Human Resources Department Performance Management Presentation

1. Human Resources Department Performance Management Presentation

2. AGENDA Introduction Performance Management Phases Steps in Performance Appraisal WRAP-UP Q & A

3. What - Definition and Key Concepts • Performance Management • An on-going communication process between the staff member and • supervisor • A shared responsibility that involves active participation and working • together to PLAN, MONITOR, and REVIEW staff member’s work • objectives /goals and overall contribution to the organization

4. Why do we have Performance Management • ORGANIZATIONAL EFFECTIVENESS • PERFORMANCE IMPROVEMENT • IDENTIFICATION OF STRENGTHS • TRAINING AND DEVELOPMENT • REWARD

5. Performance Management Phases PERFORMANCE PLANNING • Set and Discuss Goals PERFORMANCE FEEDBACK • Monitoring PERFORMANCE REWARDING • Annual Performance Review Process

6. Performance Planning Phase Self - Assessment PERFORMANCE PLANNING • Performance Goal Setting • Developmental Goal Setting • Establishment of performance expectations • Supervisor and employee must work together to establish:: • What is expected to effectively execute the work • What results are to be achieved or accomplished • How these results are expected to be achieved PERFORMANCE FEEDBACK PERFORMANCE REWARDING

7. New approaches are needed Performance Planning Phase : Goal Setting • S.M.A.R.T. Criteria for Goal Setting • Specific • Measurable: How well not How much • Agreed upon • Realistic • Time bound • How to SET goals • Identify 5 goals (3 business, one professional, one values) • Reference various sources • Review goals for clarity and understanding • Review goals and assess priority • Identify important interfaces, team • members and roles PERFORMANCE PLANNING PERFORMANCE FEEDBACK PERFORMANCE REWARDING

8. Performance Feedback Phase PERFORMANCE PLANNING • Providing the provision of ongoing, timely feedback and coaching based on • observable and verifiable work- related behaviors, actions and results • Valuable performance feedback relies on timely, honest and open communication • Feedback should be provided regularly and as close as possible to the event PERFORMANCE FEEDBACK PERFORMANCE REWARDING

9. Performance Rewarding Phase PERFORMANCE PLANNING PERFORMANCE FEEDBACK • Actual formal performance review • Relies heavily upon development of annual appraisal that summarizes achievement of results against agreed upon targets or established goals • Process of aligning individual performance to compensation PERFORMANCE REWARDING

10. Performance Management Phases Annual Performance Review Guidelines • Review goals from the last review period, go over these and talk about how goals were achieved or not and why • Discuss employee’s strengths and their weaknesses in a balanced evaluation • Agree upon standards for performance for the key job responsibilities • Include a review of key performance areas or projects where an employee has performed well. • Manager should make criticisms of employee’s work in a constructive way. How can it be improved? • Interact during the performance appraisal process • Set quantifiable and achievable goals for the next period • Collaboratively develop a coaching and improvement plan if needed • Design a development plan together that helps the employee grow professionally • Maintain a professional demeanor and don’t let the discussion get personal • Follow up with informal performance feedback PERFORMANCE PLANNING PERFORMANCE FEEDBACK PERFORMANCE REWARDING

11. Performance Management Phases Rating Categories • Exceeds expectations: Extraordinary performance. Professionalism and achievements consistently of highest order • Meets expectations: Generally competent with instances of excellent output; needs to be more consistent in certain areas. • Needs improvement: Does not meet standards and needs improvement. An interim performance improvement plan is required; must be reviewed with HR prior to discussion with staff member. PERFORMANCE PLANNING PERFORMANCE FEEDBACK PERFORMANCE REWARDING

12. Annual Performance EvaluationSelf-Evaluation Form

13. Mid-Year Performance EvaluationSelf-Evaluation Form

14. Collaboration • Volunteering • Sharing • Open to new ideas • Reaching out • Being helpful • Actively including others • Willingness to be influenced • Listening • Affirming others’ opinions • Acknowledging what others bring • Being honest • Seeing everyone as a potential partner • Helping to enhance others’ skills and experiences • Not responding to requests • Withholding information • Excluding • Needing to be right… “my answer” • Territoriality • Shutting people down • Not being genuine when soliciting the opinions or participation of others • Seeing others as rivals and competitors • Focusing on the shortcomings of others • Bullet point with text wrap applied Enabling Disabling

15. Compassion • Open to new ideas • Hearing people out • Taking risks • Offering new ideas • Allowing other ideas to fail • Being proactive • Learning from past • Adapting, being flexible • Taking responsibility • Being persistent • Finding & investing in innovations • Doing homework • Acting, resulting orientation • Showing leadership • Being constructive • Blaming • Judging • Negativity • Shooting others down • Staying in comfort zone • Fear of failure • Not taking a chance • Assuming that the only way to do things is the way they’ve always been done • Always looking for the reasons why something new might fail • Punishing reasonable and good faith efforts to try new ways of operating • Judging ideas based on the power or influence of the person making them Enabling Disabling

16. Social Justice • Being conscious of people not in the room • Including & providing access for people not in the room • Do no harm • Enhancing the freedom & agency & capacity of those with less power • Sharing power • Being the change agent • Not imposing a project on others • Playing fair • Taking time to understand underlying cases • Using our access to provide access & voice to people who don’t have it • Being aware of & making manifest the power of those who people say are powerless • Creating rules & systems that are fast & sticking with them • Judging people on the basis of character and wisdom and not personal characteristics and stereotypes • Ensuring that everyone has opportunity to fulfill their potential • Making the rules in any system fair to all its stakeholders • Excluding people • Hoarding power • Quick fixes • Side-stepping rules, gaming the system • Harboring or reinforcing prejudice • Speaking or acting in ways that demean individuals or groups • Using humor as a tool to reinforce harmful stereotypes • Failing to take positive action to secure more just and equitable circumstances for others within one’s sphere of influence • Embracing historical customs that have their roots in hierarchy and privilege for some and harm to others • Assuming others will address a problem and not taking personal responsibility Enabling Disabling

17. Integrity • Consistently honoring all of our core values • Being honest & fair • Choosing honesty/fairness over “looking good” • Keeping commitments/meeting deadlines • Respect, respecting others • Taking responsibility • Take high road • Maintaining Confidentiality • Doing right thing, even if hard choice and results in some personal price to pay • Whistle-blowing • Being trustworthy • Direct, constructive criticism • Direct, honest and timely communication • Being indifferent to values • Taking values seriously only when it’s convenient or serves a personal purpose • •Elevating the well being of self above the well being of others • Being defensive when personal conduct is challenged • Talking behind people’s back • Not taking a stand, going with the flow • Not telling the truth or not being altogether candid • Failing to honor promises and commitments • Taking credit for the work of others. Not exercising careful stewardship with resources • Taking shortcuts • Personal conflicts of interests • Inappropriate use of work time • Being sanctimonious or arrogant about values Enabling Disabling

18. Performance Management Cycle • Review job description for responsibility • Establish performance goals and measurement • Establish developmental goals and measurement Goal Setting Performance Evaluation Feedback • Results against goals • Identify strengths/development opportunities • Basis for compensation recommendation • Transparent, honest, open communication • Regular and tied to actual events • No surprise s

19. Performance Management Calendar