04.16.10. performance management 2010 performance management cycle organizational success shared...
TRANSCRIPT
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04.16.10
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Performance Management
2010
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Performance Management Cycle Organizational Success Shared Responsibilities Setting Goals and Expectations Preparing and Conducting the Annual
Performance Review Gonzaga’s Performance Review
Process
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Session Agenda
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Setting Goals & ExpectationsDefine job criteria by which performance will be measured based on job descriptionEstablish goals and objectivesCommunicate expectationsRework objectives or performance standards, if necessary
Performance CoachingGive effective feedbackRecognize area of developmentCoach for better performanceDocument
Annual Performance ReviewGU Performance ReviewMistakes to AvoidBehavior Based Statements
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Performance Management Cycle
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Defining Organizational Success
All organizations must be wise about their choice of strategies to remain competitive
Everyone and everything in the organization must be doing their part to ensure strategies are implemented effectively
Managers are responsible for the results accomplished by their employees
Simply put, effective performance management ensures that goals are consistently being met in an effective and efficient manner
“Being busy is not the same as producing results”
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Shared Responsibility
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Shared Responsibility
Ensure both parties are clear on job expectations, job description and duties
Engage in on-going communication Regular meetings Weekly email updates Project status reports
Discuss questions and clarify priorities
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Shared Responsibility
Utilize Objective Criteria to discuss performance
Compare to job expectations Utilize goal statements to assess
progress/struggle toward achieving goals
Assess competencies Use metrics
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Manager: Roles and Responsibilities
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Manager:Roles and Responsibilities
Accountable for your organization’s success
Provide on-going assessment and communication of performance
Use performance reviews to assist in determining overall employment status
Determine employee annual salary increases as part of the future compensation system
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No surprises Poor performance should have been
addressed when it happened
The Performance Review Discussion is not the place to mention it for the first time
If poor performance has been significant, a Performance Improvement Plan should be in place
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Manager:Roles and Responsibilities
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NO NEWSIS
GOOD NEWS
NO NEWS
IS GOOD NEWS
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Performance Coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
Annual Performance Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
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Setting Goals & Expectations•Define job criteria by which performance will be measured based on job description
•Establish goals and objectives
•Communicate expectations
•Rework objectives or performance standards, if necessary
Performance Management Cycle
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Effective Goal Statements
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Provide an excellent basis for setting and monitoring progress toward strategically aligned goals
Ensure objectivity in measurement Go beyond an essential job function Clarify something specific to focus on for
the upcoming year Use SMART formula (Specific, Measurable,
Agreed Upon, Relevant, Timed)
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Specific – goals need to be specific in order to be achieved. “Improving customer service” vs. “Reduce customer drop-out rate to less than 20%”.
Measurable – goals need to be quantifiable and measurable in a way that leaves no doubt that the goal has been achieved. employee should know how progress will be measured.
Agreed Upon – goals should take into account the knowledge and needs of the people involved in accomplishing them. When there is buy-in, people are more willing to make efforts toward achievement of goals.
Relevant– A relevant goal aligns with existing plans and priorities of the organization. It reflects the results which must be improved or maintained to successfully accomplish the mission.
Timed – goals exist within the context of a schedule. There needs to be an agreed upon timetable that incorporates regular, structured review and assessment of progress toward the goal.
Smart Formula
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Obstacles to Goal Achievement
As part of on-going assessment and communication it may be necessary to revise or eliminate certain goals
Objectives may change based on the organization’s needs. Be sure to adjust employee goals and objectives accordingly.
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Performance Coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
Annual Performance Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
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Setting Goals & Expectations•Define job criteria by which performance will be measured based on job description
•Establish goals and objectives
•Communicate expectations
•Rework objectives or performance standards, if necessary
Performance Management Cycle
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Feedback = communication regarding the effect one’s behavior is having on another person, the team, the organization, or the customer
Positive feedback = involves telling someone about behavior that meets or exceeds standards and expectations. Provide specific examples and explain how these behaviors benefit the organization
Constructive feedback = alerts an individual to behaviors which could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person
Performance Discussions Definitions
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Useful feedback serves to: Keep the performance on track, and Get the performance back on track
Giving and receiving feedback can strengthen the partnership between manager and employee.
Effective feedback creates a positive, motivating work climate.
