Performance Management

1. Performance Management Planning and Evaluations

2. What Is Performance Management? • A collaborative process involving the supervisor and employee to ensure that employee performance is identified, selected, developed and rewarded. • Performance Management provides a framework for employees to participate in establishing their own performance goals and objectives, and to be full participants in reviewing their individual progress toward those goals. It provides the supervisor with an opportunity to include the employee in the planning process, as well as setting the parameters for review of progress, annual appraisals and appropriate performance salary adjustments.

3. Performance Goals Are not run of the mill daily chores Must be important enough to stimulate extra effort Must be challenging enough to produce results that reflect the effort required to achieve those results.

4. Adams State University Mission Statement Adams State University dedicates its resources to provide opportunity and access for all students. The University is an innovative leader that recognizes the inherent educational value of diversity. It is a catalyst for the educational, cultural, and economic interests of rural Colorado, the surrounding region, and the global community.

5. Adams State Universtiy Vision Statement We measure our success by the success of our students in achieving their life goals. We are Colorado's most effective state-assisted four-year college. Our efforts provide a high quality educational experience through a supportive and rigorous learning environment. Our programs recognize the value of continual improvement while embracing diversity of culture and ideas that stimulate intellectual growth.

6. Key Job Responsibilities What are the things I am accountable for? What are the major parts of my job? Must be challenging enough to produce results that reflect the effort required to achieve those results.

7. Individual Performance Goals A well-constructed Performance Plan can be the key to job satisfaction and success. It takes commitment to develop a high-quality Performance Plan. A Performance Plan should make each employee feel like part of a winning team.

8. Identify potential obstacles. Identify obstacles to goal achievement. Plan a way to overcome the obstacle.

9. Develop an effective Action Plan Detail what activity, material, or equipment is needed to achieve the planned objectives. Designate the people required to carry the plan to success. Specify when checkpoints need to be met. Determine alternate courses of action that should be available.

10. Schedule • April 12, 2013 • Performance Evaluations for 2012-2013 due in Human Resources • May 1-10, 2013 • Updated Performance PLAN Due in Human Resources for the April 1, 2013 to March 31, 2014 evaluation period.

11. Schedule (cont.) • October 1-11, 2013 • Midyear Progress REVIEW due in Human Resources • March 31, 2014 – April 13, 2014 • Performance EVALUATION Due in Human Resources

12. Vocabulary • Performance Evaluation – Rating of employee, completed at the end of the performance period. • Performance plan – Developed within 30 days of hire or transfer or within 30 days following evaluation. • Performance Improvement Plan – Necessary only for those employees rating a 1 or if performance problems have surfaced.

13. Vocabulary (cont.) • Midyear progress review – Conducted on/about September 30 at the midpoint of the evaluation period. • Interim evaluation – Completed immediately for employees leaving or transferring out of your area. • Core competencies – Knowledge, skills and abilities, behaviors and characteristics required for successful performance of all jobs in Colorado state government, regardless of level, occupation or work unit.

14. Steps • Planning – Foundation • Performance management is a tool that helps organizations, as well as individuals, achieve their visions, goals and strategic objectives in the work environment. • The performance plan should include “SMART” goals and expectations, i.e. goals should be Specific, Measurable, Attainable within a set time frame, Results-oriented and Trackable over time.

15. Steps (cont.) • Review – Coaching and Feedback • Performance management is an ongoing process, not a one-time event. A successful performance management system encourages open, ongoing communication to build trust and develop a work environment that focuses on continuous improvement and increased productivity.

16. Steps (cont.) • Review – Coaching and Feedback • Interim and/or ongoing (midyear) progress reviews shall be provided to the employee by the supervisor no less than once during any rating period. These progress reviews shall include a review of the goals and objectives set forth in the employee’s Performance Plan, and modification of the Performance Plan as needed and appropriate.

17. Steps (cont.) • Evaluation – Rating • Employees shall receive a written Performance Evaluation at least annually. The employee’s evaluation shall be based on the employee’s past year’s performance plan. • Performance will be rated based on three levels, with Level 1 indicating needs improvement performance.

18. Preparation • By the Supervisor • By the Employee

19. Discussion • Give and take on both sides • Expectations and feedback

20. Supervisor scores and rates employee • Meets with 2nd level reviewer • Discussion • 2nd level reviewer sees and ensures ratings for their division reports are as consistent as possible. (step back look)

21. 2nd meeting between supervisor and employee • As formal or informal as the situation dictates • Score is presented to employee • Both supervisor and employee sign in two places, on the front sheet and at the end of the evaluation on the separate sheet.

22. Information and forms • http://www2.adams.edu/administration/hr/form/form.php

23. Page 11. Performance Planning section (Blue) Due May 1-10. 2. Performance Mid-year progress review (pink) Due October 103. Final Performance evaluation (green)Due April 1-10. Sections in yellow can be obtained from PDQ>.

24. UNIFORM CORE COMPETENCIESAt beginning of evaluation period, determine or choose the core competencies on which the employee will be evaluated. There are five. (Yellow).Discuss and agree on how important the factor is in the employee’s performance and put in the weight . (green) These two columns (weight and factor) will be reviewed and can be amended at the midyear progress review session.

25. UNIFORM CORE COMPETENCIES (cont.)At the end of the evaluation period, the supervisor will insert numbers , from 1-3 (can be decimal points, i.e. 1.5) in the right hand columns to rate the performance of the individual employee (pink).

26. Section VI. Individual Performance Objectives (IPOs) . These are unique to the employee’s duties and cannot be more than 25% of the weight (may be less).

27. Key to Rating Levels. Explanation of three rating levels.

28. Section VI. Quantification. Transfer weights from Section IV (Uniform Core Competencies) (blue column) from the previous two pages to this page. Transfer scores from Section IV (pink columns) to these columns (pink).

29. Section VI. Quantification (cont.) Multiply the weight (blue) times the rating (pink) for the score in the far right column (green) . Add all the scores for the total. From the total score, (green column) convert the numeric score to the descriptive rating and mark that level (below Quantification section).

30. For employees whose rating is “Unsatisfactory Performance” or “Consistently exceeds expectations”, please fill out the justification box following the Key to Rating Levels.

31. To be signed when employee is given final rating, after reviewer has signed.

32. Interim EvaluationOnly to be completed when an employee leaves your area or the college

33. Performance Improvement PlanTo be used when an employee receives a rating of 1 – Needs Improvement.

34. Where to Get More Information • Human Resources – 7990 • Books and CDs available for check out • State of Colorado Website - http://www.colorado.gov/cs/Satellite/DPA-DHR/DHR/1244207391070