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System Office Performance Management

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Presentation on theme: "System Office Performance Management"— Presentation transcript:

1 System Office Performance Management
November 2013

2 System Office Performance Management Agenda
What are the key elements? How can it benefit our staff? Why is it important? Goal Setting Performance Reviews What’s next?

3 What do you hope to learn today?

4 Performance Management Process
USNH Talent Management Performance management is one component of the overall USNH Talent Management philosophy. Performance Management Process

5 USNH Performance Management Process
Performance Review and Goal Setting (1) Bi-annual Check In (2) Self Assessment (3) Performance Review (4) Compensation Changes (5) Development Planning (6) Coaching, Feedback, Recognition Budget Process

6 USNH Performance Management Needs
Satisfy Total Rewards Objectives (February 2012 report) Develop a ‘performance–based culture’ Implement rewards consistent with mission, vision and values Employees and managers have shared responsibility to achieve goals Establish a formal process for monitoring employee progress, providing constructive feedback, and evaluating performance Align employee performance and goals with USNH strategic goals and objectives and campus goals Provide appropriate and effective employee development

7 = Building a culture of performance
USNH Performance Management Process A comprehensive process maximizing engagement, development, and performance of all staff by: Proactively focusing on employee development, talent and succession management Aligning employee work to department goals and objectives (“line of sight”), defining and communicating performance expectations regularly Linking performance to compensation, development, recognition, and rewards Focus on ensuring flexibility, efficiency, transparency and customer service = Building a culture of performance

8 USNH Guiding Principles of Performance Management

9 USNH Guiding Principles of Performance Management
1 Performance management is an ongoing process of setting expectations, executing plans and evaluating results. 2 Expectations should be explicit and mutually understood. 3 Engagement is increased when people are involved in planning the work. 4 How work gets accomplished is as important as what gets accomplished. 5 Regular, honest feedback increases understanding and positive performance.

10 Performance Management - Roles
Managers Plan and manage staff performance Communicate division and department goals to staff. Guide staff expectations to align with broader organizational goals Foster a work environment that encourages active staff participation Provide regular, clear, constructive feedback Monitor performance throughout the year to support the formal evaluation Devote the time and effort needed to plan and evaluate performance, and support staff Help guide and coach staff in their professional development Employees Understand how their performance expectations align with division and department goals, and participate actively in setting expectations Be open to feedback and take it to heart to improve performance and/or remain on track Monitor their own performance compared to expectations. Seek advice and guidance as needed from their supervisor Complete a Self Assessment and participate actively in the performance evaluation Be open and honest about professional growth and development plans and interests

11 Performance Management - Feedback
Feedback is an essential component of a performance culture Most beneficial if on-going Intended to support staff performance and development Applies to both positive and constructive situations On-going feedback ensures no surprises Framework assists in preparing to deliver feedback effectively

12 Goal Setting USNH Performance Management Process
Drives ongoing need to support campuses and ensure highest levels of customer service, efficiencies, “value added”; Provides clarity and structure on individual, team and department priorities and effectiveness; Fosters ongoing communication between manager and employee; Encourages performance improvements and strategies, and Follows S.M.A.R.T. method

13 Goal Setting USNH Performance Management Process
Specific: Goal objectives should address the five “Ws:” who, what, when, where, and why. Make sure the goal specifies what needs to be done with a timeframe for completion. Use action verbs such as create, design, develop, implement, produce, etc. Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes — not activities.

14 Goal Setting USNH Performance Management Process
Achievable: Goal objectives should be within the staff member’s control and influence; a goal may be a stretch but still feasible. Is the goal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal. Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member’s key accountabilities or link with departmental goals that align with the institutional agenda. Time-bound: Goal objectives should identify a definite target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporate specific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects).

15 Goal:Develop a guide for supervisors
Is this a SMART goal? No!

16 Making the goal SMART GOAL: Develop a performance management guide for System Office supervisors beginning in January and finishing by the end of June, 2014 Specific? Performance management guide for System supervisors Measurable? A document will be created Achievable? Six months to finish it Time-bound? January -June 2014

17 USNH Performance Management Process
Performance Review Key elements of performance review: Engaged and planned conversation Part I - Job success factors key responsibilities Core competencies Part II - Evaluation period goals Overall rating (Based on Parts I & II) Signatures Part III Next Evaluation Period Goals for upcoming CY Development plans

18 USNH Performance Management Process
Performance Review Consistently Exceeds Frequently Exceeds Fully Meets Core Standard for USNH staff; represents a competent, successful and engaged contributor to USNH Partially Meets Does Not Meet

19 USNH Performance Management Process - Ratings
Consistently Exceeds An employee whose work is characterized by: • sustaining exemplary performance throughout the rating period; • providing excellent service in support of the mission of the organization; • consistently exceeding and sometimes far exceeding the criteria of the job responsibilities; • consistently demonstrating initiative for the benefit of the College and Department; • demonstrating full mastery of knowledge, skills and abilities, required work, and basic competencies. Frequently Exceeds • consistently high level of accomplishment; • often exceeding performance expectations; • providing significant service in support of the mission of the organization; • independently demonstrating highly proficient knowledge, skills, and abilities, required work and behavioral competencies. Fully Meets An employee whose work is characterized by; • achieving results at a level that generally meet and may at times exceed performance targets; • providing commendable support to the contributions of the organization; • demonstrating fully proficient knowledge, skills and abilities, required work, and behavioral competencies; with only a few areas in need of some improvement. Partially Meets An employee whose work: • requires substantive improvement to fully meet the performance targets; • provides basic support to the mission of the organization; • is at the beginner or developmental stage of demonstrable knowledge, skills and abilities; • exhibits inadequate behavioral competencies; • requires guidance and training to improve performance. Does not Meet (May conduct an interim performance evaluation and improvement plan ) • fails to meet the criteria of the job function; • falls short of performance targets; • provides inadequate support to the mission, vision or strategic objectives; • performs below the beginner or developmental stage of demonstrable knowledge, skills and abilities; required work and behavioral competencies.

20 Performance Management Timeline (CY Basis)
Switch made to calendar year for performance management Formally begins in CY 2014 2013 considered a hybrid year Allows for cascading of goals and goal setting (Fall): USNH, Campus, Department, Employee Allows for review to be completed following financial results (R+30) Allows for selection of system and implementation of functionality to support on-line reviews

21 USNH Performance Management – HR ‘s Next Steps
Complete the build-out of USNH System HR Office website for performance management materials Provide training to supervisors Provide training to staff Develop related sessions for supervisors, such as: Coaching Difficult conversations Goal setting


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