Performance Management & Development Strategies Training

1. Performance Management & Development Strategies Training

2. AGENDA Why should you care? What is our objectives/outcomes? Who is involved? How can you participate?

3. WHY YOU SHOULD CARE: A performance management and development strategy helps supervisors find time to manage and coach their employees Each of the processes provide supervisors with tools to oversee their staff and apply the results of the process in ways that benefitthe university, the manager, and the employee

4. WHY YOU SHOULD CARE:

5. BUSINESS CASE

6. CURRENT SITUATION Main Campus has minimal participation in the performance evaluation process. Data tracking has found that employees have not received an evaluation in years and some have never had one at all. HSC has a high level of participation as monitored compliance for Joint Commission.

7. OBJECTIVES & OUTCOMESWhat are we trying to improve:

8. OBJECTIVES & OUTCOMESReasons to Increase Participation:

9. WHO IS INVOLVED

10. PERFORMANCE MANAGEMENT TOOLS

11. HOW CAN YOU HELP

12. PROBATIONARY PERIOD MANAGEMENT

13. Definitions • All employees will be evaluated based on demonstrated performance of the pillars as defined below: • Foundation/Pillar #1Core Responsibility: The employee successfully completes the fundamental responsibilities of the job description and fulfills the basic expectations of the role. The employee’s daily actions support the strategic direction of the department/division. • Pillar #2 Customer Service Excellence: The employee demonstrates a noble commitment to patients, students and other members of the University community. The employee consistently demonstrates to patients, students and other members of the University community actions that display the employee’s commitment to provide relief, support, continuous improvement, problem solving, and customer, patient and/or student centeredness.

14. Definitions • Pillar #3 Nimble and Responsive: The employee demonstrates flexibility and adaptability while also responding to all requests and inquires in a timely manner. The employee focuses on moving projects quickly from planning phase to implementation. • Pillar #4 Professionalism and Respect: the employee consistently acts and behaves in a manner that demonstrates the culture of dignity and respect that is required in a world-class University and Health Center. • Pillar #5 Communication Effectiveness: The employee communicates with clarity, openness and transparency ensuring all stakeholders receive appropriate information at all times.

15. Five-Point Rating Scale Label Definition Distinguished Contributor (5) Highly Valued Contributor (4) Valued Contributor (3) Improving Contributor (2) Non- Contributor (1) • Regularly exceeded expectations, demonstrating extraordinary performance, including achievement of objectives and demonstration of core pillars. Personal contributions were recognized and applauded by others. • Consistently exceeded expectations throughout the year, going beyond achievement of objectives and demonstration of core pillars, anticipating issues, and acting proactively. • Performance met and occasionally exceeded all expectations for achievement of objectives and demonstration of core pillars. • Performance occasionally, but not regularly, met expectations for achievement of objectives and demonstration of core pillars in selected areas and requires some improvement. (Requires an action plan). • Performance did not meet minimum expectations or requirements of the position. Improved performance is required for continuation in this position. (Requires and action plan).

16. Resources • All Information, Resources and Tools can be found at the following website: • http://www.utoledo.edu/depts/hr/evaluations.html *Both PDF (auto-fill) and Word versions are available on this page. • Due dates for CWA performance evaluations may be found via web report library • http://reports.utoledo.edu/ • Document List • Public folders • Human resources • General Inquiry • CWA Annual Review and Longevity

17. Policy # 3364-25-45 • http://www.utoledo.edu/policies/administration/humanresources/pdfs/3364_25_45.pdf

18. Recap When job descriptions are kept up-to-date and performance goals are monitored ~ supervisors and HRTD can easily identify skill strengths and gaps and use this information for training and recruiting When individual employees’ goals are closely aligned with the institutions' strategic goals, everyone will be working on the right things