Supervisory Update 2008Presenters:

Karen CherwonyMarie Amey-Taylor

Eric Brunner

Program GoalsProgram participants will receive timely and valuable

information on: • PDP’s new and required competency on Policy

Compliance• Temple University’s Non- Retaliation Policy, NCAA

policy, others• Employee engagement - How to define, assess and

enhance your own and other employees’ engagement as a key to enhanced performance

• FY 2007-08 PDP evaluation process, the Non-Bargaining Salary Increase Process for 2008

• How to prepare and conduct an effective performance review meeting

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PDP Competency UpdatePolicy Compliance:

Required University-wide Developmental Competency

Description: reads, completes required training programs, and complies with all University and employment policies including: anti-harassment/ discrimination/retaliation policies, conflict of interest policies, falsification of data/information and all NCAA policies. (see Section 13 and 14 of Employee Manual, and for retaliation policy http://www.temple.edu/hr/departments/employeerelations/documents/Retaliation-Policy.pdf)

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NCAA Rules Apply to All TU Employees

NCAA rules prohibit any Temple University employee from providing an extra benefit(s) to a currently enrolled

student-athlete (or their family or friends).

What is an extra benefit?• Any special arrangement by a TU employee to

provide an enrolled student-athlete with something that is not generally available to general student body

• Examples include, but are not limited to: transportation to any location outside a 30-mile radius of campus; free or reduced merchandise or services; a meal at a restaurant on more than an occasional basis; use of a department or personal phone to make long distance calls; or holiday gifts

Simple Situations = Violations

• Using the name or picture of an athlete to advertise your product

• Loaning a player money to get home for the weekend

• Giving an athlete’s parents movie or concert tickets

• Giving a player a ride home for spring break

Simple Situations = Violations• Letting athlete use your cell phone to call

home to tell parents outcome of a game• Going to a h.s. game and giving a

prospective student-athlete a media guide• Giving a player chocolate candy for

Valentine’s Day or birthday• Fixing an athlete’s flat tire for free at an

auto body shop that you own• Giving an athlete free hair cut

Penalties for Breaking NCAA Rules• Any student-athlete who accepts an extra benefit

is in violation of NCAA regulations thereby jeopardizing the student-athlete’s eligibility for intercollegiate competition.

• The university will take appropriate disciplinary action against any employee found to have provided a student-athlete with an “extra” benefit as defined by the NCAA regulations. Such action may include, but is not limited to, restricting the employee’s involvement with the University’s athletic program and/or other disciplinary action up to and including termination.

What Supervisors and Employees Should Remember

• Ask questions before interacting with a student-athlete beyond the scope of what one would do with the general student body.

• If all students don’t receive a benefit, then a student-athlete should not receive the benefit.

• NCAA rules are complicated and very strict; please get approval for any actions concerning student-athletes. – contact Sherryta Freeman sherryta@temple.edu – 1-4923   STUDENT ATHLETIC ADVISING  

Anti-Retaliation In Employment Temple University is committed to maintaining a work

environment free from any form of unlawful discrimination or harassment.

In an effort to foster such an environment, and in conformity with all federal, state and local laws , Temple University strictly prohibits any form of retaliation against an employee who:

• makes a good faith complaint • or reports conduct prohibited by Temple’s policies,

procedures or rules of conduct or other conduct prohibited by law or regulation.

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Anti-Retaliation In Employment

Temple University policy further requires that all employees cooperate with Temple University in any internal investigation of any matter and to provide honest, truthful and complete information to the best of the employee’s ability.

Accordingly any employee who participates in an internal investigation is protected from retaliation under this policy.

Anti-Retaliation In Employment The “action” that forms the basis for retaliation can

take many forms, and includes, but is not limited to:

• any action or conduct that deprives the individual of employment opportunities

• or otherwise adversely affects the individual’s status as an employee or the work environment.

• Any employee found to have retaliated against another employee in violation of this policy is subject to discipline, up to and including termination from employment.

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Anti-Retaliation In Employment Temple University employees who believe an

employment action is based on reporting prohibited behavior or participating in an investigation of such behavior are to:

• contact the Human Resources Department• and may also file a complaint with the Office of

Multicultural Affairs if the reported behavior/ investigation involved unlawful discrimination or harassment, including sexual harassment

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Anti-Retaliation In Employment

Temple University takes all complaints of retaliation very seriously. The Human Resources Department and the Office of Multicultural Affairs will work together to investigate all complaints in a timely manner and to take appropriate steps to address claims of retaliation when substantiated.

