1 DUH Performance Planning FY11 June 2010. 2 Objectives Performance Planning Overview PPS Preparation Kenexa/Career Tracker Requirements & Reminders Performance.

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DUH DUH Performance Performance PlanningPlanningFY11FY11

DUH DUH Performance Performance PlanningPlanningFY11FY11June 2010June 2010

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Objectives Performance Planning Overview PPS Preparation Kenexa/Career Tracker Requirements & Reminders Performance Planning Tools

Job Expectation template Performance Management Behaviors template Development Planning form

Policy Reminders & Don’t Forget to’s P&P Website Review Manager’s Checklist Dates to Remember Resources Next Steps

Performance Management Process

July-September2009

January/February 2010

July –September 2010

September – October 2010

Evaluate performance results and behaviors for FY09; Performance planning for FY10

Evaluate performance results and behaviors for FY10; Performance Planning for FY11

Reward paid for FY10

PLANNING COACHING/FEEDBACK

EVALUATION/DEVELOPMENT

REWARD

Mid Year Reviews - Interim meeting with supervisor to review progress toward FY10 goals

Individual goals are linked to department goals. . .Duke University Health System’s GoalsDuke University Health System’s Goals

Duke Hospital GoalsDuke Hospital Goals

Department/Clinical Service Unit GoalsDepartment/Clinical Service Unit Goals

Individual/Team Performance Expectations

Job Results Behaviors

Performance-based pay

Per

form

ance

man

agem

ent

. . . and link pay with performance.

Performance Management

Staff Member:• Population-Specific

• Unit-Specific• JCAHO

Supervisor:+DUHS Compliance

Staff Member:• Customer Service

• Teamwork• Creative Problem-

Solving• Continuous

Learning• Diversity• Integrity

Supervisor:+Strategic Communication

+Performance Management

Staff Member & Supervisor:• Quality& Patient Safety

• Customer • Work Culture

• Finance

Compliance Expected Behaviors Expected Job Results

Overall Performance Rating

Y/N 50% 50%

100%

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PPS Preparation Kenexa

• Duke Net ID

• Verify current employees are included in Kenexa Career Tracker (exclude

new hires and transfers)

• If employees are missing –Email employee(s) name and unique ID or screen

shot from Report Express to Bernie Rice or Meloney Williams

Schedule Kenexa ‘refresher training’, if necessary

To be held in June and July

Mark your calendars for reviews

Post sign-up sheet/schedule evaluations with each employee

Send PPS packets to employees, request completion and return to manager on

date requested

Get copy of current work unit Balanced Score Card (May)

Notify your supervisor (managers, directors, AOO, ACNO’s) of all employees who

you anticipate will receive an ‘Exceeds’ or ‘Needs Improvement’

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Kenexa Training

All classes are held at 406 Oregon Street, Lab 101.

Online registration is available at the link below:https://www.hr.duke.edu/training/workshops/ Click on Management DevelopmentThen click on Kenexa Training

June 30 2:00 - 4:30 June 30 8:30 - 11:00 July 08 8:30 - 11:00

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Kenexa Requirements At Minimum:

Enter Population Specific Competencies (as

applicable)

Enter overall rating on the last page

Remember that “Submit”” locks your rating

Electronically sign each PPS

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Accessing Kenexa Navigating to Kenexa on revised Duke HR

Website Go to http://www.hr.duke.edu Click "Compensation" link under Duke Human

Resources heading. Scroll down the page and look for "Performance

Management" on the right hand side - click on "Duke University Health System".

On left side, click on PPR Systems and Forms. Kenexa link will be on right hand side towards the

top.

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Entering the Final Rating

Navigate to the Duke HR homepage - www.hr.duke.edu to enter Kenexa

Select your direct report Enter the Performance Planning Year (2009-10) Enter the Population Specific Competencies, if

applicable Complete the Behavioral Template (Excel

Version) Enter “Overall Rating” on last page

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Kenexa…

Enter ‘0’ for employees who are ineligible for a PPS review.

Enter ratings for employees who transfer.Enter ratings for employee who are

promoted.Enter ratings for employees on leave.

