Performance Management Process

1. Performance Management Process A comprehensive approach to talent management

2. What is an Effective Performance Management Process? • It’s a comprehensive process that maximizes engagement, development, and performance of all employees in the employment lifecyle by: • Defining and communicating performance and development expectations in a regular and on-going manner • Aligning position responsibilities with competencies (skills, talents, attributes) to perform a role • Remaining flexible, efficient, measurable, fair, and transparent

3. What is an Effective Performance Management Process? • Proactively focuses on employee development and talent management (succession planning) • Links performance to compensation, recognition, and rewards to performance • Aligns an employee’s work to department goals and objectives (line of sight)

4. Planning • Establish unit strategy & goals • Align goals of employee & unit • Determine performance level criteria Components of Cornell’s PMP • Coaching • Coaching • Assessment • Annual PD • On-going feedback • Talent Discussion (Criteria) • Career Development • Create Individual Development Plan (IDP) • Utilize rotations and on-campus and off-campus training • Talent Discussion (Development) University MissionUnit Values and GoalsDepartment GoalsIndividual Goals • Recognition • Correlate SIP and performance • Correlate promotions and bonuses • Utilize low-cost, no-cost ideas • Coaching • Coaching

5. Why Performance Management Now? • To change the current process to a holistic development oriented process that will enable strategic changes as we re-imagine Cornell instead of a compliance based performance dialogue • Ensure consistent focus on employee development across units and the organization, aligning performance conversations with strategic goals.

6. Why focus on Performance Management Now? • Enable succession planning: to retain our current employees and to build the skills for future needs • Develop of common language and transparent process to discuss and convey performance ratings • Provide employees a clear understanding of the outcomes they are expected to deliver

7. Planning • Establish unit goals • Align unit goals with employee position, goals, and objectives • Determine performance level criteria – set expectations

8. Criteria for Performance RatingsRating Criteria Planning Establish unit strategy & goals Align goals of Employee & unit Determine performance level criteria

9. Assessment • Annual Performance Dialogue (PD) • Ongoing feedback • Talent Discussion

10. Assessment Annual PD On-going feedback Talent Discussion Generalizations vs. Behaviors Attitude. Jose has a positive attitude. Others really enjoy working with him. He always accepts new assignments –even things that are not included on his job description. He is a real pleasure to have on my team. Jose always demonstrates a positive attitude – which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project – which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.

11. Juanita is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Juanita looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Juanita’s supervisor thinks she has great potential. Assessment Annual PD On-going feedback Talent Discussion (Criteria)

12. Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Mark’s performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do. Assessment Annual PD On-going feedback Talent Discussion (Criteria)

13. Talent Management Matrix May be new in the job. May be in the wrong job/wrong manager. Action: Give time for development or needs intervention. Valued talent, capacity for advancement after further potential has been realized. Action: Look for opportunities for growth and new experiences. Capacity for immediate advancement. Potential for senior succession. Action: Look for opportunities to promote. Give top level assignments. Partner with executives. Reward and recognize. Potential Low Medium High May be new in job or organization. May have lost pace with the changes in the organization. Action: Continue orientation. Give time for development. Challenge with clear expectations. Steady and dependable performers, but capable of more. May not understand changes in the organization. Action: Challenge, allow opportunities for growth and new experiences. Capacity for immediate one level advancement. Consider best track – Individual contributor, project manager, or general manager. Action: Look for opportunities to expand role and challenge, reward and recognize. Engage in decision making. Has reached job potential and is underperforming. Action: Manage performance, set clear improvement plan, or exit organization. Steady and dependable and have reached career potential. Action: Engage, challenge, focus, and motivate. Excellent performer, has reached career potential. Action: Engage in training others. Challenge, reward and recognize. 1 2 3 4 5 Performance

14. Recognition • Correlate SIP and performance • Link promotions and bonuses • Utilize low-cost, no-cost ideas

15. Career Development Career Development Develop employees • Focus areas of training to those identified on the Individual Development Plan (IDP); include whether the individual completed the training as a performance measure • When the employee returns from the training ask them what they learned • Develop performance metrics to measure the effects of the training

16. Career Development Career Development Develop employees • Create Individual Development Plan (IDP) • Provide stretch opportunities – ex. A committee assignment • Utilize job rotations within a unit cross-functionally • On-campus and off-campus training opportunities

18. Training • Provide all employees with the tools and training they need to successfully and comfortably execute the new process • Focus on year round continuous dialogue vs. one time feedback

19. Resources, Tools, and Training • Please see the available PMP tools and resources to support the implementation of the performance management process at the OHR website at “Individual and Organizational Effectiveness” and then “Performance Management”

20. Training Modules: • All: • Performance Management Process • Assessing Performance • Delivering Feedback • Goal-Setting • Writing an Individual Development Plan • Talent Discussion

21. Training Modules: • Supervisors: • New Supervisor Orientation Certificate Program • University Supervisory Development Certificate Program (SDCP)

22. Training Modules: Elective • Performance Management Organizational Development (ILR) • See the Guide to Workshops

23. Resources, Tools, and Training • Skillsoft training • Books 24/7 • Other: 1001 Ways to Reward Employees by Bob Nelson

24. Questions?