MAXIMIZING PERFORMANCE “Making a Difference”

1. MAXIMIZING PERFORMANCE“Making a Difference” ACHIEVING GREATNESS University Human Resources Anne Matoy Brenda Ganders Christa Louthan Jamie Armstrong

2. LABOR COSTS 57%

3. LABOR COSTS 65%

4. OSU MAXIMIZINGPERFORMANCE SYSTEM PERFORMANCE MANAGEMENT PERFORMANCE REVIEW TALENT DEVELOPMENT SUPPORTIVE WORK ENVIRONMENT

5. MAXIMIZING PERFORMANCE TOOLKIT • Resources, guides, checklists to help supervisors manage • Web accessibility • Assistance from HR • Empower employees and supervisors to be successful System in Progress -- Feedback Wanted

6. OSU MAXIMIZINGPERFORMANCE SYSTEM SUPPORTIVE WORK ENVIRONMENT

7. WHAT EMPLOYEES WANT • Know what is expected • Know how to do the job • Receive feedback to improve • Appropriate consequences & rewards TO DO A GOOD JOB

8. EMPLOYEE RESPONSIBILITY PERFORMANCE

9. SUPERVISOR • Provide leadership, guidance, direction • Select qualified workers • Communicate expectations • Provide feedback • Utilize appropriate consequences and rewards

10. FOUNDATION FOR SUCCESS Employee is RESPONSIBLE to achieve results Supervisor provides ACCOUNTABILITY with RESPECT

11. WORK • Importance of work • Consistent alignment • Values in the workplace • Trained and challenged

12. THE IMPORTANCE OF WORK • Focus on the value of the work • How the result makes a difference to people • All work is worthwhile

13. Oklahoma State University System will advance the quality of life in Oklahoma by fulfilling the instructional, research, and outreach obligations of a first-class, land grant educational system. OSU SYSTEM STRATEGIC PLAN VisionStatement

14. ALIGNMENT WITH GOALS • Vision, mission, goals, objectives provide framework for success • In order to create empowerment, there must be alignment

15. Oklahoma State University is a multi-campus public land grant educational system that improves the lives of people in Oklahoma, the nation, and the world through integrated, high-quality teaching, research, and outreach. The instructional mission includes undergraduate, graduate, technical, extension, and continuing education informed by scholarship and research. The research, scholarship, and creative activities promote human and economic development through the expansion of knowledge and its application. OSU SYSTEM STRATEGIC PLAN Mission Statement

16. HOW WORK IS DONE • Values are a constant in an environment of change • Values become real only when you demonstrate them in the way you act and the way you insist others behave

17. Excellence OSU SYSTEM STRATEGIC PLAN Core Values Excellence – We seek excellence in all our endeavors, and we are committed to continuous improvement. Integrity – We are committed to the principles of truth and honesty, and we will be equitable, ethical, and professional. Service – We believe that serving others is a noble and worthy endeavor. Intellectual Freedom – We believe in ethical and scholarly questioning in an environment that respects the rights of all to freely pursue knowledge. Diversity – We respect others and value diversity of opinion, freedom of expression, and other ethnic and cultural backgrounds. Stewardship of Resources – We are dedicated to the efficient and effective use of resources. We accept the responsibility of the public’s trust and are accountable for our actions.

18. FOCUS ON RESULTS • Responsible people want to know the results expected, not the activities that may (or may not) achieve those results • Supervisors communicate the goals and the boundaries • Employees achieve results

19. ABLE TO PERFORM • Employee must have the skills • And want to be stretched • Employees want to learn • And want to be challenged • Underchallenge is demeaning

20. SUPERVISOR IS THE EMPLOYEE’S LINK TO THE ORGANIZATION

21. CONTINUED COMMUNICATIONS • Two-way Listen and Observe • Give information to achieve goals Monitor own success • Provide continual feedback

22. Recognize Good Performance

23. LEARNING THEORY • Positive consequences increase likelihood of repetition of behavior • Negative consequences decrease likelihood of repetition of behavior • Nonexistence consequences decrease likelihood of repetition of behavior

24. SAD STATISTICS • 65% employees received no praise or recognition in workplace Gallup Organization Poll • 79% people who leave their jobs cite a lack of appreciation as the key reason SHRM

25. RECOGNITION REMINDERS • Do it often • Direct to specific individual • Timely • Tailor to individual • Make it proportionate to contribution THINK SMALL

26. ACTIVE and PASSIVERECOGNITIONS • Recognitions are affirmations that people and what they do matter, and that they are making a valuable contribution toward the mission • Passive recognitions are such things as stepping aside and letting a team member go forward with a project, without exercising control or offering advice

27. CHEER PROGRESS • Don’t wait until the game is over • Measurement (score) shared generates excitement • Don’t focus on problems and the guilty party • Look for those responsible for things done right and celebrate