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PPS Tools Employee Instructions/letter/email

1. Job Expectations Template

2. Behavioral Template Annual Employee Signature Sheet Balanced Score Card (suggested)

3. Professional Development Plan

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Cover PageDuke University Hospital

Annual Performance Review SECTION I: Staff Member Name: Supervisor Name: Year: 2007-08 Date Completed:

SECTION II: POPULATION SPECIFIC COMPETENCIES 1. Employee provides patient care/ services. Yes [ ] No If Yes, complete #2 2. The above staff member is able to demonstrate the knowledge and skills necessary to provide care appropriate to specific ages as outlined in

the job responsibilities (e.g., knowledge of growth and development; ability to assess population-specific data; ability to interpret population-specific data; ability to provide population-specific care; possesses communication skills necessary to interpret population-specific response to treatment; ability to involve family/ significant other in decision making related to plan of care).

[ ] Yes, see Population-Specific Competency Validation form [ ] No* [ ]Not Applicable * Entry of a “No” rating automatically defaults to ‘Below Expectations’ in Kenexa SECTION III PERFORMANCE EXPECTATIONS (50% of Overall Rating)

Needs Improvement* Fully Achieves Exceeds*

Clinical Quality/ Internal Business

Customer Service Work Culture Finance BEHAVIORS (50% of Overall Rating)

OVERALL RATING *Provide supporting documentation or comments for an ‘Exceeds’ or ‘Needs Improvement’ rating. SECTION IV Acknowledgement & Approval Please Print/Sign Date EMPLOYEE:

MANAGER:

Next Level Approval:

Manager to complete this form and have employee and manager sign and date

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CNI JOB EXPECTATION TEMPLATE BSC Quadrant: Clinical Quality/Internal Business. Foster enhanced, clinical care and operational processes to improve patient safety, clinical quality, operation efficiency and creative problem solving Standards

Fully Achieves Exceeds Employee Feedback

Meets CN I expectationsMeets 75% of the components for the CN II Clinical Ladder tract Unit compliance meets targets for Balanced Scorecard/Critical Success Factors Unit meets targets for documenting nursing process within hospital standard using standard plans of care ( Pain, Wound, Restraints, Patient education, Discharge instructions)Balanced Score Card Data Falls – Unit target 0.60 Currently ________ -BSI –Target 3.49 Currently ________ - ADEs Unit Target 3.35% Currently _______- Pressure Ulcer Target 1.76 Currently ________ -Utilizes patient safety principles in practice-6 Rights of Medication Safety-JCAHO Patient Safety Goals-Environment of care -Recognizes actual or potential safety issues, notifies appropriate person, and appropriately-Documents in SRSServe as unit expert for specific patient populationsParticipates in unit audits (specify)Demo consistent critical thinking skillsUse appropriate resources to individualize POC

Meets 90% of components of Clinical Ladder CN II tract Unit compliance exceeds targets for Balanced Scorecard/Critical Success Factors Uses expanded resources to individualize plan of care based on needs of patientActively monitors individual and unit compliance with expected standardsCorrects safety deficiencies in a manner that supports meeting unit targetsFunctions as Charge NurseFunctions as PreceptorFunction as Administrative Resource (scheduler/patient flow)Goes beyond unit expectations in competencies/scope of duty

Manager Feedback

Employees completes self assessment on achieving metrics and key job expectations

Manager adds comments here during evaluation

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Behavior TemplateName: _______________________________________________________Date: ___________________

As of July 1, 2008Key: 1: Below = Inconsistent Demonstration of Expected Behaviors 2: Achieves = Demonstrates Expected Behaviors 3: Exceeds = Role Models Expected Behaviors

Behavior Description of Behavior Score

Customer Service Demonstrates a commitment to quality service Consistently demonstrates a personal commitment to Patient Health and Safety.

Practices good customer service: Seeks patient/visitor interaction, makes eye contact, smiles, says "thank you", listens actively, and responds to patients/visitors and fellow staff with Courtesy and Respect; practices service recovery when needed (using the "HEART" model, for example).

