Performance Management Program

1. Performance Management Program Employee Performance Review System

2. Introductions • Name and Agency • How long worked as a supervisor • How many employees do you rate or review • Questions, issues, or concerns on EPR

3. Agenda for Today • Managing Performance and Role of Performance Appraisal • Developing Standards • Management Directive 540.7 (Amended) • Writing Comments • Identifying Employee Strengths and Opportunities for Development • Conducting the EPR Interview

4. Performance Appraisal Short term Standards & expectations objectively identified Performance is judged after the fact Form emphasized Results emphasized & measured Housed in HR Office Performance Managment Long term Standards & expectations linked to operation objectives Performance is planned, motivated, and coached Process emphasized Results & competencies are essentials Conducted by supervisors continuously The Big Picture

5. Managing Performance • Knowledge and Skills are not present: • Training • Development • Preceptorship • Mentorship • Knowledge and Skills are present: • Motivation • Coaching • Feedback / EPRs • Discipline • SEAP

6. Plan Do Review Performance Management • Continual process, not an isolated annual event • Enhances performance • Plan • Implement • Evaluate Develop

7. Activity Do You or Don’t You?

8. Purpose of EPR • Bidding on vacancies • Interviewer review • Permanent status • Supporting documentation • EPR grievances / CS appeals • Furlough of management and most non-represented, non-classified employees

9. Value of EPR • Opportunity to praise • Coach for improvement • Commend exceptional work • Establish and communicate responsibilities, priorities, and accountability • Ensure organizational effectiveness

10. What is to be done? How well it is to be done? How well was it done? Communication? Position Description & Essential Job Functions Performance Standards & Expectations Performance Evaluation Effective Communication Performance Management

11. Plan Do Review Plan New!! • Update Job Description • Establish & Communicate Standards • Standards conveyed in writing • Create / review EDP Develop

12. Standards • Are written for the satisfactory rating category and for the rating period unless specifically stated otherwise within the standard • SMART Standards • Specific • Measurable • Achievable • Realistic • Time-bound See EPR Factor Links 4

13. Standards • Can be in various formats: • Expectations, objectives, duties • Goals, priorities, responsibilities • Job duties correlated to expected results • Job factors correlated with job standards • Describe specific and measurable performance at the satisfactory level • How much (quantity) • How well (quality, results) • By when (timeliness) • At what cost (cost effectiveness)

14. Activity Occasionally A lot Often Rarely Usually Sometimes Frequently

15. Job Factor Links • Job Factor Links provide expanded explanations of the various issues and behaviors that are included in assessing and measuring each job factor. • You can access an online versionof the 363L form and Links on the WPD website.

16. Improve Vague Standards • Review seven sample standards against criteria & rewrite them so that they meet the first three criteria for standards: • Achievable • Measurable • Observable • Identify which EPR factor each standard is an example of (Job Knowledge, Work Habits, etc.) You can make up the standards… or use those you may be familiar with.

17. Factor Method • Ensure position description is current • Review performance factors with employee • Develop performance standards and expectations for each factor • Determine under which factor each standard/expectation falls • Work with employee to achieve agreement on standards and how they relate to factors

18. Activity Developing Standards • Write down a duty • Write down three supportive activities • Write standards for each supportive activity • Indicate the related job factor(s)

19. Job Factors • Job knowledge / skills • Work results • Communications • Initiative / problem solving • Interpersonal relations / EEO • Work habits • Supervision / management

20. Weighting Standards & Factors • Discuss with employee • Write weight/value on form • Percentage = value to whole job • Refer to weights during progress review • Document weighting rationale in written comments

21. Plan Do Review Implement • Observe • Coach & Mentor • Informal feedback Develop

22. Tracking Standards & Performance • Spot check • Employee keeps log/record • Activities file (supervisor) • Activities reports • By complaint

23. Informal Review – Formal Results “Good job, Fran. You completed the monthly status report ahead of deadline – it is accurate and thorough. “One improvement would be to include the interim program expense data. The archive folder has examples of how this was presented in the past, and you can get the data from the procurement bureau… here is the name and phone number of our point of contact. “ Do you have any questions or comments about the report?” POSITIVE SPECIFIC CLEAR

24. Activity MANAGEMENT DIRECTIVECommonwealth of PennsylvaniaGovernor's Office Subject:Performance Management Program  Number:540.7 Amended Date: May 2, 2011  By Direction of: Kelly Powell Logan, Secretary of Administration This directive establishes policy, responsibilities, and procedures for the Performance Management Program for all commonwealth employees.

