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Managing Performance for Success

Road Map of our Session. Overview of Performance Mgmt @ U of LBackgroundQuick Review of Performance AppraisalsPerformance Management at the U of LReview of new U of L Performance Appraisal Tool.. Overall Objective. Implementation of a performance driven culture and compensation system @ the U of

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Managing Performance for Success

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    1. Managing Performance for Success Overview of Performance Management Process at the University

    2. Road Map of our Session Overview of Performance Mgmt @ U of L Background Quick Review of Performance Appraisals Performance Management at the U of L Review of new U of L Performance Appraisal Tool.

    3. Overall Objective Implementation of a performance driven culture and compensation system @ the U of L.

    4. Overview of PM program @ U of L Performance Mgmt was an issue at the bargaining table & at the Board Level. Drive for performance based compensation system at the University. Need to develop tool(s) that support staff (and the Union) and managers will support. Borrowed from multiple sources.

    5. Philosophical Approach Perception in popular press is that PA’s do not work. Balance Multiple Priorities. Time should be taken to do PA right! Working quality into the process.

    6. Critical Success Factors Tool to support the awarding of appropriate performance incentive increases User Acceptance of performance evaluation program. Union Acceptance of program. Maintainability of program in HR. Integration of user input and previous year review into current review.

    7. Performance Management Performance management is an ongoing process but it has three major phases: Setting of work standards Measuring actual performance to work standards Providing feedback to employees regarding performance.

    8. Performance Appraisals Perhaps single most important function a manager can do in developing staff. Engage staff in crucial conversations Arguably the most challenging process a manager must do in cases of deteriorating performance…short of terminations. It is in the performance appraisal that the shortcoming of both a manager and an employee become evident.

    9. Performance Appraisal Process

    10. Performance Appraisal Process

    11. Performance Appraisal Process

    12. Performance Appraisal Process

    13. The Appraisal Interview

    14. The Appraisal Interview

    15. The Appraisal Interview

    16. Summary of PA in Managing Performance

    17. Developing Performance Objectives To develop measures of performance for a key duty, you need to identify the results expected from the employee in carrying out this area of responsibility. It is useful to think in terms of the “What” and the “How.” The “what” are the results, outcomes, deliverables or work produced. The “how” involves the way in which the work was performed and includes specific behaviors or work processes followed. The acronym SMART is often used to describe the characteristics of good performance measures.

    18. SMART S = Specific State clearly what is to be accomplished in concrete terms that can be easily observed and mutually understood. M = Measurable Objectives should be quantifiable, stating exactly what the criteria for success is, how that success will be tracked and measured, and whether the measurement tools are available. A = Attainable Can the result be realistically achieved? (Is the process used workable and within the employee’s control? Are the needed resources available? Is the time frame reasonable? Is the objective a “reachable” stretch?) R = Realistic Based upon the employee’s knowledge of the job, the objective should be linked vertically to the organization’s goals, as well as being difficult, yet feasible. T = Time Bound Each objective should have a clearly defined time frame.

    19. Developing Performance Objectives Studies have shown that good planning gets good results. Following are several alternative methods to develop performance objectives: The supervisor and employee together may develop the objectives; or The supervisor and employee may develop the objectives separately, then meet and make modifications; or, The supervisor develops the objectives and reviews them with the employee.

    20. Anticipated Outcomes of New PM Tool - More accurate measure of performance - Consistency - Clearer standards - Assists with feedback - Independent dimensions Acceptance by employees, managers, and the Union.

    21. U of L PA Tool Part A (optional for employee) Intent: Measure performance based on traits Outcome: Measure of performance Part B Intent: Compare and record performance Outcome: Record of Performance Part C Intent: Setting objectives Outcome: CP increment

    22. Timelines April 1 Conduct performance reviews with staff using new PA tool. June 1 Deans/Directors submit Part C - Performance Incentive Increase Forms to Human Resources. June 18 Deans/Directors confirm performance increment recommendations to AUPE & Exempt staff. July 1 Effective date of career progress increases. Please contact Human Resources at 2274 should you have any questions.

    23. Last Words Prepare for Interview in Advance Keep notes throughout the year Set appropriate time aside for the Interview & schedule with employee. Encourage participation Review Performance with Employee Use work examples to support discussions Set SMART Objectives Follow up!

    24. Feedback ??

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