the purpose of performance management performance management cycle roles & responsibilities...
TRANSCRIPT
PERFORMANCE PLANNING & EVALUATION POLICY FOR
PROFESSIONAL & PROFESSIONAL FACULTY
Informational Session
COLLEGE OF WILLIAM & MARY/VIMS
Training Objectives
The Purpose of Performance Management
Performance Management Cycle
Roles & Responsibilities
Methods of Assessment
Understanding the Ratings
Training Objectives (cont.)
Conducting the Performance Review Meeting
Appeal Process
Best Practices and Common Pitfalls in Assessing
Performance
The Purpose of the Policy
Designed to establish a system for:
aligning performance goals with University strategic goals;
setting performance & career development goals & objectives;
monitoring employee progress, providing constructive feedback, & evaluating performance.
College’s Strategic
Objectives
Unit’s Strategic
Objectives
Employee’s Annual Goals
Employee’s Developmen
t Goals
Aligning Goals
College: Explain and promote
W&M through a more effective
communications strategy
Unit: Develop an integrated
communications strategy
consistent with W&M Branding
Employee: Ensure all
communication meets W&M
Branding standards
Development: Increase
knowledge of W&M branding
strategies
Example of Goal Alignment
Development of a common performance culture;
Individual, team and organizational effectiveness;
Alignment of individual performance with College’s and Unit’s strategic objectives;
Fostering on-going feedback and competency development;
Expected Outcomes
Set forth roles, responsibilities and performance standards;
Lay out assessment criteria;
Provide information for:
Compensation decisions Rewards & Recognition Development Plan Corrective Actions
Expected Outcomes (cont.)
Performance management is a communication tool that enables employees to know exactly where they stand and what they need to focus on to improve their own performance and to grow within the organization.
The Essence of Performance Management
Stages of Performance Cycle
Phase IPlanning
Phase IIMonitoring
Phase IIIEvaluation
Phase IPlanning
Supervisor
• Seeks input from employee regarding annual performance & professional development goals
• Communicates & documents employee’s performance plan and method of evaluation
• Reviews position description for accuracy
• Meets with employee to discuss and finalize
Employee • Collaborates with supervisor to develop annual performance and professional development goal
• Collaborates with supervisor to ensure accuracy of position description
• Clarifies expectations & understands how objectives will be rated
Roles and Responsibilities
Employee Position DescriptionA document that contains info about the position, core responsibilities, required qualifications, etc.
Starting Point
Selecting Method of Assessment
In order to accommodate various types of professional/professional faculty positions, the policy provides supervisors latitude in selecting the method of performance planning, evaluation and documentation most appropriate for a position.
The supervisor informs the employee at the beginning of the cycle the primary method that will be used for evaluating the employee’s performance.
Phase IPlanning
Supervisory evaluations: top-down performance evaluation conducted by a direct supervisor
Peer-to-peer: performance evaluation conducted by a colleague in an equal position level and typically in the same functional area
360° Assessment: provides a more holistic view of the employee's performance by attaining feedback from the employee, subordinates, superiors and peers
Self–evaluation: completed by employee and usually complimented by supervisor’s evaluation on the same factors
Phase IPlanningMethods of Assessment
Examples
Setting Goals
Performance plans must be established within 30 days of the new performance year.
For new employees hired before March 1st plans must be established within 30 days of the hire date and will cover the remainder of the current performance year.
Phase IPlanning
For new employees hired after March 1st plans must be established within 30 days of the hire date and will cover from the hire date through the next performance year.
Job knowledge
Leadership skills
Problem solving
Relationship building
Communication
Organizational citizenship
Basic Competencies
Phase IPlanning
EMPLOYEE CAREER DEVELOPMENT
What you do How you do it
Performance Planning Model
GET THE WORK DONE!ACHIEVE RESULTS
Annual GoalsDuties/ResponsibilitiesSpecial Projects
Job KnowledgeLeadership SkillsProblem SolvingRelationship BuildingCommunicationOrganizational Citizenship
Phase IPlanning
Phase IIMonitoring
Supervisor
• Monitors employee performance during performance year & communicates with employee on a regular basis about performance
• Conducts at least one interim discussion and documents discussion
• Addresses instances of poor performance in a timely manner
• Assists employees whose performance has been identified as needing improvement
Employee
• Manages own performance to achieve goals & communicates with supervisor circumstances that may affect goal achievement
• Seeks performance feedback from supervisor and internal/external customers
• Addresses aspects of performance identified as needing improvement
Roles and Responsibilities
Employee InvolvementEmployees are more likely to consider the system as being fair if they have involvement and understand the process.
Employees are more likely to demonstrate genuine commitment to goals and performance.
Phase IIMonitoring
Supervisor
Supervisor’s FileA confidential file for each employee containing any notes, Memos, work samples, interim evaluation, previous employee evaluations, disciplinary actions, etc.