25. Plan Do Review Evaluate • Formal Feedback • Progress Review • Annual Reviews • Interim Reviews • Probationary Reviews • 363L Primary Evaluative Tool • Review Job Description & EDP Develop

26. Types of Formal Reviews • Annual • Progress Review • Semi-Probationary Review (3 mo) • Semi-Annual Review (6 mo) • Also called Mid-Period • Interim • Probationary • New Hire • Promotion

27. Interim Reviews Should be prepared during the rating cycle if: • Employee's rater changes • Employee transfers or is promoted • Job significantly changes, resulting in new standards but not a change in classification • Employee is assigned to work out of classification for an extended period of time • For other appropriate reasons as determined by the rater

28. Interim Reviews Must be prepared during the rating cycle if disciplinary action is initiated due to continued unsatisfactory performance (not be the official notification of the adverse action)  Consider interim when completing annual or probationary rating For non-civil service and non-union represented or SMS employees, an interim review should be completed approximately six months following appointment, transfer, or promotion into the position

29. Probationary Review • Assess the employee’s fitness for continuation in the position • Permanent Civil Service status granted only after a satisfactory probationary EPR is submitted to HR: • “Your services as a(n) (job title) have been satisfactory. I recommend that you attain regular civil service status.” • Due to HR by last day of probationary period • If not timely or properly completed, employee’s personnel record will reflect probationary civil service status (not automatic flip to regular status) for 18 mos., then regular status is granted

30. Hypothetical EPR Timeline • Evaluation as part of the annual FY EPR cycle • Period begins on the employee’s start date (Oct. 15) • Close-out is June 30 • Probationary review April 15 • Interim (change of rater) on May 3 Start Date: Oct 15 End of Prob: April 15 Annual: Jun 30 Semi - Prob: Jan 15 Interim: May 3 –Rater

31. Other Considerations • Employee refuses to sign EPR … • No electronic signatures on official EPR • Employees may write rebuttals, offer documentation • Employees are afforded 5-days to sign, submit comments

32. EPR Grievances / CS Appeals • EPR may be grieved if: • Supervisor who completed EPR wasn’t familiar with employee’s job performance (or rater was not available) • Process was improper or incorrect • EPR used to implement discipline • EPR used to notify employee of future discipline • Employee alleges discrimination in rating

33. Writing Comments • Support level of the rating • Consistent with level of the rating • Define problem areas for development • Provide guidance for improvement • Include job-related recognitions • Substantive

34. All Ratings Require Comments • Outstanding • Commendable • Satisfactory • Needs Improvement • Unsatisfactory • Performance Improvement Plan is: • Encouraged if any factor is rated at Needs Improvement or Unsatisfactory • Mandatory if overall rating is Needs Improvement or Unsatisfactory

35. Writing Comments … ??? • Since the last evaluation, he has reached rock bottom and started to dig. • His men would follow him anywhere, but only out of morbid curiosity. • This employee is really not so much of a has-been, but more of a definite won’t be. • Takes him 1 ½ hours to watch 60 Minutes. • This employee should go far – and the sooner he starts, the better. • Wheel is turning but the hamster is dead. • If brains were taxed, he’d get a rebate.

36. Attitude = Vague Emotional Subjective Behavior = Specific Observable Objective Writing Comments

37. Activity Indicate whether each statement describes an Attitude (A) or a Behavior (B) Hint: Four B, Six A Attitudinal: 1, 5, 6, 7, 8, 9

38. Writing Comments & Feedback • Clear and concise • Elements for substantial comments: • Select job activity • Indicate the degree • Describe the conditions • Suggest an influential factor • Give an example • Point out trends • Show consequences, results, outcomes

39. Identifying Employee Strengths • Identify positive qualities, attributes, behaviors, knowledge, and skills • Recognize/commend proficiency • Maximize contribution to organization by involving employee in assignments requiring those abilities • Identify potential mentors • Seek input from employee, reviewing officer, and others who work with/for employee

40. Plan Do Review Develop • Build on strengths • ID areas for improvment • Learning need 1st • Developmental opportunities to fulfill need Develop

41. Opportunities for Development • Identify job factors that were rated below “satisfactory.” What problem existed? • Identify job factors rated at “satisfactory” or above; why was the rating not higher? • What knowledge, skills, ability are needed by employee at the next level up?

42. Opportunities for Development Consider: • Mandatory training requirements • Improving current job performance • Preparation for future job assignments • Enriching the work experience

43. The employee needs to learn (knowledge, skill) to (level, amount) for (special or specific criteria, circumstances, or duties). Learning Need • The employee needs to learn Access software to an intermediate level for use on quarterly database reports. • The employee needs to learn how to develop a lesson plan for a one-day workshop for groups of 15-20 participants.

44. Direct Reading Problem-solving Off-site Assignments Preceptorship Meetings Delegation Mentoring Job Enrichment Rotational Assignments On-The-Job Training In-service Training Out Service Training Self-instructional training Developmental Options

45. Activity • Prepare an Employee Development Plan for the specific employee scenario for your group • Determine the learning needs and then complete the rest of the employee development plan worksheet Preparing an Employee Development Plan 25

46. Continuous Learning • Meet with employee after developmental option has been completed • Give employee opportunity to use what they have learned • Give rewards for learning and using new knowledge and skills

47. The EPR Interview • Preparation is the key • Conducting the interview • Opportunities—reward, improve, plan • Occurs twice a year but a continuous process • Begins and ends with 2-way communication between supervisor and employee

48. Activity Effective EPR Interview • Count off by 3’s to form three groups • On a flipchart, each group lists items that have been successful for them for one of the three phases of the effective EPR interview: • Preparation • Appraisal Meeting • Follow Through

49. Video Continuous Performance Appraisal: Coaching is the Key • Preparation • Appraisal Meeting • Follow Through What was different between your exercise discussions and what you learned in the video? 28

50. Questions…. and review of issues or concerns…