Division of Facilities Services - Cornell University · Team discusses HiPos and HiPers (4 & 5) employees 2. Team discusses developmental opportunities and recognition for HiPos and

Division of Facilities Services

Why are we changing? Why are we changing?

Future leaders of Cornell saw significant room for gimprovement across campusCUFA goal to implement new PMP

Current process is supervisor - employee centricLack of focus on development in some areaspNeed to begin succession planning efforts to plan for the futureInconsistent performance ratingsInconsistent performance ratingsEmployees don’t always know where they stand in terms of performance

Components of PMPLeading Cornell Model

TrainingTrain supervisors and employees

PlanningEstablish unit strategy & goalsAlign goals of employee & unit

Determine performance level criteria

CareerDevelopment

Create Individual Development Plan (IDP)Utilize rotations and on-campus and

University MissionU it V l d G lUtilize rotations and on campus and

off-campus training Unit Values and GoalsDepartment GoalsIndividual Goals

AssessmentAnnual PD

On-going feedbackT l t Di i

RecognitionCorrelate SIP and performance

Correlate promotions and bonuses Talent DiscussionCorrelate promotions and bonusesUtilize low-cost, no-cost ideas

PlanningEstablish unit strategy & goalsgy gAlign goals of Employee & unit


Criteria for Performance RatingsFY09 Rating Criteria

• Fails to achieve expectationsC ti f l t b tli d d it d1 • Corrective performance plan must be outlined and monitored

• If no improvement, termination must be initiated1• Needs improvement to fully achieve expectations• Fails to meet one or more of the significant position requirements2 Fails to meet one or more of the significant position requirements• Corrective performance plan must be outlined and monitored2• Fully achieves expectations• Fulfills position requirements consistently meeting goals and expectations3 • Performance makes the expected contributions to unit goals3• Frequently exceeds expectations• Performs beyond expectations in a majority of position duties &responsibilities• Makes a significant contribution to overall achievement of unit goals4 • Makes a significant contribution to overall achievement of unit goals

• Consistent surpasses expectations• Works consistently at a superior level in most aspects• Makes an exceptional or unique contribution to unit goals5

Planningp q g PlanningEstablish unit strategy & goalsAlign goals of Employee & unit


Susie’s supervisor describes her as reliable and pdedicated. She does a good job. Susie meets her goals and does what is described in her SPD. Susie works well with others and is collaborative.

AssessmentAnnual PD

On-going feedbackTalent Discussion

Betty sometimes misses deadlines andBetty sometimes misses deadlines and deliverables she is asked to do. Betty and her supervisor often need to review her SPD and pperformance improvement plan to set clear goals. Betty’s performance is looking up and she is trying really hard. Betty is beginning to reach out to more people to work more collaboratively and effectively. She is dedicated to improving her performance but still has work to do.

AssessmentAnnual PD


Charles is a stellar employee. Coworkers look to p yCharles as an expert and great team player. He is always willing to help others. Charles looks for new ways to do things and has great ideas about how to make things more effective and efficient. Charles consistently goes above and beyond what is expected of him. Charles’

i thi k h h t t ti lsupervisor thinks he has great potential.

AssessmentAnnual PD


Criteria for Performance RatingsFY08 Rating Distribution

PlanningEstablish unit strategy & goalsEstablish unit strategy & goalsAlign goals of Employee & unit


Criteria for Performance RatingsFY09 Ideal Rating Distribution

PlanningEstablish unit strategy & goalsEstablish unit strategy & goalsAlign goals of Employee & unit


Performance Management ToolPerformance Management Tool

Developmental Dialogue as a consistentDevelopmental Dialogue as a consistent tool for all of FS

C AssessmentAnnual PD


CareerDevelopment


off-campus training

Talent DiscussionsGround Rules

Focus on the Demonstrate our Remember we areFocus on the positive organizational

valuesRemember we are

all learning together

Think creatively about

developmental Look to the future to effectively plan

for successionWhat else? p

ideas for succession



CareerDevelopment


off-campus training

Talent DiscussionsAgenda

Option 1: (required) Each supervisor and Director determines HiPo& HiPer (4&5) employees before Talent DiscussionOption 2: (optional) Group discusses all performance ratings collaboratively

1. Team discusses HiPos and HiPers (4 & 5) employeesemployees

2. Team discusses developmental opportunities and recognition for HiPos and HiPers

3. Team discusses succession plan for positions at risk of turning over or little knowledge depth



CareerDevelopment


off-campus training

Supervisor TrainingSupervisor Training

** Sessions offered in December **

‘Why’ and ‘how’ of the change and how it is linked to the CUFA FS and university goalsCUFA, FS, and university goalsImplementation plan, timeline, and steps taken to date including the performance ratings criteriaAgreed upon performance management toolGround rules and agenda for talent discussionsLevels of talent discussions in each departmentHow SIP award relates to performance ratingCheck in and Q&ACheck-in and Q&A Training

Train supervisors and employees

Rewards & RecognitionRewards & Recognition

Annual SIP Award

FS Rewards & RecognitiongKeystone AwardsLow Cost/No Cost

Promotions and Bonuses

R t ti l A i tRotational Assignments

Training OpportunitiesRecognition

Correlate SIP and performanceCorrelate promotions and bonuses

Utilize low-cost, no-cost ideas

Division of Facilities Services - Cornell University · Team discusses HiPos and HiPers (4 & 5) employees 2. Team discusses developmental opportunities and recognition for HiPos and

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