Download Preparing for the review

Performance
Management
Overview
Presenter:
Kathleen Nagle-Roides
Partners:
Chris Berger
Debby LaRocco
Andre’ O’Leary-Fenwick
Corina Velasquez
Human Resources
Icebreaker!
Agenda
•Introductions
•Performance Management
•Timelines
•Process
•Alignment
•Employee Responsibilities
•Supervisor Responsibilities
•PeopleAdmin – The System
•Supervisor Portion
Introductions
Chris Berger
Assistant Director, HR Technology / Records Management
Background:
• 28 years of HR leadership (strategy/process/service improvements)
• Focus: Supporting HR service areas with process and technology
• Motto: “Ride the Wave” When things get “bumpy” and “not as predicted,” do not freak
out, just ride the wave.
Debby LaRocco
Assistant Director, Benefits & Wellness
Background:
• Over 30 years of employee benefits administration and management (9 years higher
education/25 years healthcare). National certifications SPHR and SHRM- SCP
• Focus: Lead the benefits team to administer, provide and communicate a comprehensive
employee benefits package that fits each individual’s needs.
• Motto: The true value of any employee benefits package is the employee’s understanding
and knowledge of what they have.
Introductions
Andre’ O’Leary-Fenwick
Assistant Director, Compensation & Classification
Background:
• 15 years of combined experience in K-12 education/higher education, 12 years of HR
experience (compensation/classification, recruitment & benefits), national
certifications PHR and SHRM-CP.
• Focus: Guide managers to develop well written job descriptions that are ADA and
FLSA compliant that will tie the position description to job performance management.
Provide salary analysis that meets equity internally with external competitiveness
(within budget limitations).
• Motto: Be flexible to respond to changing internal and external circumstances.
Corina Velasquez
Manager, Employee Success
Background:
• 15 years in education
• Focus: Employee Success, 5 Star Academy
• Motto: Make better happen!
Introductions
Kathleen Nagle-Roides
Assistant Director, Employee Relations & Engagement
Background:
• 20 years at the University of Rochester – HR, Talent Management, Employee
Relations
• Focus: Employee Relations and Performance Management
• Motto: Stay positive, work hard, and make it happen!
*TM: a set of integrated organizational HR processes designed to attract, develop, motivate, and
retain productive, engaged employees.
Performance Management
•Shared process between employees and supervisors:
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Gain a shared understanding of work expectations and goals
Exchange performance feedback
Identify learning and professional development opportunities
Evaluate performance results – should not introduce new deficiencies
•This process empowers FGCU to create and sustain a workplace
environment that:
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Values continuous improvement
Adapts well to change
Strives to attain ambitious goals
Encourages creativity and innovation
Promotes learning and professional development
Is engaging and rewarding for employees
Timeline – we are here!
July
Planning and
goal setting
stage
(supervisor
responsibility)
Prepare / set
new goals for
new FY
January
May/June
Midyear
Reviews
Final Review
Stage
Goals to be
measured /
realigned if
necessary
Goals /
performance to
be measured,
rated, shared
with employees
PIPs if not
meeting goals
Note for SP Employees: 90 day probationary
period review (email prompt)
June 30
Annual Reviews
due
electronically
Includes A&P
and SP
employees
Timeline for Year-End
What Do Employees Want?
•To know what’s expected of them
•To have the tools to do their work
•To receive recognition and praise for doing good work
•To have someone encourage their professional development
•To have coworkers who are committed to quality work
•To discuss their progress and receive feedback
•To have opportunities to learn and develop professionally
•To have the opportunity to do their best every day
Gallop Research
Process
Performance
Planning
Formal
Performance
Review
Alignment w/
Mission &
Goals
Midyear
Performance
Check-In
Day-to-Day
Coaching &
Feedback
Performance Planning
Plan for the coming year in the following areas:
•Clarify the expectations and standards for the role
• What is expected of someone in this role?
• What standards must be maintained?
•Set performance goals
• What will the employee strive to achieve in the coming year?
•Set professional development goals
• What knowledge/skills will the employee work to develop or enhance in the
coming year?
Performance Planning
•Ensure a mutual understanding of the job responsibilities
• What is the nature of the role?
• What are the primary responsibilities?
•Ensure a mutual understanding of standards and expectations
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What expectations and standards must be met?
What are the quality measures that will be used to determine success?
What are the “customer” expectations that must be met?
What are the time expectations?
•Set performance goals
• Goals define what results the employee will strive to achieve by the end of
the established time period.
• Use SMART goals
SMART Goals
Examples:
Not a SMART goal:
• Employee will improve his/her writing skills.
