office of human resources1 performance management 2008 at hks

Office of Human Resources 1

PERFORMANCE MANAGEMENT 2008 AT HKS


Benefits of Performance Management

• Provides a framework in which to achieve strategic alignment between HKS’ mission and the results obtained by members of the HKS Community

• Enables managers to be employee champions by setting clear expectations, coaching, and helping to develop their employees

• Identifies training and development needs in order to help individuals grow and to sustain/improve organizational capability

• Establishes measurable outcomes in which to evaluate performance and gauge success


Role of the manager…

“…moving away from the traditional ‘boss/subordinate’ toward a sense of partnership based upon commitment to a shared purpose, open communication, mutual respect and continuous learning.”

-Blessing & White, Helping Others Succeed


Components of our Performance Management System

• A narrative appraisal form– Performance– Development– Goals & Objectives– Employee Comments

• No overall rating• An employee self-appraisal form• User-friendly schedule• A mid-year check-in


Performance Section


Harvard ManageMentor — ASSESSING PERFORMANCE TOOLS

Performance Appraisal Evaluation Checklist

Complete this checklist after you’ve conducted a performance appraisal meeting to improve future meetings.

Question Yes No Comments 1. Did you create an open climate?

2. Did you and the employee start the meeting with an understanding of its purpose and process?

3. Were you and the employee prepared?

4. Did you listen carefully to what the employee said?

5. Did you provide clear and specific feedback?

6. Did you learn anything new about the employee that will help you coach him or her in the future?

7. Did you learn anything new about yourself?

8. Did the meeting end with mutual agreement about the employee’s development plan?

9. Did the meeting motivate the employee?

10. Did the employee leave with a clear understanding of your assessment?

11. Does the employee know what to do in the future to improve performance?

12. Do you know what you’ll change during the next appraisal meeting?

© 1998 by the President and Fellows of Harvard College and its licensors. All rights reserved.


Providing Performance Feedback

• Use Performance Appraisal Evaluation Checklist• Refer to the 2008 Performance Management

Users Manual - http://www.hks.harvard.edu/HR/ -

for specific, detailed tips• May incorporate job competencies• Give a year’s worth of feedback• Make clear, direct statements about what you

have observed in support of your feedback• Focus on results (the what) and behaviors (the

how), not on the person or the personal

http://www.hks.harvard.edu/HR/


Examples of (the how)

Service Providing well-coordinated service and useful information to our clients in a friendly, timely and efficient way. Striving to be proactive in response to the needs of the HKS community.

Communication Sharing our ideas openly and listening to others in a manner that encourages common understanding through frank discussion. Honoring the need for confidentiality in all of our relationships.

Team Work Working together to develop creative solutions to increase organizational effectiveness. Maintaining a sense of humor and helping each other enjoy our work.


No Overall Rating

• Let the performance speak for itself

• The narrative should make clear – What employee accomplished– How the employee performed– Strengths– Areas for improvement/development


Development Section


Retaining and Motivating People

IndividualHKS

Goals

SuccessMission

Success

Adapted from MPG

Blessing & White


Personal DevelopmentEmployee Ownership with Manager Support

EMPLOYEE

1. Identify strengths & areas for improvement

2. Determine developmental goals

3. Prepare a development plan

4. Implement and monitor plan

5. Recognize change and celebrate success

MANAGER

1. Assess your people and provide feedback

2. Provide information on your group’s purpose and priorities

3. Assist in identifying developmental activities and resources

4. Provide feedback and coaching

5. Recognize growth and challenge for further growth


Development Plans

Development Opportunities Outside The Job

• Center for Workplace Development

• The Harvard Extension School

• The Boston Consortium

• Other classes, seminars, workshops, online resources


Development Plans

Developmental Opportunities On The Job• Staff meetings• Guest speakers• Special assignments• Job rotation or swapping - dept• Managing a project• Giving a presentation• Writing papers


Goals & Objectives Section


Strategic Alignment

HKS MissionTo train enlightened public leaders and to generate the ideas that provide the answers to our most challenging public problems.

Department goals

Individual goals

Results


An Example of Departmental Alignment with the HKS Mission

The Office of Financial Services is dedicated to supporting Harvard Kennedy School’s mission by providing efficient and effective financial and administrative services, ensuring an open exchange of information among stakeholders, and promoting the financial health and security of each department and of the school.


Setting Goals

• Align with HKS mission

• Use the S.M.A.R.T. formula

• Consider team and individual goals


Writing Goals The “Smart” Way

–Specific

–Measurable

–Agreed Upon

–Results Oriented

–Time Bound


Examples of SMART GoalsNot So Hot…

Improve staffing.


Examples of SMART GoalsBetter…

Team: Decrease the average time to fill positions at Harvard Kennedy School from 60 days to 45 days by 12/31/08.

Individual: Review resumes in HIRES and screen qualified candidates in order to schedule interviews with hiring manager within 10 days from application date.


Employee Comments Section


Feedback As A Two-Way Street

• Employee Comments Section– An opportunity for employee to respond to

review– Provide feedback to the manager– Request support, offer ideas, suggestions


Employee Progress & PlansSelf Appraisal

• Employee should be an active participant in his/her performance management

• The self appraisal form addresses same areas as the performance appraisal form

• Not mandatory• Should be completed and given to manager prior

to review meeting• Manager should consolidate self appraisal and

Performance Appraisal after discussing any major points of disagreement


Ongoing Coaching

Performance Management Cycle

Setting goals & objectives

Annual Performance Review

Interim reviews


User-Friendly Review Schedule

June - July 2008

June – August

August 29

February 2009

Manager prepares review.Staff member prepares self-Appraisal (optional).

Review meetings conducted.

Completed forms to OHR.

Interim review meetings.


Mid-Year Check-InWHAT?

Formal discussion to clarify:–objectives for the year–status against objectives–employee concerns or issues–status against training and development

plan–changes in organizational strategy or

direction


Mid-Year Check-In

WHY?– ensures “no surprises” in the annual

review– keeps performance on target– provides employee opportunity to voice

concerns/ask for help


Changing Goals Midstream

• Goals can and should be revised during the year in response to:

–Change in HKS or department strategy

–Reorganizations

–Change in Job

• Goals should not be revised during the year in response to:

–lagging performance


Resourceshttp://www.hks.harvard.edu/hr/performance• review forms• job description template• competency handbook• 2008 performance management user manual• list of learning & development resources• performance appraisal evaluation checklist• individual development plan

Your HR Officer

CWD workshops


Questions?

office of human resources1 performance management 2008 at hks

Documents

performance appraisal

employee champions

employee accomplishedhow

employee perf

clear understanding

clear expectations

meeting end

hks mission