2012 performance review training with edits.ppt … · •individual performance must align with...

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Objectives

2012 Performance Review2011 2012

2011 Section

Name

2011

Weight

2011 Rating Scale 2012 Section

Name

2012

Weight

2012 Rating Scale

Expectations 40% 5: Exceptional

4: Exceeds Expectations

3: Meets Expectations

2: Improvement Needed

1: Unsatisfactory

Job

Competencies

25% 5: Expert

4: Advanced

3: Proficient

2: Basic

1: Limited

Goals 40% 5: Exceptional




1: Unsatisfactory

SWAT Goals 50% 5: Top Performer

4: Strong Performer

3: Solid Performer

2: Inconsistent Performer

1: Unsatisfactory Performer

Organizational

Competencies

(Mission, Values,

Performance

Improvement)

20% 5: Exceptional




1: Unsatisfactory

Core ValuesTeamwork

Patient-Centered

Accountability

Excellence

Pride

Innovation

25% 5: Top Performer

4: Strong Performer

3: Solid Performer

2: Inconsistent Performer

1: Unsatisfactory Performer

Performance

Evaluation

Score Matrix

100% High Performer: 4.00 – 5.00

Middle Performer: 3.00- 3.99

Low Performer: 1.00 – 2.99

Overall

Performance

Score Matrix

100% Top Performer: 4.50 – 5.00

Strong Performer: 3.50 – 4.49

Solid Performer: 2.50 – 3.49

Inconsistent Performer: 1.50 – 2.49

Unsatisfactory Performer: 1.00 – 1.49

2012 Performance Review Timeline

PerformanceEvaluation tobe completed

and SAVED by5:00 p.m.

Dashboardscreated and

sent toleadership

Calibrationby leaders

Conversationswith StaffMembers

All reviewsaccepted/rejectedby Staff Members

AwardPayout Date

Sep22 - 23

Sep1 – 21

Nov23

Sep24 - 26

Oct1 - 11

Oct12

Sep27

Scores adjustedin PeopleSoft

Guide/Tool

New Performance Rating Criteria

The following guidelines apply for standard scoring across all sections of the evaluation:

RatingLevel

Job Competencies Goals & Values In other words…

5 Expert Top Performer “BUILDS IT”

4 Advanced Strong Performer “ENCOURAGES IT”

3 Proficient Solid Performer “DOES IT”

2 Basic Inconsistent Performer “CAN DO IT”

1 Limited UnsatisfactoryPerformer

PerformanceImprovement Plan

Job CompetenciesExpert Possesses Specialist/Authority level knowledge of the

competencies required to be successful in the position andapplies/demonstrates the competencies in daily work (totalmastery).

Advanced Possesses highly developed knowledge and understandingof competencies required to be successful in the position, aswell as the ability to apply them.

Proficient Possesses detailed knowledge and understanding ofcompetencies required to be successful in the position,and can apply the competencies in daily work.

Basic Possesses basic understanding or knowledge needed for thejob.

Limited Competency has been minimally demonstrated.

SWAT GoalsTop Performer No higher level of performance can be obtained.

Strong Performer Achievement clearly and consistently exceeds thegoals/targets/criteria.

Solid Performer Consistently achieves goals/targets/criteria.

Inconsistent Performer Fails to consistently meet minimumgoals/targets/criteria.

UnsatisfactoryPerformer

Fails to meet targets/standards/criteria.

Core Values: TeamworkTop Performer Seeks opportunities to build collaborative partnerships with

internal and external team members to impart systemknowledge and to advance the system.

StrongPerformer

Frequently uses opportunities to work with others, shareknowledge, and help others succeed.

Solid Performer Consistently works with other to accomplish team goalsand tasks.

InconsistentPerformer

Occasionally isolates oneself from others while workingtoward team goals and objectives.


Isolates oneself from others instead of working toward teamgoals and objectives.

Overall PerformanceTop Performer Performance was superior in terms of completeness,

timeliness, and independence; mastery of skills and tasksinvolved was demonstrated.

StrongPerformer

Performance was what can be expected of a fully qualifiedand experienced person in this position.

Solid Performer Performance is at the level expected for this position:effective, consistent, and reliable. Valued contributor.

InconsistentPerformer

Performance needs improvement, or staff member is new tothis position and is still learning.


Immediate improvement is essential, and a performanceimprovement plan is recommended.

What is Performance Calibration?

•A process for leaders to discuss and comparestaff’s performance ratings with the goal ofmaking sure leaders apply similar standards forall staff and eliminate biases to the greatestextent possible.

– Inter-rater reliability

•This year at Scott & White:– Beginning to calibrate (At regional level)

– Provide tools to leaders to guide through process

Why Calibrate?

•Individual performance must align withsystem performance/results

•Creates more accurate performance scores

•Identifies growth opportunities for staff andorganization

•Establishes more fair results

Expected Distribution

Based on Staff count of 100

Actual1

Actual1

Actual55

Actual26

Actual17

Expected5

Expected15

Expected50

Expected20

Expected10

0

10

20

30

40

50

60

Unsatisfactory Inconsistant Solid Strong Top

#o

fS

taff

2012 Performance Awards

2011 Actual

7.5% (829 Staff Members)

2012 Goal

Two Tiers of award - 30% (3300 Staff Members)

92.50%

7.50%

Staff MembersNot ReceivingAward

StaffReceivingAward

70.00%

20.00%

10%Staff MembersNot ReceivingAward

Tier II Award(11%-30%)

Tier I Award(up to 10%)

Increase the percentage of total staff receiving award from 7% to 30%

4

*based on meeting $50 million dollar challenge

Payout Matrix FY2012

•Top performers will receive 2.5% of base pay

•Strong performers will receive 1.25% of base pay

•Examples:– $37,500 base pay

• Top Performer: $37,500 X 2.5% = $937.50*

• Strong Performer: $37,500 X 1.25% = $468.75*

– $55,000 base pay• Top Performer: $55,000 X 2.5% = $1,375,00*

• Strong Performer: $55,000 X 1.25% = $687.50*

*Taxable Income – post calibration

Who is eligible?