• Does not identify a measurement or time frame, nor identify why the improvement is needed or
how it will be used.
SMART goal:
• The Department has identified a goal to improve communications with
administrative staff by implementing an internal departmental newsletter.
Elaine will complete a business writing course by May 2017 and will publish
the first monthly newsletter by September 2017. Elaine will gather input
and/or articles from others in the department and draft the newsletter for
supervisor review, and when approved by supervisor, distribute the
newsletter to staff by the 15th of each month.
Day-to-Day Coaching
•Discuss performance on a regular basis; not just during the formal
review
•Share the feedback
• Employee’s successes
• Areas needing improvement
•Seek employee input about the work process and results
Day-to-Day Coaching
•Discuss performance on a regular basis; not just during the formal
review
• Effective coaching occurs through conversation.
• Dialogues not monologues
• Occur regularly, rather than being reserved for formal reviews
• Balanced – address strengths as well as areas of concern
• Collegial and conducted with respect, both in words and non-verbal behavior
•Provide appreciative feedback – recognize successes
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Pay attention – catch people doing great work and recognize!
Attach praise to meaningful results – use specific examples
Thank people in person from time-to-time
Celebrate successes – re-energize and motivate continued commitment to
success
Day-to-Day Coaching
•Address concerns and solve problems
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Be timely
Do not overreact to an isolated incident / situation
Address a manageable number of concerns at one time
Be specific and give concrete examples
Focus on observable actions and the impact
Focus on problem resolution rather than blame
Engage in a dialogue vs. a monologue
Collaborate to accurately define the problem and brainstorm solutions
Day-to-Day Coaching
•Conversation steps when addressing concerns:
• Present your view of the problem.
• Action-Impact is a good format to present concern
• State the ACTION (behavior) you observed
• Describe the IMPACT the action had on results
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Invite and hear the other’s view of the problem / concern.
Listen non-defensively and seek to understand the other’s perspective.
Identify a definition of the problem that is agreeable to both.
Brainstorm possible solutions.
Agree on a strategy to implement.
Schedule a follow-up meeting to check the success of the strategy.
Midyear Check-In
•Meet to discuss performance progress (“check-in”) at six (6) months.
•Identify successes and needed improvements in each of the following
areas:
• Meeting expectations and standards
• Achieving performance goals
• Achieving professional development goals
Midyear Check-In
•Check progress
• What is working well?
• What is not working?
•Make mid-year adjustments where needed
• What changes would enhance performance or progress toward the goal?
•Start / Stop / Continue
START: What we are not doing and should be doing
STOP: What we are doing because it’s not working
CONTINUE: What we are doing because it’s working
Formal Review
•This is the stage we are at now!
•Meet annually to review feedback from the previous year; reflect on
conversations from midyear
•Document performance outcomes and professional development
results
•Start to begin planning for the upcoming fiscal year
Formal Review
•Supervisors and employees work together to:
• Review the employee’s work achievements and challenges over the past year
• Think about establishing work expectations and performance goals for the
coming year (formal planning will begin in July)
• Think about defining the employee’s professional development goals and
learning plans for the coming year (formal planning will begin in July)
•Forms in this process assist supervisors and employees in preparing for
performance review discussion.
• Reviews are most effective when the forms are used to help prepare for a
conversation and document the outcomes rather than as a substitute for the
conversation.
Formal Review
Preparing for the review
•Review the following:
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Job description
Standards and expectations
Past year goals and objectives, midyear review
Other documentation gathered during review period
•Request the employee complete performance self assessment by
reflecting on the following:
• Successes and challenges over the past year
• Additional support he/she would like from supervisor
• Additional skills / knowledge he/she would like to develop or enhance
Formal Review
Preparing for the review (continued)
•Complete the performance evaluation form in a DRAFT format
•Be prepared to share perceptions and feedback about the employee’s
performance over the past year, including:
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Key achievements and successes
Performance concerns and/or challenges
Changes and enhancements that you recommend (or require)
Learning opportunities relevant to the employee’s job function that would
help enhance current skills or develop new ones
• Key employee strengths and contributions over the past review period
Formal Review
Conducting the Review – The Conversation!