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Anti-Retaliation In Employment • In addition, under federal law, the federal government is

entitled either to bring suit in federal court or to commence administrative proceedings against persons who knowingly submit false claims for payment under the Medicare or Medical Assistance programs.

• The medical school has a compliance program that directs employees with questions concerning billing or payment under these programs to Ann Maikner @ 2-4048 , annamarie.maikner@tuhs.temple.edu or Human Resources. Employees who suspect any improper billing or payments are expected to report the problem. See also Employee Handbook 13.18 Anti-Retaliation In Reporting Violations of Medical Services Compliance – False Claims Act

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Anti-Retaliation In Employment

• Employees who provide information to Temple or the government are legally protected against retaliation. Temple University policy prohibits retaliation against any employee for reporting suspected wrongdoing.

• http://www.temple.edu/hr/departments/employeerelations/documents/Retaliation-Policy.pdf

From Performance to Talent Management

Employees are Our…

Highest CostWhat does the

employee cost us?Focus on reducing

COSTS

Greatest AssetWhat is the employee

worth to us?Focus on maximizing

human capital, PERFORMANCE

Most Important Investment

What are we worth to the employee ?

Focus on recruiting, retaining and engaging

the best TALENT.

1980s

1990s2000s

Talent Management Is• Process of creating a work environment where

engaged people perform to the best of their ability• Begins when a job is defined and ends when

employee leaves your organization• Goal is to align organizational mission and vision

with employees’ goals and performance• More than traditional, annual, end of the year

performance appraisal– Setting performance expectations/goals, development,

feedback, coaching, rewards

Employee Engagement

The Gallup Organization has empirically established that the most effective way to improve performance is to increase engagement.

• When employees have choices, they will act in a way that furthers their organization’s work

• An engaged employee is fully involved in, and enthusiastic about, his/her work.

Employee Job Satisfaction, Engagement and Performance

Job Satisfaction

EmployeeEngagement

ProductivityPerformance

Retention

What Exactly is Employee Engagement?

The Conference Board, 2006• Reviewed 12 major studies on employee

engagement • Developed a blended definition

“a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work.”

• Identified 8 key drivers

Source: “Employee Engagement: A Review of Current Research and Its Implications,” the Conference Board, 2006

8 Key Drivers

1. Trust and integrity-how well mangers communicate and “walk the talk”

2. Nature of the job – Is it mentally stimulating?3. Line of sight between employee performance

and company performance – Do employees understand how their work contributes to the company’s performance?

4. Career growth opportunities – Are there future opportunities for growth?

8 Key Drivers

5. Pride about the company – How much self-esteem does the employee feel by being associated with their company?

6. Co-workers

7. Employee development

8. Relationship with one’s manager

Other Key Findings• More difficult for large organizations to

engage employees• Drivers vary by age

– Employees under age 44 rank challenging environment and career growth opportunities higher than older employees

– Older employees value recognition and reward for their contributions

• Direct relationship with manager is strongest driver across companies and ages of employees. Employees leave their supervisors not their organizations.

Engagement Matters• Getting Engaged: The New Workplace

Loyalty Tim Rutledge –truly engaged employees are

attracted to, and inspired by, their work ("I want to do this"), committed ("I am dedicated to the success of what I am doing"), and fascinated ("I love what I am doing)

Engagement Matters• 1999, The Gallup Organization

– engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer.

– "engagement with employees within a firm has shown to motivate the employee to work beyond personal factors and work more for the success of the firm."

Can Employees Love Where They Work?

PeopleMetrics 2007 Employee Engagement Study• Can employees love the company they work for?• If they can and do, does passion pay?• Studied 5,095 workers in companies ranging from 50

to 100,000+ employees• Measured engagement along four measures

– Retention: desire to stay– Effort: motivation to give more than is required– Advocacy: actively recommend the company as a great place

to work– Passion: “love” the organization

PeopleMetrics Found• Is there a relationship between employee

engagement and organizational and individual performance? YES• Passion and Profits Mix

– Fortune 500 companies in the lowest quartile in profitability, had 50% fewer engaged employees compared to those in the top quartile.