Maintains patient confidentiality, gives undivided attention to patients/visitors, never exposes them to inappropriate personal conversations.Uses respectful, courteous and helpful language when communicating with supervisors, co-workers and customersDress for work in accordance with the DUH Dress policy and /or department guidelines.

Teamwork Contributes to the team environmentUnderstands own role, appreciates what others do, and supports the team through good attendance.

Helps and supports other team members to address patient concerns, foster team health and safety, solve problems, and accomplish team goals.Contributes to a positive team by acting positively…discourages gossip and negative talk. Communicates openly and respectfully and helps to resolve conflicts within the team. Celebrates when the team does well.Is productive and uses all available time to accomplish expected work - personal business is accoomplished outside of work time and/or during scheduled time off. Identifies safety issues, and reports all hazards, incidents and safety concerns on a timely basis.

Cooperates and collaborates with supervisors and co-workers in performing assignments and service requests. Attends work as scheduled - arrives on time fully prepared to begin work and remain at work through the entire work period and requests authorization according to established department procedures if there is a need to leave the workplace.

Creative Problem Solving Helps the team solve problems

Shares ideas to solve problems.

Tackles problems and accepts solutions with positive and "can-do" attitude.

Continuous Learning Supports learning and development for self and othersParticipates in personal and professional learning opportunities, and supports others when they participate.Diversity Understands diversity and how it contributes to the teamCommunicates in a respectful manner with consideration for a person's race, color, religion, national origin, disability, veteran status, sexual orientation, gender, age, or position.Helps provide a comfortable work environment that is free of harassment.

Is aware of own biases, doesn't assume that his/her perspective is the 'right' one, and remains sensitive to cross-cultural differences.

Integrity Acts in good faith and honesty.Behaves with honesty and integrity in all employment actions including the maintenance and completion of records, and the accurate recording of time worked. Uses and safeguards the property of others and of Duke through proper and authorized use

Uses Duke's property only for legitimate work purposes.

Performance Management* Acts in the best interests of DUHS, the Hospital, and the DepartmentConsistently manages departmental and individual performance by providing influential leadership through change.Conveys a message of Strength, Hope, and Caring in who we are and what we do for patients/visitors; recognizes staff through recognition programs.Meets performance management deadlines; takes the time to provide feedback, professional development planning, and coaching/mentoring throughout the year, and maintains strict confidentiality with each staff member.

Strategic Communication* Leads by exampleLearns from mistakes, allows staff to also learn through mistakes as appropriate.

Coaches, counsels, mentors staff about performance and development; provides clear and timely feedback and suggestions.

PERFORMANCE MANAGEMENT BEHAVIORS FOR MANAGERS AND STAFF ( MANAGER-SPECIFIC* )

All managers and staff are expected to adhere to the Workplace Expectations and Guidelines

*The 2 behaviors below are only applicable to managers. These should not be rated for non-managers

Employee completes as part of self-assessment. Manager adjusts if needed during the review with employee.

The Professional Development Plan ...

Professional Development Plan

• Goals

• Skills/Competencies/ Experience

• Objective/Action Plan

Documents goals, skills, competencies, experience and objectives to be accomplished over the next year

Supports continuous improvement and career development for the staff member

Is a core component of workforce planning

Requires review between the staff member and supervisor throughout the year

The Game Plan! Introduce the employee to the plan

Explain the coaching and feedback process Introduce the feedback tools that will be used

Assess individuals’ strengths and weaknesses Evaluate employee’s present skills, background,

strengths and preferences. Identify area(s) for development

Identify organizational needs what are critical skill needs?

Develop the feedback partnership Partner with employee to identify skill development

strategies Align the individual development plan with the

organizational goals

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Policy RemindersPolicy RemindersPolicy RemindersPolicy Reminders

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Transfer Guidelines Greater than six months on previous

unitPrevious manager should complete

evaluation with employee and forward to new manager

New manager should facilitate the process

New manager enters final rating into Kenexa

Pay Policy Reminders Increase to base pay Employees at or over the band

maximum will receive a lump sum increase

Staff hired Jan 1-March 30 are eligible for 50% of the PPS increase

Staff hired after April 1are not eligible for a PPS increase

Nursing Pay Policies

Promotions from CNI to CNII will receive a lump sum payment of 3% of annual pay.