•Share the feedback about the employee’s performance
• Include information about strengths and successes and areas needing
improvement
• Communicate the rating you have assigned for each of the performance
indicators
• Provide rationale for each rating – include behavioral examples whenever a rating
is above or below “meeting expectations”
•Invite and listen to the employee’s assessment of his/her performance
•Ask the employee to share his/her feedback for you, including ideas for
improvement
•Re-enter the performance planning phase
• Define expectations
• Set performance goals
• Identify learning and professional development goals
Formal Review
Best Practices:
•Schedule evaluation meetings in advance
•Share the DRAFT review in advance so employee has time to
review/process
•Use a private, interruption-free setting
•Allow sufficient time for discussion
•Consider in advance how to present information
•Set tone for respectful, adult interaction
•Start and end on positive note
Alignment
FGCU
Mission & Vision
FGCU Strategies
Department / Team Goals
Individual Goals
Employee Responsibilities
•Thoughtfully complete PA Template with goals / professional
development form by departmental deadline
•Prepare for review of assessment:
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Goals
Objectives
Job description updates
Be open to feedback
•Participate in ongoing discussions with supervisor throughout the year
•Acknowledge mutually acceptable goals for FY 17/18
•Keep record of performance achievements throughout the year
PA Template
PA Template
Supervisor Responsibilities
•Be an enthusiastic champion of the process!
•Recognize / reinforce strong performance
•Identify / encourage improvement as needed / document
•Review current year performance May 20 – June 20
•Review PA Template form from direct reports May 20 – June 20
•Provide constructive feedback
•Prepare for individual meetings – goals, objectives, review job description
•Enter mutually agreed-upon goals into system for FY17/18
•Participate in ongoing discussions throughout the year – encourage twoway communication / dialogue
PeopleAdmin – The System
• Log in to PeopleAdmin at https://jobs.fgcu.edu/portal/
• Use your network user name (minus @fgcu.edu) and password *
*If you need password, please contact Chris Berger, Ext 1864
Go to Employee Portal
My Employees’ Reviews
Supervisor Evaluation
Supervisor Evaluation
Tabs / Action
Complete all ratings with *
Impact: Overall Rating
Overall Rating
Exceptional: Consistently far exceeds expectations; outstanding
performance achieving all goals that are critical to the success of the team /
organization. An individual whom others look to as a standard of
performance excellence in all competencies and objectives.
Strong Performer: Meets and often exceeds expectations; performance
that generally exceeds goals and job requirements with notable
achievements. An individual who consistently delivers and often
outperforms others.
Valued Contributor: Consistently meets expectations; performance
satisfies all job requirements and meets all goals. An individual who is
consistently reliable to get the job done.
Development Needed: Sometimes meets expectations; performance is to
the standard required in some aspects of the job with opportunity for
development. An individual with the potential to be a valued performer.
Not Acceptable: Does not meet expectations; significant improvement is
needed to satisfy job requirements. An individual who is not performing at
acceptable levels.
Overall Rating / Complete
Final Review
Second Level Supervisor
Second Level Supervisor Approval
Second Level Supervisor
Supervisor
Meeting
Supervisor
Employee
Employee
Employee
Supervisor
Timeline – we are here!
July
Planning and
goal setting
stage
(supervisor
responsibility)
Prepare / set
new goals for
new FY
January
May/June
Midyear
Reviews
Final Review
Stage
Goals to be
measured /
realigned if
necessary
Goals /
performance to
be measured,
rated, shared
with employees
PIPs if not
meeting goals
Note for SP Employees: 90 day probationary
period review (email prompt)
June 30
Annual Reviews
due
electronically
Includes A&P
and SP
employees
QUESTIONS?
Supervisor Responsibilities
Agenda
•Constructive feedback
•Reviewing goals and expectations with employees (SMART goals)
•Assess, recommend, and/or request reclassifications and salary analysis
•Review and update job descriptions
•Timeline
Constructive Feedback
•State the constructive purpose of the feedback
•Describe specifically what you have observed – use examples
•Provide an opportunity for individuals to respond
•Offer specific suggestions on how you wish to see performance
•Summarize and express your support
•Provide balance of positive and negative
• John has a great skill in x, and I would like to see him use this skill more to his/the
department’s benefit by doing x.
•Be aware of feedback overload
•Lead by action / model the behavior you wish to see
•Trust
Goals and Expectations
Compensation and/or
Reclassifications Adjustments
•All requests go to André O’Leary-Fenwick, Ext 1415
•Consider:
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Duties of position have drastically changed
Budget
Significant relevance in program / FGCU (retention)
Equity
Job Descriptions
•Review job descriptions annually
•If significantly changed, review with André O’Leary-Fenwick
• Review grading / reclassification
• Budget impact
•Submit required documentation via email to André O’Leary-Fenwick at
[email protected] or call her at Ext 1415
QUESTIONS?
Training Sessions
◦May 3, 9-11 am, Cohen Center 214
◦May 10, 9-11 am, Cohen Center 213
◦May 18, 2-4 pm, Cohen Center 213
◦May 24, 9-11 am, Cohen Center 214