- 1. Human Resources Department Performance Management
Presentation
2. AGENDA Introduction Performance Management Phases Steps in
Performance AppraisalWRAP-UP Q & A 3. What - Definition and Key
Concepts
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- An on-going communication process between the staff member
and
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- A shared responsibility that involves active participation and
working
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- together to PLAN, MONITOR, and REVIEWstaff members work
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- objectives /goals and overall contribution to the
organization
4. Why do we havePerformance Management
- ORGANIZATIONAL EFFECTIVENESS
- IDENTIFICATION OF STRENGTHS
5. Performance Management Phases PERFORMANCE PLANNING
PERFORMANCEFEEDBACK
PERFORMANCE REWARDING
- Annual Performance Review Process
6. PERFORMANCE PLANNING PERFORMANCEFEEDBACK
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- Developmental Goal Setting
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- Establishment of performance expectations
- Supervisor and employee must work together to establish::
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- What is expected to effectively execute the work
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- What results are to be achieved or accomplished
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- How these results are expected to be achieved
PERFORMANCE REWARDING Performance Planning PhaseSelf -
Assessment 7. New approaches are needed PERFORMANCE PLANNING
PERFORMANCEFEEDBACK
- S.M.A.R.T. Criteria for Goal Setting
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- Measurable: How well not How much
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- Identify 5 goals (3 business, one professional, one
values)
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- Reference various sources
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- Review goals for clarity and understanding
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- Review goals and assess priority
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- Identify importantinterfaces, team
PERFORMANCE REWARDING Performance Planning Phase : Goal Setting
8. PERFORMANCE PLANNING PERFORMANCEFEEDBACK
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- Providing the provision of ongoing, timelyfeedback and coaching
based on
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- observable and verifiable work- related behaviors, actions and
results
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- Valuable performance feedback relies on timely, honest and open
communication
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- Feedback should be provided regularly and as close as possible
to the event
PERFORMANCE REWARDING Performance FeedbackPhase 9. Performance
Rewarding Phase PERFORMANCE PLANNING PERFORMANCEFEEDBACK
- Actual formal performance review
- Relies heavily upon development of annual appraisal that
summarizes achievement of results against agreed upon targetsor
establishedgoals
- Process of aligning individual performance to compensation
PERFORMANCE REWARDING 10. Performance Management Phases
PERFORMANCE PLANNING PERFORMANCEFEEDBACK
- Review goals from the last review period, go over these and
talk about how goals were achieved or not and why
- Discuss employees strengths and their weaknesses in a balanced
evaluation
- Agree upon standards for performance for the key job
responsibilities
- Include a review of key performance areas or projects where an
employee has performed well.
- Manager should make criticisms of employees work in a
constructive way. How can it be improved?
- Interact during the performance appraisal process
- Set quantifiable and achievable goals for the next period
- Collaboratively develop a coaching and improvement plan if
needed
- Design a development plan together that helps the employee grow
professionally
- Maintain a professional demeanor and dont let the discussion
get personal
- Follow up with informal performance feedback
PERFORMANCE REWARDING Annual Performance Review Guidelines 11.
Performance Management Phases PERFORMANCE PLANNING
PERFORMANCEFEEDBACK
- Exceeds expectations : Extraordinary performance.
Professionalism and achievements consistently of highest order
- Meets expectations : Generally competent with instances of
excellent output; needs to be more consistent in certain
areas.
- Needs improvement : Does not meet standards and needs
improvement. An interim performance improvement plan is required;
must be reviewed with HR prior to discussion with staff
member.
PERFORMANCE REWARDING Rating Categories 12. Annual Performance
Evaluation Self-Evaluation Form 13. Mid-Year Performance Evaluation
Self-Evaluation Form 14. Collaboration Enabling Disabling
- Actively including others
- Willingness to be influenced
- Affirming others opinions
- Acknowledging what others bring
- Seeing everyone as a potential partner
- Helping to enhance others skills and experiences
- Not responding to requests
- Needing to be right my answer
- Not being genuine when soliciting the opinions or participation
of others
- Seeing others as rivals and competitors
- Focusing on the shortcomings of others
- Bullet point with text wrap applied
15. Compassion Enabling Disabling Open to new ideas Hearing
people out Taking risks Offering new ideas Allowing other ideas to
fail Being proactive Learning from past Adapting, being flexible
Taking responsibility Being persistent Finding & investing in
innovations Doing homework Acting, resulting orientation Showing
leadership Being constructive
- Assuming that the only way to do things is the way theyve
always been done
- Always looking for the reasons why something new might
fail
- Punishing reasonable and good faith efforts to try new ways of
operating
- Judging ideas based on the power or influence of the person
making them
16. Social Justice Enabling Disabling
- Being conscious of people not in the room
- Including & providing access for people not in the
room
- Enhancing the freedom & agency & capacity of those with
less power
- Not imposing aproject on others
- Taking time to understand underlying cases
- Using our access to provide access & voice to people who
dont have it
- Being aware of & making manifest the power of those who
people say are powerless
- Creating rules & systems that are fast & sticking with
them
- Judging people on the basis of character and wisdom and not
personal characteristics and stereotypes
- Ensuring that everyone has opportunity to fulfill their
potential
- Making the rules in any system fair to all its
stakeholders
- Side-stepping rules, gaming the system
- Harboring or reinforcing prejudice
- Speaking or acting in ways that demean individuals or
groups
- Using humor as a tool to reinforce harmful stereotypes
- Failing to take positive action to secure more just and
equitable circumstances for others within ones sphere of
influence
- Embracing historical customs that have their roots in hierarchy
and privilege for some and harm to others
- Assuming others will address a problem and not taking personal
responsibility
17. Integrity Enabling Disabling
- Consistently honoring all of our core values
- Choosing honesty/fairness over looking good
- Keeping commitments/meeting deadlines
- Respect, respecting others
- Maintaining Confidentiality
- Doing right thing, even if hard choice and results in some
personal price to pay
- Direct, constructive criticism
- Direct, honest and timely communication
- Being indifferent to values
- Taking values seriously only when its convenient or serves a
personal purpose
- Elevating the well being of self above the well being of
others
- Being defensive when personal conduct is challenged
- Talking behind peoples back
- Not taking a stand, going with the flow
- Not telling the truth or not being altogether candid
- Failing to honor promises and commitments
- Taking credit for the work of others. Not exercising careful
stewardship with resources
- Personal conflicts of interests
- Inappropriate use of work time
- Being sanctimonious or arrogant about values
18. Performance Management Cycle Goal Setting Feedback
- Review job description for responsibility
- Establish performance goals and measurement
- Establish developmental goals and measurement
- Transparent, honest, open communication
- Regular and tied to actual events
- Identify strengths/development opportunities
- Basis for compensationrecommendation
PerformanceEvaluation 19. Performance Management Calendar DATE
Dec.1 Jan. 5 Performance Review Assessment Period The following
activities should take place and must be completed: Includes Self
-Evaluation, Manager-Evaluation, Meeting with Unit-Leaders on 2007
Performance Evaluation and 2008 Goal Setting (Business Goals, Value
Goals and Developmental Goals) Jan. 2-30 HR discussion regarding
developmental plans for 2008 with each unit Jan. 8-12 Submission of
signed/final 2007 Performance Evaluation Form Submission of 2008
goals Jan. 15-18 Review of Ratings (HR) Jan. 19 Finalize Ratings
Jan. 30 1 stPayroll with new rate effective
1/1/08(retro-active)