28. Be Committed to Differentiate Performance

29. What is fair?

30. CA H IS IMPORTANT OSU STAFF PAY BASED ON JOB RESPONSIBILITIES • Market Based • Internal Comparison • Value Added • Budget Driven

31. HIRING RANGES(BEGINNING PAY IN JOB) MARKET BASED • Median of market studies is maximum for beginning pay HIRING RANGE MINIMUM(MAY BE LOWERED) • Budget Driven • Internal Comparison HIRING RANGE MAXIMUM(MAY BE RAISED) • Value Added

32. WEB DEVELOPER • Recommended Hiring Range: • Monthly: $3,285 to $3,780 • Annual: $39,420 to $45,360 • Note: Hiring range was established with a maximum set equal to the stated weighted average for CUPA-HR 2004-05 Midlevel Survey: Web Developer (392) – Southwestern Geographic Region. The minimum of the hiring range was set at approximately 15% • below the established maximum. • External Market: • CUPA-HR 2004-05 Midlevel Survey: Web Developer (392) – Southwestern Geographic Region • Weighted Average: $45,347 yr. • Low Simple Average: $45,528 • High Simple Average: $48,554 yr. • Number of Incumbents: 119 (53 Institutions) • CUPA-HR 2004-05 Midlevel Survey: Web Developer (392) – Big 12 • Median: $37,576 yr. • Average: $40,770 yr. • Minimum: $34,195 yr. • Maximum: $46,686 yr. • Internal Comparison:

33. Hiring Range Applicant Qualifications INITIAL PAY WITHIN RANGE BASED ON QUALIFICATIONS IN EXCESS OF MINIMUM Number of years of experience Education Certifications Type of work experience Professional Involvement

34. OSU STAFF PAY INCREASES • (Annual) Merit Program • Demonstrated Proficiency (5%) • Career Development Plan Promotions • Incentive Plan Payments • Promotion to Another Position (within hiring range) • Equity Review Adjustments (jobs or department) • Exception

35. CAREER DEVELOPMENT PLANS • Specifies how to advance • Qualifications, skills, length of service • Indicate new salary possibilities • Subject to budget and need Most beneficial when more experience and skills result in increased results

36. INCENTIVE PLANS • Can be individualized • Certification Programs • Ambassador • Leadership Development • HRStar • Professional Certification • Educational Attainment

37. OSU MAXIMIZINGPERFORMANCE SYSTEM PERFORMANCE MANAGEMENT SUPPORTIVE WORK ENVIRONMENT

38. PERFORMANCE MANAGEMENT • Employee is RESPONSIBLE for performance • Supervisor provides ACCOUNTABILITY with RESPECT

39. REASONABLE EXPECTATIONSOF EMPLOYEES • Come to work every day on time • Dress appropriately with good grooming • Listen and follow directions • Concentrate on work • Manage time • Recognize problems & find solutions • Maintain safe work

40. REASONABLE EXPECTATIONSOF EMPLOYEES (continued) • Be honest & dependable • Be cooperative • Be positive • Be courteous/considerate team member • Be continuous learner

41. OSU PERFORMANCE ISSUES • Does not meet quantity or quality standards • Willful violation of work rules • Inappropriate work behavior

42. CORRECTIVE ACTION What corrective action will bring performance in line with the goal? • Formal Corrective Action Plan • Performance Improvement Plan

43. LEGAL GUIDELINES • Did employee understand correct action? • Did employee know it was important? • Was required action reasonably related to business? • Is there evidence employee committed act? • Is corrective action reasonable and consistent?

44. MISCONDUCT ISSUES • Attendance and Punctuality • Misuse of Time (loafing, sleeping) • Safety Rules and Procedures • Disorderly Conduct (horseplay, fighting) • Harassment • Failure to Cooperate (insubordination) • Waste and Carelessness • Dress, Tobacco, Alcohol, Drugs • Theft, Firearms

45. Accountability requires regular attention to performance.

46. IF IT ISN’T COMMUNICATED TO THE EMPLOYEE,IT DOESN’T COUNT!

47. INFORMAL DISCUSSIONS • Observation • Supervisor states what s/he saw • Employee Response • Wait for employee to comment on behavior • Reminder of Expected Behavior • Supervisor states acceptable performance • Solution • Supervisor asks employee how standard can be met • AGREEMENT • Supervisor repeats specific commitment to change

48. WHY IS AGREEMENT IMPORTANT? RESULTS versus ACTION AGREEMENT confirms accepting RESPONSIBILITY and COMMITMENT “I’LL TRY” is just a noisier way of not doing something?” Ken Blanchard

49. IF IT ISN’T WRITTEN DOWN,IT DIDN’T HAPPEN!

50. FORMAL ACTION PLAN • Oral Reminder • Written Reminder • Decision Time