EFFECTIVE PERFORMANCE
MANAGEMENT AT
NORTHEASTERN UNIVERSITY
presented by
Susan Batutis, Compensation Manager, HRM
Lidia Rosado, Sr Compensation Analyst, HRM
2
Training Agenda Introduction Performance Management Cycle
Performance Planning Ongoing Coaching and Feedback Performance Review
Questions & Answers
3
To create and foster an ongoing, two-way
communication process
To clarify expectations between the
manager and the employee
To assist employees in reaching personal
and professional goals through skill
development
To link individual employee behavior with
the Unit plans and University Aspiration,
placing actions within the context of the
University mission
Goals of Performance Management
4
End of Year Appraisal
Summarize critical goals and achievements
Establish overall rating based on performance throughout the year
The Performance Management Cycle
Performance Planning
Phase I
Coaching and Feedback
Phase II
Performance ReviewPhase III
Goal PlanningClarify job
requirementsEstablish annual
goalsLink goals to larger
college or departmental goals
Plan professional development
Ongoing Coaching and Feedback
Confirm areas for focusProvide constructive
feedback
Documentation
5
Roles in Performance Management The Manager
• Shared accountability• Coach and mentor• Clarify business direction• Provide resources• Identify obstacles
The Employee • Shared accountability• Proactively provide input• Continual self assessment• Take personal ownership for development
HRM • Providing the tools, training, and guidelines for effective design and administration of performance management and compensation programs• Consulting with managers and employees on the program processes or individual issues. For assistance, contact Kathy Raiz, Sr. HR Consultant (X5385)
Division/Institutional Advancement
• Communicating University/area mission and goals• Identifying resources for employee development• Assist in administration of performance management program in consultation with HRM
6
Ongoing Coaching and Feedback - Phase II
Confirm areas for focus Provide on-going feedback Affects individual performance by
encouraging (or discouraging) specific behaviors
Provides a context through which to guide future performance
Gives employees an opportunity to express their needs, concerns, expectations
Progress review re-focuses employee and manager efforts
Offers the opportunity to make modifications to job requirements/ goals given University needs
7
Ongoing Coaching and Feedback –
Phase II
F
A
S
T
F. A. S. T.
requent – provide feedback on a regular, ongoing basis
ccurate – be exact; don’t exaggerate
pecific – use examples; avoid general statements
imely – give feedback as close to the event as possible
8
Ongoing Coaching and Feedback Phase II
• Types of feedback– Corrective
• Attempts to change the specific behavior of an employee
– Positive• Reinforcing performance through an
active effort to praise particular actions and accomplishments
9
Managing Problem Performance
Describe the problem in a friendly manner
Ask for the employee’s help in solving the problem
Discuss causes of the problem Identify and write down possible
solutions Decide on a specific action each of you
will take Agree on a specific follow-up date
10
Ongoing Coaching and Feedback Phase II
• Communication Tips– Sensitivity
• Feedback should be delivered with empathy and sensitivity.
– Confidential• Feedback should be provided face to face and in
private. Choose the appropriate time and location.
– Prompt• Feedback should occur in a time frame close to the
event or behavior under consideration.
11
Performance Review
• Before we go any further, let’s take a step back and look at your experience with Performance Reviews….
12
Desired Outcomes for the Performance Review
Mutual understanding and agreement of performance against expectations
Employee’s self-esteem is supported Employee feels evaluated fairly Working relationship is maintained or
improved
13
Preparation is the Key! Keep documentation
throughout the year
Allow enough time before the review meeting to reflect on the events of the past year
Solicit input from colleagues with whom the employee has worked with Ask the employee to review
his/her own performance and documentation
14
Performance Review Meeting Agenda
1. Set the stage
2. Review and discuss employee’s assessment
3. Compare results vs. expectations
4. Discuss reasons
5. Summarize trends
6. Plan for the upcoming year
15
No Surprises!
Reinforces importance of coaching and feedback
Recognition shouldn’t be a surprise either
16
Consists of two parts:
Written document placed in employee file
Formal end of year meeting
Summarize critical goals and results achieved
Compare actual to expected performance
Establish overall summary rating
Performance ReviewPhase III
17
Forms and Materials
Document Description
Guidebook/ Training Supplement
Overview of performance management cycle, administrative process notes, background and reference material
Performance Appraisal Form
Formal written evaluation of employee performance; signed original due to HRM May 1, 2006
Goal Planning Form (optional)
Optional form to help in setting work goals; not submitted to HRM
Brief Guidelines
Instructions on how to fill out Performance Appraisal form
18
5/1
Evaluations Due to
HRM
7/1
New Salaries Effective
Key Performance Management Dates
2/10
Performance Managemen
t Training Session
offered by HRM
As has been done in the past, managers who have not submitted performance reviews for all of their employees will have their own merit increases withheld