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WRITING PERFORMANCE STANDARDSPenn State ITS

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Goals for Today Introduction

Performance management timeline Process for Job Responsibilities Worksheet (JRW) Clarification – Competency levels/performance ratings

Benefits of writing performance standards Criteria for performance standards Sample performance standards Exercise – writing performance standards Linkage to SRDP Questions and feedback

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Performance Management Timeline

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JRW Process

ITS Job Responsibilities WorksheetCompetency Job Profile

IT Manager

Director, Network Planning/Integration Duty: Supervise assigned staff, including hiring,

coaching, mentoring, professional development and employee relations activities.

Performance Standards: Under development

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Competency levels vs Performance (SRDP) ratings Competency levels (1-5)

Describe the amount of discretion in decision-making, in setting direction and/or policy, and in leading units or teams. Higher levels have a broader impact and require one to

exercise greater freedom for independent action, with less guidance or supervision.

Performance (SRDP) ratings (1-5) Performance ratings describe an employee’s

demonstrated ability to accomplish the major job duties of their assigned job. An employee who is in a job requiring an overall

competency level 3 could receive a performance (SRDP) level of Significantly exceeds expectations (5)

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Competency levels vs Performance (SRDP) ratings

Does Not Partially Meets Exceeds SignificantlyMeet Meets Exceeds

Mastery

Advanced

Proficient

Inter-mediate

Baseline

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Definition – Performance Standard

A Performance Standard reflects results that are expected when a job duty is performed satisfactorily.

Performance Standards…. Describe accomplishments, not activities Capture What, how, why Utilize SMART standards where possible

Action word + subject + outcomes (i.e Maintain audio-visual equipment inventory by

ensuring the accuracy of the equipment database through quarterly audit)

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Benefits of Writing Performance Standards Enables supervisor to clarify the work results

for which individuals are accountable; what should it look like if done satisfactorily.

Eliminates unnecessary confusion and frustration on behalf of the employee; can have a positive impact on motivation.

Makes the supervisor’s job easier in the end. Enables ITS to be a better performing

organization.

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The Power of Management What gets measured is what gets done.

What gets rewarded is what gets done.  Know what to keep doing, start doing and stop doing.  Leniency on the part of one employee, tells all other

employees that sub-par work is acceptable.  When tolerating poor work or conduct, we as

supervisors, lose the respect of good employees.

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Criteria for Performance Standards

Standards are: Based on the position, not the individual Observable, specific indicators of success Meaningful, reasonable, and attainable Describe "fully satisfactory" performance

once trained Expressed in terms of Quantity, Quality,

Timeliness, Cost, Safety, or Outcomes “Exceedable” – employees should know that

they can exceed expectations

PlanFeedbackAssess

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Creating “SMART”Performance Standards

Specific A focused, concise, concrete statement that tells what needs to be accomplished (Who,

what, where, why?)

Measurable Establish concrete criteria for measuring progress, and define the level of acceptable

performance

Attainable Expected results are within the authority, skill, and knowledge level of the employee;

resources are available

Results-Oriented

Standards should measure outcomes, not activities

Time-Framed

Grounded within a timeframe - Set target dates for achieving expected outcomes

PlanFeedbackAssess

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Sample Performance Standard for Technical Job Duty

Job Duty – IT Support Specialist Research, troubleshoot and reply to a wide

variety of technical and non-technical questions received by email from faculty, staff, students, parents and general public.

Performance Standard Respond to customers in a friendly and

timely manner that meets the service response time guidelines set by the work unit

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Sample - Performance Standard

Job Duty Research, troubleshoot and reply to a wide

variety of technical and non-technical questions received by email from faculty, staff, students, parents and general public.

Action word + subject + outcomes Sample:

Respond to + customers + in a friendly and timely manner that meets the service response time guidelines set by the work unit

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Sample - Performance Standards

Investigate\debug data and\or program problems; determine sources of problem; take corrective action.  Accurately and clearly document problems

and solutions in incident management system using unit format

Share new knowledge that has a group impact by creating and maintaining knowledgebase articles through unit wiki and weekly staff meetings 

PlanFeedbackAssess

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Sample - Performance Standard

Develop and deliver training to IT peers, both inside and outside the organization, explaining new procedures and methods for monitoring network integrity and performance.

Performance Standards  Share experiences, finding teachable moments in formal

and informal settings. Present technical briefings to non-technical audiences,

making sure material can be comprehended by the target audience. 

Create Wiki pages and Knowledge base articles containing learned information that would be of value to IT peers, related to the NSG mission statement.

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Exercise with Actual JRW’s Attendees work individually to practice

writing performance standards. Report out examples and critique each

other’s performance standards.

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Resources

https://wikispaces.psu.edu/display/itspm/ITS+Performance+Management+training+materials

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Updates to the SRDPUpdate 1: Inclusion of documented responsibilities from JRW. Supervisor is to document actual results achieved.

Update 2: Inclusion of Competencies for Success. Supervisor is to document employee’s success at demonstrating each competency

Plan

FeedbackAssess

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Questions/Discussion Plan

FeedbackAssess