One of the most productive things a manager can do is provide specific, ongoing feedback
Effective Feedback
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Feedback should be:
Specific, direct and honest Focused on the what not the who Done at the right time in the right place Consistent Solution-oriented
Most importantly, treat others with RESPECT
Effective Feedback
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Setting Goals & Expectations
•Define job criteria by which performance will be measured based on job description•Establish goals and objectives•Communicate expectations
•Rework objectives or performance standards, if necessary
Performance Coaching
•Define coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
Annual Performance Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
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Performance Management Cycle
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Manager:Preparing for the Annual Review
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Review Job Description Make sure job description is up to date
Include a copy of job description along with the self-review and ask employee to assess whether it is still an accurate reflection of their job
Use job description as a starting point for performance discussion and goal setting
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Manager:Preparing for the Annual Review
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Set Time and Place Choose a quiet, private, neutral place
where you will not be interrupted during the meeting Give full undivided attention (e.g. don’t
answer cell phone/work on lap-top/allow others to interrupt/etc.)
Confirm the time and place of the meeting Allot at least one hour. This will eliminate
schedule conflicts and help set the tone for a productive discussion
Manager:Preparing for the Annual Review
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Utilize Data The employee’s self-assessment Any notes you made during the year Documentation from coaching sessions Feedback you gathered from
employee’s colleagues, customers, students, etc.
Any other information you have that bears on performance
Manager:Preparing for the Annual Review
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Employee: Preparing for the Annual Review
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Employee:Preparing for the Annual Review
Complete your self-review Detail your accomplishments Provide specific examples of
what you’ve done well Provide specific examples of how
you would like to improve Clarify what you would like to
accomplish next
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In addition to completing your self-review: Confirm the time and the place of the
meeting Be prepared to discuss specific examples
of behaviors and performance outcomes Be receptive to feedback Take ownership to enhance performance Be open to assistance to heighten
performance
Employee:Preparing for the Annual Review
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Manager:Conducting the Annual Review
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Start on a positive note Set the tone as one of communication
and feedback Discuss responsibilities, clarify
expectations and compare actual performance to performance standards
Use documentation to discuss specific instances of performance
Manager:Conducting the Annual Review
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Ask for the employee's assessment, comments and suggestions Listen carefully and seek to understand Ask for examples Liberally use the phrase, "Tell me more"
Don't take it personally Be open-minded—there may be a better
way Admit mistakes Thank the employee
Manager:Conducting the Annual Review
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Employee:Participating in the
Annual Review
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Ask for feedback on what you’re doing well
Ask for feedback on what to improve
Ask clarifying questions “What else could I have done to improve
X?” “Do you have any suggestions for me?”
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Employee:Participating in the Annual Review
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Share what you plan to achieve and ask what your manager expects you to achieve by the next review period Make sure goals are SMART Inform manager of issues or
roadblocks and discuss how to resolve them
Let your manager know what you need from him/her to be successful
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Employee:Participating in the Annual Review
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Discuss your professional development goals for the year
Complete the discussion Thank your manager for his/her
feedback Commit to another successful
year
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Employee:Participating in the Annual Review
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Gonzaga’s Performance Review Process
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Overview Document - Compensation philosophy, guidelines and annual review rating definitions
Employee Self-Review Document - Contains
self assessment and employee goals
Annual Performance Review Document - Performance and behavior criteria
Performance Review Packet can be found at www.gonzaga.edu/hr
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GU Performance Review Packet
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Annual performance reviews should be completed by June of each year.
Prior to review meeting: Manager should present his/her staff
with their job description and self-review document generally 2-4 weeks prior to the performance review discussion
Manager should include any specific job criteria added to the review
Manager and Employee should assess past year’s goals and timelines
Employee should complete her/his self-review
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Performance Review Program Guidelines
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Typically, annual salary increases spreadsheets will be distributed for approval/signature by Human Resources to the Area Vice President and should be returned to Human Resources as part of the annual budgeting process
Any employee concerns regarding performance review content should be addressed within the Area Vice President Division
Final annual increase spreadsheets are provided to Payroll for loading from Human Resources
Annual increases will be communicated by the President
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Performance Review Program Guidelines
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Manager forwards signed document to the department head, dean, or area vice president for signature
Original signed copy of the review should be sent to Human Resources to file
Manager should conduct on-going performance discussions, maintaining open communication, and work on the outlined goals throughout the year
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Performance Review Program Guidelines
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2 % Across the Board (ATB) for employees in good standing or adjustment to the minimum whatever is greater
Managers should communicate approved annual increase to their employees prior to June payroll
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June 2010
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Performance Management PowerPoint, Self-Reviews and Review Forms are located at:
http://www.gonzaga.edu/hr
Where is Everything Located?
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Questions?
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