Penn State Performance Management: - PowerPoint Presentation

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Penn State Performance Management:Step One: Setting Goals and ExpectationsAdobe Connect Seminar for SupervisorsPresenter: Stephanie Flanaganslm114@psu.edu; 814-867-6436Summer 2017 

Today’s session will help you to:Gain understanding of effective performance management and recognize its importance and benefitsIdentify your role and responsibilities related to performance management, starting with setting goals and expectations with your direct report(s)Learn the best practices of goal

setting

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Performance Calibration

Process in which supervisors and managers at the same level in

an

organization discuss staff performance ratings and outcomes to ensure ratings and development messages are applied consistently across the University

Setting Expectations

The process of discussing what

is

expected from an employee in terms of job roles and responsibilities

Goals and Objectives

Desired results each employee aims to achieve, determined based on conversations between managers and employees

Goal Alignment

Process of ensuring individual goals support the achievement of department goals and department goals support the achievement of University goals

Assessment

Review of goals, objectives,

and

other factors, and the determination of the level of successful achievement

A: The process

of

setting expectations, aligning goals, assessing results, and focusing on staff development through ongoing conversations between managers and their direct report(s).

Q: What is Performance Management?

Feedback and Development

Focus of the conversations between managers and employees in determining strengths, opportunities for improvement, and howto grow and develop

Performance management is not just a once-a-year conversation. It impacts staff over their entire career at Penn State.

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Employee: “I own the process.”Human Resources: “I support the process.”Supervisor: “I partner in

the process.”

Leader:

“I champion

the process.”

Effective

Performance Management Involves Everyone!

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Guiding Principles for Effective Performance Management

Should be an ongoing process of setting expectations, executing plans and evaluating results.

Engagement is increased when people are involved in planning the work.

How

work gets accomplished is as important as

what

gets accomplished.

Regular, honest feedback increases understanding and positive performance.

Expectations should be explicit and mutually understood.

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Performance Management Cycle: April 1, 2017- March 31, 2018(End-of-Year Activities: April & May 2018)

STEP

ONE:

Setting Goals & Expectations

(Use PDF

Goal

Setting Worksheet

)

STEP TWO:

Mid-Year

Check-In

(Use

PDF Conversation Tracker)

STEP

THREE:End-of-Year Review(Use Workday)

Ongoing Conversations between staff members and their supervisors throughout the year; Goal setting document available to track progress and record conversation highlights

Staff member meets with supervisor

to discuss expectations and set 2-5 goals for the 2017-18 performance management cycleStaff member captures the agreed upon goals in the goal setting worksheet

Staff member reviews Job Responsibility Worksheet in online tool (and updates, if applicable); supervisor reviews and approves in online toolLEADERSHR Strategic Partners provide leadership teams performance results

from the previous year

Leadership teams meet to discuss ratings and agree on norms; norms are shared with staff members during the goal setting process

Review goals and progress

(make adjustments as needed)

Check-in re: expectations and acknowledgement

of successes and

challenges

PREPARATION:

Staff member

completes s

elf-evaluation

in Workday

Optional: staff member and supervisor obtain feedback from others (e.g., peers, customers, etc.)

Supervisor reviews and summarizes performance feedback for staff member

in Workday

Peer

s

upervisors conduct ratings calibration meetings (two

levels)

DELIVERY:

Staff member meets with supervisor to discuss end-of-year review and receive an overall rating of their performance; acknowledgement

of meeting occurs in Workday

Staff member and supervisor begin to discuss next year’s goals and development opportunities

Recommended Timing:

June 1 –August 31, 2017

Recommended Timing:

November

1-

December 31, 2017

Recommended

Timing:

April 1- May 15, 2018

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Program ComponentsFOCUS

CONTENT AREA

“What do we need to accomplish this year

in

order to support

my department’s

goals?”

2. Annual

Goals

“What is Done”

Transition all

budget records from old to new tracking system by

March 31, 2017

“What are the most critical tasks and activities I am responsible for day-to-day?”

1. Job Responsibilities“What is Done”

Assist department head in administration of department procedures and programs

“What specific competencies and behaviors will help me accomplish my job

responsibilities and achieve my goals for this year?3. Competencies & Behaviors“How it is done”

Communication:Fosters open dialogue  and actively listens to others in order to build and maintain effective and respectful working relationships throughout the universityEXAMPLES

4. Values & Compliance

“How it is done”

“ I have read and understand the PSU Values and my obligations under AD88: Code of Responsible Conduct.” AND

“I understand my compliance obligations and

have completed the associate required compliance training(s) for my

position.”

Completion of Reporting Child Abuse Training; Clery Act Training; Safety Training, etc.

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Ratings Scale

The new three-rating scale is simple to communicate and allows for honest communication of employee effectiveness while maintaining flexibility to differentiate performance

Performance is based around expectation; therefore, these ratings can be applied to individuals with any length of service at Penn State

PERFORMANCE RATINGS FOR

INDIVIDUAL COMPONENTS

Rating

Description

Illustrative Example

Successful

Demonstrates the

appropriate

level of knowledge and/or skills. Performs effectively and consistently. Achieves goal

targets

Sets goal to cut department expenses by 10%, cuts by 8-12%

Exceptional

Demonstrates and applies exceptional level of knowledge and skills. Consistently excels. Significant achievement relative to goals

Sets goal to cut department expenses by 10%, cuts by over 12%Needs Improvement

Demonstrates a lack of knowledge and/or skills. Does not perform consistently. Does not achieve goals

Sets goal to cut department expenses by 10%, cuts by less than 8%PERFORMANCE RATINGS FOR OVERALL EVALUATIONRating