• High performing employees were twice as engaged as their low performing counterparts

Drivers of Engagement

Employee Engagement

Results ofEmployee

Engagement

Characteristics of the working environment that

predict, and possibly cause, employee engagement

Attitudes and behaviorsthat define a person’s

propensity and willingnessto give discretionary effort

at work.

Desired outcomes for the total organization and

organizational unit that willbe favorably influenced by

employee engagement.

Employee Engagement Model

First Break All the Rules:What the World’s Greatest Managers Do Differently

Buckingham & Coffman

12 Questions: Core Elements to attract, focus and keep the most talented employees

1. Do I know what is expected of me?2. Do I have the right materials and equipment I need to do

my work right?3. At work, do I have the opportunity to do what I do best

every day?4. In the last seven days, have I received recognition or

praise for doing good work?5. Does my supervisor, or someone at work, seem to care

about me as a person?6. Is there someone at work who encourages my

development?

Q 12 Continued7. At work, do my opinions count?8. Does the mission/purpose of my company make me feel my job is important?9. Are my co-workers committed to

doing quality work?10. Do I have a best friend at work?11. In the last six months, has someone at work talked to me about my progress?12. This last year, have I had opportunities at work to learn and grow.

Why do more than 70 million US Workers Receive Performance Reviews?

Still seen as a way to:• Raise productivity and improve performance• Provide employees with expectations/goals

and feedback on how well they met them• Identify talented individuals

for advancement• Differentiate salaries

A 12 Step Program for Effective Performance

Improvement/Review Sessions Prior to the Session1. Double-check yourself and ask

A. Are my expectations crystal clear?B. Are my expectations reasonable?C. Was adequate training provided?D. Does the employee understand WHY it’s important to

do the job correctlyE. Have I held the employee (and others) accountable

for non-performance?F. Do I consistently recognize and reward positive

performance?G. Have I given the employee freedom to be successful?H. Have performance obstacles been removed?

Prior to the Session2. Clearly define and analyze any

performance problems a. The discrepancy between the employee’s

performance and my expectations is….b. The impact on our team and/or

students/customers is….3. Practice the session4. Select the right place and time to conduct

the session5. Have suggestions/recommendations in

mind, but be open to input from employee

During the Session6. Inform the employee specifically and up-front

why you called the meeting7. Gain agreement if there is a problem and state

the specific consequences if the problem continues or identify the strengths of an employee and find ways in which they can be developed/reinforced

8. Discuss next steps and/or an action plan9. Reinforce commitment to the employee’s

success in their position

After the Session

11. Document/summarize the session in the employee’s action plan

12. Monitor the agreed-upon action plan to ensure success

7 Ways to Make Sure A Constructive Feedback Session Fails

1. Base your remarks on rumors, assumptions, and hearsay.

2. Wing it, don’t plan.3. Criticize the person instead of the performance

problem.4. Counter every employee response with, “Yeah,

but…”5. Deal in generalities without specifically identifying

the performance in need of improvement.6. Allow the employee to blame others7. Don’t follow up or check for improvement

Non-Bargaining Salary Increase Process 2008• Non-bargaining PDP’s due June 13• Non-Bargaining Salary Scales – 2%

adjustment• Salary Pool – TBD • Process – July 1 – Salary Files Sent• Range of Increases/PDP Score – same as

last year

Salary Increases – Non-Bargaining Employees

FinalPDPRating

Final RatingBelow 1.86

Final Rating 1.87-2.85

Final Rating2.86 – 3.50

Final Rating 3.51-4.0

Eligible Increase

0 1.5% – 2.0%

2.25% – 4.5%

3.0% - 6.0%

Non-Bargaining Salary Increase Process 2008

• PDP not done – still eligible for increase – but increase not effective until PDP completed

• Below 1.86 – not eligible for increase• If hired after Jan 1 – not eligible for an

increase• Salary increase must be approved by Sr. VP

& in HR by July 17

Non-Bargaining Salary Increase Process 2008

• MAJOR CHANGE – EXCEL BONUSES– Single (up to $2000) – Team (up to $4000)– Only for about 20 – 25% of population– Sr. VP needs justification – HR does not– Must be approved by Sr. VP - in HR by July 17 – Absolutely no exceptions this year– To nominate someone outside unit, contact that

person’s supervisor

Reminders

• Due dates: June 13 for Non-Bargaining PDPs and June 30 for all union PDPs

• Future Goals must be added to PDP in order for the submission process to be complete

• 2008/09 Competency - Clear Communication

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Questions

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