SHRA Performance Management - PowerPoint Presentation

Slide1

SHRA Performance ManagementAugust 2016 Updated April 2018Slide2

Key ChangesChanges in WordingWork Plan = Performance PlanOrganizational Values = Institutional Goals

Performance Goals = Individual Goals

Performance Cycle

: April 1- March

31

Calibration Sessions

Weighting-

Institutional Goals & Individual Goals each equal 50%

3-Point

S

cale for All Ratings

All SHRA Employees Receive

S

ame Performance DocumentSlide3

Performance Management & ExpectationsSlide4

Performance ManagementProgram PhilosophyThe performance management program is a communications

system designed to help the employee

succeed

.

Goals

of Communication System

Clarity on job duties and performance expectations

Clarity on dynamics of working relationshipSlide5

Roles & ResponsibilitiesEmployeeActively participate & own the workAsk questions & keep supervisor informed

Supervisor

Clarity

in expectations &

Honesty

in appraisal

Invest time upfront & use available resources

Second-Level Supervisor

Review & sign all performance plans & performance reviews

Ensure expectations/ratings applied consistentlySlide6

RecalibrationGoal of Recalibration

“Need” (Meets) vs. “Want” (Exceeds)

Calibration Sessions

Communication process in which peer supervisors within a defined unit establish goals and metrics to ensure consistent application of performance expectations and ratings across similar positions

Goal Calibration

at beginning of performance cycle to review & clarify expectations for

institutional

goals & set individual goals

Rating Calibration

at end of cycle to

apply consistent, equitable & fair ratings

for work performed in similar positionsSlide7

Meeting

Setting Expectations

Entry in ConnectCarolina for all personnel actions

Not Meeting

Exceeding

1

st

Friday of Next Biweekly

Timely?

Quantity?

Accuracy?

Autonomy?

Manner?

Timely?

Accuracy?

Quantity?

Manner?

Autonomy?

R

E

A

C

T

I

V

E

PROACTIVESlide8

Performance PlansSlide9

Performance PlanDue October 1, 2016 for 2016-17 Cycle April 1 for all following cycles3 Parts

of Performance Plan

5 Institutional Goals (6 for Supervisors)

3-5 Individual

Goals

Talent

Development Plan (Developmental Goals

)

Sections

1-5 of the University SHRA Performance Appraisal

FormSlide10

Institutional GoalsSlide11

Institutional GoalsStandardized across campus5 key aspects of employee work (plus one additional for supervision)

Address all work product (both performance and conduct) of the employee for the performance cycle

Expectations can be supplemented by other resources

Discuss Institutional Goals in

conjunction with Position

Description

Provide additional specificity as needed for certain job duties

.

SOPs

, protocols, procedurals,

policiesSlide12

Institutional GoalsExpertisePrecision

Resourcing

Innovation

DevelopmentSlide13

Institutional GoalsAccountabilityProductivity

Autonomy

Prioritizing

Coordination

Slide14

Institutional GoalsCustomer-OrientedClarity

Awareness

Attentiveness

Diplomacy Slide15

Institutional GoalsTeam-OrientedCollegiality

Collaboration

Contribution

AttendanceSlide16

Institutional GoalsCompliance & IntegrityPolicy

Safety

Ethics

RespectSlide17

Institutional GoalsSupervision (if applicable)Oversight

Goal-Setting

Talent

Management

LeadingSlide18

Individual GoalsSlide19

Individual Goals3-5 individual goals defined each yearOrganizational goals

Work unit goals

Individual/Position-based goals

Not intended to cover all aspects of employee work product

Focus on key results/outcomes, not steps in the process

Clarify meeting, exceeding, or not meeting expectationsSlide20

How do I write an Individual Goal?Slide21

Individual Goals by FunctionCritical-Function / “Deal Breaker” GoalsKey deliverables that are essential to the position

Often compliance-driven

Project-Oriented / “Big Ticket” Goals

Time-specific work in current cycle (eg, grant phases)

Unique projects for current cycle (eg, hiring, “clean-up”)

Forward-Focused / “Stretch” Goals

Activity more aligned with University strategic goals

Designed to move the organization forward in some waySlide22

Individual Goals by ScopeDivision-Wide GoalsOften tied to University strategic goals or initiatives

May have some variation based on employee roles

Work-Unit / Job-Class Goals

Goals to improve/sustain work product or team dynamics

Goals relevant to particular type of work or team needs

Employee-Specific Goals

Specific to the regular duties of the employee

Specific to the development of the employee (“stretch”)Slide23

R

A

S

T

E

R

MSlide24

Sample Goal: Outreach InitiativeHow would we write a goal for an HR Consultant to develop an Outreach Initiative for campus?S

pecific (What needs to be accomplished? What outcomes?)