• Eligible:– Full-time and part-time staff (Directors to front line)

• hired on or before 06/04/2012

– Directors will not receive additional bonus

– Must have completed (accept/reject) 2012 Performance Review

– Employed on date of payout

• Not Eligible:– PRN staff (based on status as of 8/31/2012)

– Residents

– Senior and Executive Staff (SWC payroll)

Completing Evaluation• Go to InSite

• Click on Buzz

Manager’s Portal• Click on Perf/Merit & Incentives Tab

• Click on Performance Evaluation Form (located inside PerformanceEvaluation section on bottom left hand side)

Start Evaluation• Read and familiarize self with instructions

• Click on Continue button to select staff member to evaluate

Save Evaluation• When evaluation is complete, click on Save

– Do NOT finalize

• Next Step– Calibration

Post Calibration• If you have adjustments to make on staff evaluations

– Open evaluation

– Make changes

• Caution: Changes to Core Values will require “unselecting”first choice, then making new score selection

– Save evaluation

– Print copy for staff member (optional)

Final Steps• Hold Performance Conversation

• Finalize evaluation in PeopleSoft

• Send evaluation to staff member for acceptance orrejection

– 24 hour process

– All staff must accept/reject by October 12

Tips to Remember• Must complete each section of review for proper

calculation

• Score each Job Competency and SWAT Goal– System will divide by number of check marks, not number

of competencies or goals

• Score all six Core Values prior to saving the review– System will not allow you to complete review

– Email SWAT with Staff Member’s name and ID

– 24-48 hour process

• Conversations held post calibration, October 1-11

Staff Transfers•Evaluations are for entire FY2012

– Need input from previous supervisor

– Use Performance Review Feedback Form• Previous supervisor will need to add job competencies

and SWAT goals to form

• Evaluate all three sections of review

• Return to you to combine scores

Another Tool

Performance Review Feedback Form

• Located on PM websiteabove the PerformanceReview Guide

• Use for selfassessments, transfers,collaboration, or multi-rater evaluations

• Combine multi-rater orprevious manager’sscores into one rating

of Performance Review Feedback Form

Performance Conversations

•October 1 - 11

•Top and Strong Performer Conversations– Re-recruit your best performers by giving specific positive

feedback about:

• What they do well

• Their accomplishments

• Examples of work behaviors

– Share information about where SWHC is going

– Ask if there is anything you can do for them to make their jobbetter

– Use 2012 Performance Review Guide for talking points


• Solid Performer Conversations– Use a support-coach-support technique

– Overall tone must be positive

• Begin by stating they are VALUED CONTRIBUTORS

• Goal is to retain them because they are valuable to S&W

• Thank them for what they do well

• Identify and discuss one specific area for development

• End conversation by reaffirming their good qualities and expressingyour appreciation

– Use 2012 Performance Review Guide as a tool to guideconversation


• Inconsistent Performer Conversations– New to Position

• Overall tone must be positive, supportive

• Focus on growth and development opportunities tied toexpectations with emphasis on follow-up and follow-through

• Expectation is for staff member to move to Solid Performance

– Experienced in Position

• Overall tone is objective, factual, non-emotional

• Focus on development opportunities, follow-up, and consequences

• Expectation is for staff member to move to Solid Performance

• Performance Improvement Plan is suggested



• Unsatisfactory Performer Conversations– Do not start the meeting off on a positive note

• Be objective, non-judgmental, non-emotional


– Use the DESK approach

• DESCRIBE what has been observed

• EVALUATE how you feel

• SHOW what needs to be done

• KNOW – ensure that staff knows the consequences of thecontinued poor performance

– Develop a Performance Improvement Plan

Performance Improvement Plan

Performance Improvement Plan

• Develop a specific action plan to move the staff memberfrom Unsatisfactory to Solid performance

• Action plan should detail the problem, the steps to take tosolve the problem, and a timeframe (typically 90 days)

• Involve the staff member to discuss the identified issuesand provide feedback

– Disagreement does not change your assessment

– You and staff member sign regarding understanding the plan,specific steps, and timeframe for completion

Key Highlights

• New Standard Scoring Criteria

• System-wide Calibration

• October 12 is deadline for ALL evaluations to be acceptedor rejected

– The compliance requirement

– Not eligible for Performance Award nor base pay adjustment

– Exception are staff members out on leave

• Manager completes evaluation by 9/21 at 5:00 p.m.

• Staff must accept/reject upon return to work (following conversation)

Key Dates

• September 1 – 21– Complete performance evaluation on ALL staff (PRN and those

on Leave) by 5:00 p.m.

– SAVE, do not Finalize

• September 24 – 26– System-wide calibration by regions

• September 27 (prior to conversations)– Make adjustments in PPS, if needed

• October 1 – 12– Performance conversations by October 11

• Use guide for talking points

– October 12 is deadline for staff to accept/reject evaluation

Questions?

Please contact your local HR Business Partner:

2012 performance review training with edits.ppt … · •individual performance must align with...

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