performance evaluation training: phase 1 spring 2016

Performance Evaluation Training: Phase 1

Spring 2016

BackgroundTWU determined that the current performance evaluation process should undergo a committee review to evaluate if the performance management plans are consistent and could be effectively and equitably linked to compensation.

Two committees were formed to review the current program and make recommendations:

– Professional & Administrative Committee– Classified Committee

Committees’ Work

Committee: Goals and ObjectivesTo review current program and recommend to cabinet a streamlined evaluation process that could be used for a merit based performance review program.• Evaluate the strengths and weaknesses of the current

performance evaluation program. • Prepare drafts of revisions to the current performance

evaluation form formats. • Design/revise the performance planning and evaluation

process to incorporate the desired changes to the plan. • Present the proposed performance planning and evaluation

program to HR staff and forwarded to the cabinet for final approval.

Committee: What the Committees Were NOT Charged to Accomplish

• Compensation – although we made recommendations regarding merit pay, we were not charged to address compensation in general nor specifics regarding merit pay

• Job descriptions – although we understood that there were concerns with some job descriptions, we were not charged to modify nor recommend changes to job descriptions

• Succession planning and career paths – although we were not charged to address either of these, we recognized the importance of each

• Address the equality in evaluations• Determine the score for merit compensation

Committee: ProcessHeld a series of weekly/bi-weekly meetings with cross-sectional committee.Reviewed the current TWU forms and forms from other institutions:

• Tarleton State University,• University of North Texas,• Texas A&M University System, and• Massachusetts Institute of Technology.

Developed the best forms and process considering feedback and consensus of opinion from committee members.Solicited feedback regarding forms and process from:

• Anonymous survey,• Town Hall meeting, and• Staff Council.

Committee: Response to Charge• Considered and incorporated, where appropriate,

feedback into final DRAFT version of document for management consideration.

• Revised evaluation forms using suggestions from committee and best formats from review of other college and university evaluation forms.

• Coordinated process and output with the other sub-committee addressing review of classified employee documents.

Committee: Survey

• An employee performance review survey was distributed to all staff employees.

• 13 questions were asked.• Responses were compiled and

incorporated into the committees’ recommendations.

Committee: Survey Respondents– Professional and Administrative Staff 223 (68%)– Clerical 78 (23.8%)– Custodial, grounds-keeping, maintenance 11 (3.4%)– Health Care Professionals 10 (3%)– Commissioned Police Officers 1 (.3%)– Do not know 5 (1.5%)– Total 328 (100%)– Campus

• Denton 281 (87.8%)• Dallas 21 (6.6%)• Houston 18 (5.6%)• Total 320 (100%

Committee: Survey Top 10 Comments on Current Performance System

1. No merit raises2. No benefit3. Too lengthy4. Lack flexibility5. Gives feedback6. Too complex7. Good if used effectively8. Not been evaluated9. Issue with goals10. Too subjective

Committee: What Employees Would Like to Change about the Current Performance Review

System1. Merit based pay2. Customized evaluation3. Nothing4. Shorter5. Meaningful6. Merit based benefits7. Two-way evaluation8. Simplify9. More frequent reviews10. Merit based promotions

Committee: Assumptions, Recommendations, Concerns

• Review year will continue to coincide with calendar year

• Evaluation due dates range from March through April to accommodate different departmental “life cycles” (recommendation)

• Process be wholly electronic (recommendation)


• Divisional supervisors allocate merit pay (recommendation)

• Merit pay distributions be transparent by department not person (recommendation)

• Supervisors be evaluated anonymously by supervisees (recommendation)


• Training for supervisors to ensure appropriate evaluations and distribution of merit (recommendation and concern)

• Training for employees to seek timely feedback and formal review and to better understand rationale for merit distribution (recommendation and concern)

Committee: Recommendations Regarding Merit

• Merit pay consideration to become a permanent item in the budget

• Merit pay may be added to the base pay or as a one time payment (depending on reason for merit pay)

• Additional paid time off – has been implemented as Recognition Pay

Performance Evaluation System

Phase 1 Goals

Reminder• Prior review period: Old forms

– January 2015 – December 2015• Current review period: New forms

– January 2016 – December 2016

Overview• Roles & Objectives• Linking Performance to Pay• Forms Overview• Performance Evaluation Steps• Set Goals• Summary

Roles & Objectives

Roles & ObjectivesRoles:• Supervisors, Employees, HR and IT share a role to implement

the performance evaluation system developed by the committees.

• HR and Supervisors share a role to provide education and training to employees. HR is responsible to provide training in the form of education and training sessions. Supervisors have a role to guide employees through the system where needed on a continuing basis.

• Staff Council, the Performance Evaluation Committees, HR, IT, Supervisors and Employees share a role to monitor, evaluate and recommend as we move forward through the process. We may discover a way to improve processes as we move into subsequent review cycles.

Roles & ObjectivesPresentation Objectives:

• To provide supervisors and employees with an overview of the performance evaluation system developed by the committees.

• Introduce the concept of linking pay to performance for future increases.

• Provide the training and tools necessary so that employees and supervisor’s can work together to establish goals.

Linking Performance to Pay

Performance Pay• The University is committed to linking pay to performance. • The cabinet has made a commitment to adopt the committees’

recommendation for this evaluation period to designate a dollar amount to fund a performance increase.

• Performance increases will be based on a pay for performance concept whereby increases are linked to the performance scoring system.

• The amounts and method depends on the University’s financial position, which among other factors will depend greatly on state funding.

