minimum of subjectivity that leads to distortion. Make sure to back up more subjective judgments with documented, observable behavior.

Annual Performance Appraisal

Page 23: Performance Management UNMC Human Resources

Conducting the appraisal discussion

1. Review agenda covering the order in which you intend to cover things.

2. Review performance appraisal with employee, starting with most positive things first.

3. Clearly describe the gap between desired and actual performance.

Describe the unwanted behavior

Express how this impacts you, others, organization

Specify the behavior you would like to observe

Consequences…if corrected,…if not corrected

Annual Performance Appraisal

Page 24: Performance Management UNMC Human Resources

Conducting the appraisal discussion

4. Use active listening skills when employee is expressing their view point.

Listen carefully to what the speaker is saying

Give speaker full attention without thinking about how you are going to respond.

Don’t interrupt the speaker

Paraphrase what the speaker has said

Ask open ended questions – Tell me about…, Explain…

Avoid closed questions that can be answered “yes” or “no” that start with “is”, “are”, “could”, “would”, “do”, “did”, and “should.”

5. Speak calmly and support your statements with facts

Annual Performance Appraisal

Page 25: Performance Management UNMC Human Resources

Conducting the appraisal discussion

6. Approaches for addressing the severity of performance gaps

Discuss the issue during the appraisal without making written reference to it on the appraisal document

Include a reference to the issue in the written narrative of the appraisal document.

Include a reference to the issue in the written narrative of the appraisal document and lower the appraisal rating for the particular segment of the appraisal effected by the poor performance.

Include a reference to the issue in the overall summary of performance and lowering the final appraisal rating for the overall performance.

Annual Performance Appraisal

Page 26: Performance Management UNMC Human Resources

Rewards and Recognition

Money

Recognition

Time off

Assigned a favorable project

Advancement

Increased freedom

Personal growth

Fun

Prizes

Michael LeBoeuf

Annual Performance Appraisal

Page 27: Performance Management UNMC Human Resources

Rewards and Recognition

Gallop’s Study

Looked at over 80,000 managers in 400 companies to determine what keeps your BEST PEOPLEBEST PEOPLE satisfied and came up with 12 factors – 3 of which relate to recognition!

1. In the last 7 days, have you received recognition or praise for a job well done?

2. Does your supervisor seem to care about you as a person?

3. Is there someone at work who encourages your development?

Annual Performance Appraisal

Page 28: Performance Management UNMC Human Resources

Wrap up

• Review (change as necessary) accountabilities, duties and goals for the coming year.

• Discuss developmental opportunities

Annual Performance Appraisal

Page 29: Performance Management UNMC Human Resources

Thank you,

Questions/Comment?

Tools are available to helpNU Values Website (nuvalues.unmc.edu)


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