• Lump Sum Payment = hourly rate of pay multiplied by FTE multiplied by 2080 hours multiplied by 3% (payment calculation does not include overtime, premiums, etc)

CN I will be eligible to receive a merit increase in October. This is based on the standard eligibility requirements.

Hired between January 1 thru March 31 – eligible for 50% merit

Hired between April 1 thru June 30 – no merit increase

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P&PP&P WebsiteWebsite ReviewReviewP&PP&P WebsiteWebsite ReviewReview

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www.hr.duke.edu

Click Here

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HR Website

Scroll Down Until you

can see the whole

Performance Managemen

t Section

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HR Website

Click on Duke

University Health System

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HR Website

Click on PPR System &

Forms

HR Website

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Click on PPR System (Kenexa Career Tracker

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Manager’sManager’s ChecklistChecklistManager’sManager’s ChecklistChecklist

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Manager ChecklistAccess Kenexa/Career Tracker (www.hr.duke.edu)

Click on the ‘Compensation’ tab - Scroll down to Performance Management (DUHS) –

Click on PPR Forms (on the left hand side of the screen)

Enter your Net ID

Verify that you can view all your current employees

If employees are missing, contact Bernie Rice @ 681-2484 or Meloney Williams @

668-2170

o Send an email with employee’s name and unique ID or screen shot from Report

Express of the missing employees.

Schedule refresher training, if needed

Schedule Evaluation date

Performance Management Process – Paper Process

Distribute PPS Employee packets to staff (include casual, transfer, promotions)

o Cover page with instructions and date/time for evaluation

o Job Expectations Template for employee feedback

o Employee Self-Evaluation with due date

o Population Specific Competencies*

Note: Entry of a “No” rating automatically defaults to ‘Below Expectations’ in Kenexa

o Annual Competencies

o Behavioral Template (Excel version)

Follow the instructions provided above to access Kenexa

Enter the Overall Rating into Kenexa beginning July 1

Performance Management Process - Using Kenexa

Navigate to the Duke HR homepage - www.hr.duke.edu to enter Kenexa

Select the appropriate direct report

Enter the Performance Rating Year

Enter the Population Specific Competencies*

Note: Entry of a “No” rating automatically defaults to ‘Below Expectations’ in Kenexa

Enter the Performance Feedback and the weights for each BSC quadrant

Note: Customer Service should be at least 25%

Enter the Overall Rating into Kenexa beginning July 1. Deadline will be

determined.

Manager Preparation

Review Self Evaluations before meeting with employee

Review progress since midyear (peer feedback and developmental goals)

Consult with next level Supervisor regarding employees with questionable ratings

Meet with employee to finalize ratings

Enter ratings into Kenexa by deadline

Be diligent of ratings (DUHS)

Reminders

Be aware Kenexa/Career Tracker may respond slowly if the majority of users are

accessing the system at once.

Staff hired after April 1 are not eligible for a PPS increase - Enter ‘N/A’ for the

overall rating.

Ensure current licensure, safety training, education record/Active Staffeer, CBO

& receipt of Duke Staff handbook on file

Use most recent data for ratings (typically May)

o BSC/CSF

o NDNQI

o Work Culture

o Unit Audits

If development planning occurs at annual evaluation session, update/revise

template without BSC targets until available

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Dates to Remember July 1 – Begin entering ratings into

Kenexa

August 20th - Deadline for entry of final ratings into Kenexa

Next Steps Blue Line memo will be sent by June 17

and will include key forms and deadline for ratings submission into Kenexa

Notify your supervisor (managers, directors, VP’s, ACNO’s) of all employees who you anticipate will receive an EX or NI

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ResourcesKenexa/Career Tracker/TemplatesBernie Rice 681-2484Meloney Williams 668-2170

Policy QuestionsTanya Griffin 668-7235

P&P WebsiteHeather Gaudaur 684-5024

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QuestionsQuestions??????QuestionsQuestions??????