Description

Illustrative Example

Successful ContributorConsistently proficient in individual evaluation components; may be strong in several areas. Meets goals and job requirements; consistently demonstrates competencies & behaviors

Viewed

as “Successful” on most goals, job responsibilities, competencies & behaviors; may be “Exceptional” in several areas; may receive a few “Needs Improvement” ratings on individual goals/behaviors

Exceptional Contributor

Consistently strong in the majority, if not all, individual evaluation components. Exceeds goals and job requirements; goes above and beyond to demonstrate behaviors

Viewed as “Exceptional” on

almost, if not all,

goals, behaviors, and job responsibilities; “Successful” in remaining program components

Needs Improvement

Needs improvement in most individual evaluation components. Does not meet goals and fails to satisfy job requirements; does not

demonstrate competencies &

behaviors

Receives a

“Needs Improvement” on a majority of goals, job responsibilities, competencies & behaviors; may be “Successful” in a few areas

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Setting Goals and Expectations: A Collaboration Your Role as SupervisorClearly communicate expectations re: job responsibilities and competencies (skills) and behaviorsCommunicate how individual goals align with department and organization goalsHelp your employees set clear, measurable performance goals

Offer advice and guidance regarding your employee’s performance on a consistent, on-going

basis

Understand how their role aligns with division and department goals, and participate actively in setting expectations

Work with you to set clear, measurable performance goals

Monitor their own performance compared to expectations

Seek advice and guidance as needed from you

Your Employee’s Role

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Setting Goals and ExpectationsStarts with a conversation around your direct report’s Job Responsibilities Worksheet (JRW), a useful tool for managing performance; serves as an negotiated agreement between you and your employee.

The JRW

includes:

Summary of the position

Key job responsibilities

Required competencies

Supervisory responsibility (if applicable)

Unit peers (if applicable)

Discuss and Document Job Responsibilities

Discuss with your direct report their role and job responsibilities and work together to ensure that their JRW is accurate.

a

.

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Setting Goals and Expectations

Job Responsibility

Expectation

Manage supply inventory for upcoming on- and

off-campus events

Maintain methodology/process for tracking available inventory

Inform appropriate staff when supplies are running low in order to replenish supplies before they

are needed

Monitor supply delivery to ensure timely ordering and receipt of supplies for events

Compile event status reports for the group

on a quarterly basis

Ensure data contained in reports is 100% accurate

Deliver reports to the group no later than 2 weeks after each quarter ends

Monitor expenditures against events budget

Update supervisor bi-weekly on expense activity versus budget

Alert staff when their expenses are close to the budget levels

Discuss Expectations

Discuss with your direct report any expectations you have regarding HOW they get their work done.

b

.

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Institutional Strategy and Goals Mission, Strategy, and GoalsOpen and Clear Communication of Institutional Strategic Plan and its Impact on Colleges/Units/Departments

College, Unit, and Department Strategies

and Goals

College/Unit/Department

Plans and G

oals

in Support of Institution

Goals

Open and Clear Communication of College/Unit/Departmental Strategic Plan and its Impact on

Teams and IndividualsIndividual and Team Goals

Individual and Team GoalsAnnual goals linked to College/Unit/Department goals clearly articulate:

“What” to achieve this year andHow success will be measured

Individual

and

Team Goals

Review University and department goalsDiscuss how your direct report can support the University and

ensure goal alignment

Setting Goals and Expectations

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Setting Goals and ExpectationsDraft individual goals: Help your employee identify 2-5 goals for the upcoming year/cycle. At least one goal should support department/unit goals and one goal should support ongoing job responsibilities/professional development. If your employee is a supervisor, a goal should be set that directly links to that part of their role. Goals may be accomplished over several years.

Your employee will document the following for each goal:

Goal description

Action steps to achieve goal

Metrics/what success looks like

Required resources

Target

completion

date

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Example

A Good Start: Draft Goal

A Strong Finish: SMART Goal

If the focus is to reduce department expenses…

Lower department expenses.

Reduce department expenses by at least 1%-2% versus previous fiscal year by following the new purchasing process for lab supplies.”

If the focus is on an IT project…

Complete new system implementation.

Complete and implement the new ERP system by February 1, 2018 through effective collaboration across IT functions and cross-functional teams.

Setting Goals and Expectations

Strive for SMART goals!

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Avoid Common PitfallsPitfall:

Too many goals

Limit the number of annual goals to 2 – 5 to ensure focus on the most important results

Pitfall:

Unclear accountability

Clarify who is accountable for achieving the goal—especially important in teams or where work is highly interrelated

Pitfall:

Unclear expected results or measures

Clearly describe the qualities or measures of the expected results to reduce ambiguity

TIPS

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Target critical talent for development and retention Execute strategy by prioritizing and aligning goals and objectives Improve performance of groups and individualsMake better pay decisions based on performance and desired results

Identify top performers to develop a succession plan

Effective

Performance Management

Helps Us to:

Source: Sibson Consulting

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Step One: Setting Goals and Expectations Immediate Next Steps Encourage your employees to attend a Setting Goals and Expectations training session.Meet with your employee (s) to review their Job Responsibilities Worksheet (JRW) and to identify 2-5 goals that they will work towards achieving by March 31, 2018.

After your meeting, your direct report will update their JRW in the

JRW online tool and submit it for your approval. Your employee will also complete the Goal Setting Worksheet (pdf) and share it with you.

Goals

will be reviewed formally during the

Mid-Year Check

I

n– and then will be rated as part of the End-of-Year Review.

Use the

Performance Management Conversation Tracker (pdf) on a regular basis to record the on-going conversations you are having with your direct reports around their

progress towards goal achievement, professional development and examples of strong performance and/or challenges. 19