M

easurable (What data can be used to define success?)

A

chievable (Is this challenging, but realistic?)

R

elevant (Does this align with broader goals/needs?)

T

ime-bound (What are the deadlines/Milestones?)

E

xpectations (Is it ethical, exciting, and enjoyable?)

R

esources (What assistance will be provided for this?)Slide25

Talent Development PlanSlide26

Talent Development PlanDevelopment Goals specifically designed for person, not position:Employee’s personal career goalsGrowth opportunities within unit or University

Developing/sustaining

competencies needed in current position

or

employee’s career

pathSlide27

Talent Development PlanExamples:Required/career-path credentials/certifications

Work-related skill development/refreshers

Academic coursework or continuing

education

Recommended for all employees (Expected for Not Meeting):

At least one development activitySlide28

Corrective Action PlanMandatory if:

If

the overall rating or the ratings

on one or more

institutional goals or individual goals does “Not

M

eet Expectations” on any appraisal;

or

Employee must acquire new knowledge or skill to maintain performance at or above

“Meets Expectations"

level or achieve competency level required for

position

Define in the annual appraisal and carry over to the Talent Development Plan for the next cycle.Slide29

Weighted Goals*No goal can be weighted lower than 5%Slide30

Weighted Goals ExampleSlide31

Performance Planning ConferenceSlide32

Performance Planning ConferencePreparationSupervisor writes/edits performance plan2

nd

-level supervisor reviews/signs

Suggested:

Provide performance plan prior to conference

Performance

Planning Conference

Supervisor meets with employee to discuss (

required

)

Discuss each

Individual/Institutional Goal

(

revise if needed

)Slide33

Performance Planning ConferencePerformance Planning Conference (continued)

Keep

it a dialogue: Listen as much as you speak

Employee/supervisor sign performance plan (

be sure employee gets a copy

)

Mid-year

changes or further clarifications?

Follow same process, OR

Send employee an addendum (email/memo) to include with performance planSlide34

Performance AppraisalSlide35

Performance AppraisalAnnual performance appraisals: Cycle ends March 31Appraisal Due: April 30

Supervisor: Writes/edits appraisal

2

nd

-Level Supervisor: Quality Control

Covers totality of performance cycle

Preparation:

May request self-evaluation/report from employee

Suggested

:

Appraisal provided

in

advance

Employee must have worked

for the State

for

at least 6 months

to receive annual appraisalSlide36

Performance AppraisalRate performance based on expectationsGive strong specific examples that reflect overall work

Avoid nit-picking minor infractions

Use more observation and less inference

Take steps to avoid rater bias

Emphasize work

performed

above

and

below

“

Meets” level

Overall performance comments

“Wrap-up” statement of overall contribution

May address achievements or concerns that fall outside Goals

Must hold a one-on-one review session with each employeeSlide37

Performance Appraisal If a Disciplinary Action Was Issued D

uring

P

erformance

C

ycle:

“Not Meeting Expectations” for Goal(s) relevant to active disciplinary action

Despite overall rating, employee

cannot

receive overall rating of “Exceeds Expectations” with any ratings of “Not Meeting Expectations”Slide38

Performance AppraisalOff-Cycle ReviewsInterim R

eviews

-

Completed near

the middle of cycle (around October

)

Probationary Reviews

- Completed quarterly

Other Reviews

:

Employee-Requested Reviews

Employee can request once a cycle

Must be at least 60 days after last review

Transfer Reviews- Completed when supervisor or employee transfersSlide39

Performance AppraisalEmployee ResponseThe form includes a box to indicate that

there are comments

attached

Can

be attached to the appraisal document at

anytime

There

is no

deadline,

but normally completed within two weeks of

review

Appeals deadline is 15 calendar days after receiving an

overall

rating of Not Meeting Expectations

Employee may request a Facilitated Conversation for Not Meeting Expectations for any goalSlide40

Appraisal ScoringInstitutional Goal and Individual Goal Scores3 = Exceeding Expectations

2 = Meeting Expectations

1 = Not Meeting Expectations

Final Overall Rating

2.70 to 3.00 = Exceeding Expectations

*

1.70 to 2.69 = Meeting Expectations

1.00 to 1.69 = Not Meeting Expectations

*If

received disciplinary action and/or

any

rating of “Not Meeting,”

then

Final Overall Rating cannot be higher than “Meeting.”Slide41

Appraisal ScoringMeeting Expectations

Overall Score:

1.30 + 1.20

= 2.50