Performance Management Training

1. Performance Management Training New Competencies, New Perspective

2. Agenda • Reiterate New Emory Competencies • Introduce New PM Process and Tools for FY2014 • The Importance of Taking Good PM Notes • Summary

3. Background • SOM launched training in May-July of 2013 that reinforced the essential importance of PM to our core mission. -FY2012 SOM PM Compliance was ~ 60% -FY2013 SOM PM Compliance improved to 87.5% • Today’s training expands on the original SOM training and introduces new University-wide improvements for FY2014 -Competencies – Process – Tools • New competencies have been developed that better align with Emory’s strategy and culture -In response to 2011 EU Performance Management Audit • Tools have been created based on these competencies

4. Benefits and Features of New PM Approach • Structured form and process • Evaluation standards that focus on behavior • Reinforces relevant behavior – for job and organization • Training to reduce errors and facilitate development • Greater rater consistency • More accurate evaluation • Easier to provide feedback • Helps employees develop and improve • Reduced evaluation time Key Features Key Benefits

5. Old vs. New PM Process and Tools

6. What Is a Competency? • A collection of related and important knowledge, skills, and/or abilities • Are necessary for success in a position and organization • Expressed in behavioral terms (directly observable) • Help define “how” employees are expected to succeed • Help demonstrate that performance is “multi-dimensional”

7. Example of a Competency Problem Solving • Considers multiple sides of an issue. • Makes informed decisions. • Recognizes issues and determines actions needed. • Not discouraged by ambiguity. • Open to new ideas. • Adjusts approach to achieve results.

8. New EU Competencies for FY2014 OPTIONAL: 1. Service to Others/Customer Service CORE: • Building Trust • Delivering Results • Collaboration • Communication • Problem Solving • Taking Initiative • Functional Knowledge/Skills

9. Behavioral Examples • What they are: • Example behaviors for a given competency • Written for a specific • Level of performance • Organization level • What they are not: • All encompassing • A checklist • A replacement for your judgment Remember: They are not a checklist!

10. Behavioral Examples- - Manager and Non-Manager

11. Behavioral Examples and Symmetry

12. 5. Far Exceeds Expectations Superior performance that regularly exceeds job requirements… reserved for truly outstanding performance throughout the review period. 4. Exceeds Expectations Strong performance that consistently meets and frequently exceeds job requirements. 1. Unacceptable Inadequate performance that is frequently below job requirements and clearly problematic. 3. Meets Expectations Capable, satisfactory performance that consistently meets and occasionally exceeds job requirements. 2. Needs Improvement Generally adequate performance but needs some improvement in order to consistently meet job requirements. Performance Levels and Definitions Five Performance Levels

13. Rating Scale What is “Meeting Expectations?” • The employee consistently demonstrates capable, or satisfactory, performance. • Both what is produced and how it is produced meet Emory standards and expectations of the position. • The employee is a dependable, competent, knowledgeable individual. • This rating conveys solid, effective performance. Remember: A “3” is not a C!!!

14. Exercise- - Applying Competencies and Performance Levels • Your group will be assigned an EU Competency. • Share an example of someone that demonstrated that competency. • -Can be meets, exceeds or far exceeds! • -No names (keep generic) • Review the behavioral examples worksheet that demonstrates what “Meets” and “Far Exceeds” looks like. • Use your group’s example to assign a performance rating and be prepared to explain how rating was determined.

15. Performance Log • Simple, helpful tool • Keep on your desktop • 3 column table -Date -Notes -Competency • Makes mid and end of year evaluation much easier -Cut and paste!

16. People Soft- - Online form • PeopleSoft application -Under development by University HR • Designed to be as simple as possible! • Evaluations -Self & Manager

17. Importance of Taking Good Notes • Top reasons performance appraisal is dreaded: • paperwork • time • Taking notes throughout the year makes process much less painful • vs. 2 weeks before appraisals are due

18. About notes • Why notes throughout the year? • Are closer in time to actual event • Reduce the tendency to develop a general impression of the employee • Provide detailed documentation, making it easier to evaluate at end of year. • Your performance log makes this much easier!

19. Notes are your observations • Observation requires that you be: • Fact-based - focus on behavior/results and do not yet evaluate! • Aware – notice the obvious and subtle behaviors • Inclusive – understand the complete situation you are observing (i.e. context) • Real-time oriented – focus on what you are seeing today, right now • FAIR!

20. Effective vs. Ineffective Notes Ineffective Notes Judgments Effective Notes Behaviors “Provides good customer service” “Developed new protocol for regulatory compliance -- resulted in letter of praise from head of department” “Is an effective planner” “Managed TPR program from start to finish -- on budget and on time” “Works well under pressure” “Executed large-scale ERP upgrade in conjunction w/ training 250 staff. Event received many positive reviews and staff report high satisfaction” “Analyzed and integrated pre- and post data to understand training program effectiveness and made changes that resulted in a 10% decrease in errors on the job” “Provided solid analysis”

21. Behaviors vs. Judgments ARE THESE BEHAVIORS OR JUDGMENTS? Behavior?Judgment? • Completed budget ahead of schedule X • Maintains a positive, “Can do” attitude at all times X • Did not respond to previous three emails X • Is not a team player X • Attended all team meetings this quarter X

22. PM Resources • Behavioral Examples • Rating Scale • Automated form - PeopleSoft • Performance Log -Key tool for increasing manager effectiveness around assessing performance! • People Soft tool will include a self-evaluation form • Mid-Year and End-of-Year review -Managers encouraged to check in with staff at mid year

23. Summary • Performance Management is a continuous process, not a one-time event • Performance is multi-dimensional, and few are “outstanding” on everything • Focus on behavior, take good notes, and stay objective • The behavioral examples are not a checklist! • A 3 is not a “C”! • Additional Resources are available on SOM Staff Development Website at: med.emory.edu/staff

24. Questions?