• The University is in the process of reviewing the performance fund and methods of distribution. There will be additional communication and training when approved by the Cabinet and Board of Regents.

Performance Pay• The performance fund has been designated to distribute the funds

based on individual performance. Therefore, performance increases in this upcoming cycle will be tied to the performance scoring system and not across the board.

• The next performance increase will be based on the annual review period from January, 2016 – December, 2016 and projected to be paid early 2017.

New Forms Overview

New Forms Overview

Similarities:• There will continue to be separate forms for Classified staff

employees and Professional & Administrative staff employees.

• Employees will continue to complete a Self-Appraisal Form and a Performance Review Form. Goals will continue to be completed for all staff employees.

New Forms Overview

Changes:• The Committees’ developed simpler Self-Appraisal and

Performance Evaluation forms.• Forms will be available on the Pioneer Portal in web format.

Paper format is optional for facilities staff members.• The new system no longer uses weighting of the 2 evaluation

sections.• Supervisors are no longer required to set priority levels for

questions.• Goals and Self-Appraisals are no longer scored.

New Forms Overview: Self Appraisal

Automatically

Populates


Review current job responsibilities/tasks and

note significant changes from the previous year


Highlights:Accomplishments and contributionsDuties outside scope of positionProfessional development activities


Goals: Details to follow

New Forms Overview: Performance Review

Automatically

Populates




Automatically

Populates




Police Officers Custodians, Groundskeepers and Maintenance

Staff Supervisor Responsibilties

Additional Performance Competencies:

Performance Evaluation Steps

Performance Evaluation Steps1. Set Goals (Employee & Supervisor)

• Supervisors and employees meet to establish mutually agreed upon goals and complete Goals and Development Form.

2. Conduct Informal Meetings (Employee & Supervisor)• Throughout the year meet with the employee on a

regular basis to discuss progress and areas where additional attention is needed.

3. Complete Self Appraisal Form (Employee)4. Complete Performance Review Form (Supervisor)5. Performance Review Meeting (Employee & Supervisor)

Step 1: Set Goals

Step 1: Set Goals• Goals:

Are statements of the important outcomes you are working to accomplish.

May include both Performance Goals and Development Goals.

Step 1: Set Goals• Why Set Goals?• To set specific expectations of what work

should be done.• To create clear, measurable performance

standards.• To make the connection between an

individual employee's work, department and University goals.

What is the difference between

Performance and Development Goals?

Step 1: Set Goals

• Performance Goals: Set objectives for the current review

period. Relate to the department's overall

mission. Include clearly defined expectations for

success.

Step 1: Set Goals

Step 1: Set Goals

• Development Goals: Help employees and managers plan for

an individual's development with an eye toward future needs.

Help employees develop a new set of skills and knowledge base in order to grow into a new area of responsibility.

Should be learning-oriented.

Step 1: Set Goals• SMART Goals

– The SMART acronym can help managers and employees share the same understanding of goals set during performance review conversations. Specific Measurable Achievable Relevant Time-Based

Step 1: Set Goals• When creating goals, answer the following questions

to be sure that you are following the SMART approach: What is specific about the goal? Is the goal measurable? (How will you know the

goal has been achieved?) Is the goal achievable? Is the goal relevant to performance expectations or

professional development? Is the goal time-based? (How often will this task be

done? Or, by when will this goal be accomplished?)

Step 1: Set Goals• Performance Goal Examples:

Manage the department budget to stay within appropriations and accomplish 85% of service results by the end of the fiscal year.

By December 1, 2016, implement a new performance review system for University staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers.

Coach and support my direct reports resulting in them reporting that I provided them with clear expectations, meaningful feedback and fair performance evaluations by the end of the fiscal year.

Step 1: Set Goals• Development Goals

Utilize Lynda.com by November 1, 2016, complete an advanced Excel training course to upgrade my skills so I can prepare budget reconciliation reports with an analysis of trends

By November 1, 2016, facilitate and complete the office cross-training project to develop procedures for all units to ensure all critical functions are covered during absences.

By November, 2016, complete course work and attain a certification to enhance job related skills and assist in accomplishing performance goals.

Step 1: Set Goals (Classified Form)The following slides are screenshots of the web forms to be completed for goals. Links to the goals forms will be available soon.

Step 1: Set Goals (Classified Form)

Step 1: Set Goals

(P&A Form)

Step 1: Set Goals (P&A Form)

Step 1: Set Goals (Classified and P&A)

Step 2: Conduct Informal Meetings

Step 2: Conduct Informal Meetings• Throughout the year meet with the employee on a

regular basis to discuss progress and areas where additional attention is needed. Current projects and activities. Current level of performance and ways to increase

it to the next level. Any performance deficiencies so that there will be

no surprises on the performance review. Status of performance and development goals. Document changes in expectations due to

modifications in work process or job duties.

Next Steps

Next Steps: The next steps in the performance evaluation

system will be addressed in Phase 2 training. These steps will include:

• How to complete the Self Appraisal Form• How to complete the Performance Review Form• Pay for Performance calculation and distribution

method.

Summary

Summary• There will be additional training sessions to assist

employees and supervisors.

• Performance calculation and distribution methods will be communicated in Phase 2 training.

• The goals forms will be accessible on SharePoint; a link to the goals form will be sent out soon.

• The web versions of the self appraisal and performance review forms are in the process of being placed on the new system.

Thank you !

performance evaluation training: phase 1 spring 2016

Documents