Performance DocumentationBoth Employee and Supervisor are encouraged to maintain documentation in support of performance evaluation.
Employee
“Me” FileA confidential file containing any notes, Memos, work samples, etc.
Phase IIMonitoring
Phase IIIEvaluation
Supervisor
• Provides employees opportunity for self-assessment
• Prepares annual performance evaluations and documents significant performance issues
• Conducts meetings with employees individually to discuss evaluations and development needs
• Provides chosen performance evaluation documentation for review and approval by the reviewer
Employee
• Provides a self assessment to supervisor• Participates in performance discussions• Addresses aspects of performance
identified as needing improvement
Roles and Responsibilities
Steps of Performance Assessment
Performance Evaluation
Supervisor’s
Documentation
Interim Evaluation
s
Employee Self
Assessment
Phase IIIEvaluation
ResultsWhat was accomplished
CompetenciesHow the work was accomplished
Performance to expectations
Achievement of goals
Business contribution
Evaluate Results & Competencies
Job knowledge
Leadership skills
Problem solving
Relationship building
Communication
Organizational citizenship
Phase IIIEvaluation
Rating ScaleExceptional 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.
High An employee whose work is characterized by:• 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.
Satisfactory 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.
Fair 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.
Unsatisfactory(May conduct an interim performance evaluation and improvement plan (See Appointment & Terminations policy )
An employee whose work:• fails to meet the criteria of the job function;• falls short of performance targets;• provides inadequate support to the mission;• performs below the beginner or developmental stage of demonstrable knowledge, skills and abilities; required work and behavioral competencies.
Performance = 5
Competencies= 1
Performance = 5
Competencies= 2
Performance = 5
Competencies = 3
Performance = 5
Competencies = 4
Performance = 5
Competencies = 5
Performance = 4
Competencies = 1
Performance = 4
Competencies= 2
Performance = 4
Competencies= 3
Performance = 4
Competencies = 4
Performance = 4
Competencies = 5
Performance = 3
Competencies = 1
Performance = 3
Competencies = 2
Performance = 3
Competencies = 3
Performance = 3
Competencies = 4
Performance = 3
Competencies = 5
Performance = 2
Competencies = 1
Performance = 2
Competencies = 2
Performance = 2
Competencies = 3
Performance = 2
Competencies = 4
Performance = 2
Competencies = 5
Performance = 1
Competencies = 1
Performance = 1
Competencies= 2
Performance = 1
Competencies= 3
Performance = 1
Competencies= 4
Performance = 1
Competencies = 5
Rating Guide
Competencies
Per
form
ance
1
1 2
2
3
3
4
4
5
5 Exceptional
High
Satisfactory
Fair
Unsatisfactory
During the Meeting:
Encourage dialogue;
Be specific, use plenty of examples;
Focus on the issues, not on the person;
Close on a positive note and make arrangements for follow-up with next-steps.
Performance Review Meeting
Follow up includes:1. A written development plan with new goals, timelines
and clarified standards of performance.
2. Additional meetings between employee and supervisor.
3. Interim evaluations.
4. Training to build on strengths and address the needs.
5. Coaching and mentoring.
Performance Review Meeting
Communication
Collaborati
on
Coaching
Best Practices
http://www.wm.edu/offices/hr/managerssupervisors/performance-b/index.php
Common PitfallsUsing evaluation as a corrective action tool.
Leniency error: tendency to give higher ratings than warranted.
Severity error: tendency to give lower ratings than warranted.
Opportunity bias: give credit or fault an employee for factors beyond his/her control.
“Halo” effect: generalization from one good trait.
“Pitchfork” effect: generalization from one weak trait.
Recency bias: give more importance to recent performance and ignoring the past.
Rating the job rather than individual: applying job criticality factor.
Length of service bias: credit for longevity of service or penalizing for being new.
1. Employee should discuss issue with supervisor within 10 business days of having received the evaluation for reconsideration.
2. Supervisor may decline to reconsider, or reconsider it and either affirm or revise the evaluation.
3. If issue is not resolved, employee may file a written appeal with the reviewer within 10 business days of receiving the supervisor’s response.
4. Reviewer will discuss the appeal with the employee and the supervisor. Within 10 business days of receiving the appeal the reviewer must respond in writing to the employee. The response should indicate:
reviewer agrees with the supervisor’s evaluation; or
supervisor will revise the evaluation or complete a new evaluation
The reviewer’s decision is final; however employees alleging policy violations may have access to the Professional & Professional Faculty Grievance Procedure.
Appeal Process
http://www.wm.edu/offices/hr/documents/forms/professional-professional_faculty_performance_checklist.pdf
Performance Evaluation Cover Form
Phase IJuly - August
Phase IISept - March
Phase IIIApril - June
Goal Setting
Performance, Monitoring,Feedback
Mid-year Review
Annual Review
Performance Management Timetable
Dec-Jan
Due date set by Provost
Questions and Answers