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Guidelines for Manager Engagement and Performance Management Strategy!

Welcome! The program will begin shortly. Guidelines for Manager Engagement and Performance Management Strategy!. Featuring. Thomas Phillips Human Resources Manager for Thomas Edison State College. Hosts: Lindsey Ohls – Higher Education Solutions, PeopleAdmin

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Guidelines for Manager Engagement and Performance Management Strategy!

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  1. Welcome! The program will begin shortly. Guidelines for Manager Engagement and Performance Management Strategy! Featuring Thomas Phillips Human Resources Manager for Thomas Edison State College • Hosts: • Lindsey Ohls – Higher Education Solutions, PeopleAdmin • Tommy Siragusa – Marketing Manager, PeopleAdmin

  2. PeopleAdmin is a Proven PartnerOver a decade of solid growth and performance PeopleAdmin Inc. Founded PeopleAdmin Wins ACG Award for Outstanding Corporate Growth Honored as Stevie Top Service Organization PeopleAdmin Suite is Nominated as Stevie Finalist for Best New SaaS Product Onboarding released Performance Management released PeopleAdmin Achieves Landmark 100 Clients 500thCustomer Joins the PeopleAdmin Roster 2007 2000 2004 2009 2010 2011 2011 2008 2012 2007 – 2011: PeopleAdmin named one of America’s 5000 fastest growing companies on the Inc. 500

  3. The Leader in Talent ManagementOver 700 Public Sector Organizations Rely on PeopleAdmin • Over 10 years serving Higher Education & Government • Over 1000 Implementations • 99% Renewal Rate • CUPA Corporate Advisory Council Member • IPMA Partner

  4. Security and AvailabilitySaaS you can count on • Software-as-a-Service (SaaS) means no need to purchase, install or maintain any hardware or software locally. • SAS70 Type II compliant data centers. • Comprehensive disaster recovery and resiliency built in. • Third party audits ensure compliance. Decade of experience Cutting edge technology

  5. SelectSuite™ - Talent Management SolutionThe Only CLOUD Solution Built to Meet the Unique Needs of Higher Education & Government Leverage position descriptions as the foundation of talent management. Maintain compliance and defensibility easily and efficiently. Attract, find, and hire the best talent by automating the recruiting, selection and onboarding processes while supporting the unique needs of faculty. Improve performance through goal setting and evaluations. Gather feedback across the institution and manage the entire program with powerful dashboards and reports.

  6. About Thomas Edison State College • Located in Trenton, NJ • Non-Traditional – Adult Learner • 350 Employees (Includes The New Jersey State Library). • State of New Jersey Employer • Employee Groups: - Managers - Professional (Union) - Civil Service (Union) - No faculty – Mentors

  7. TESC Evaluation Types & Cycles- Continuously Performing Evaluations throughout the year. • Manager: One-year Fiscal Year contracts (July 1- June 30) • Civil Service: - Initial, Interim, Final (October or January) • Professional: - 5 Single-year Fiscal Year Contracts (July 1 June 30) - Multi-year Contracts

  8. Performance Management at TESC • Essential component of overall Talent Management A year-long, on-going process. • A combination of software and face-to-face interaction.

  9. What is Performance Management? • An on-going process where managers and employees engage in mutual goal setting and execution to accomplish the mission and vision of the organization. Performance management includes establishing targeted and clear job descriptions, clear goals and objectives, effective communication between manager and employee, coaching, analyzing results, recognition of performance, and professional development opportunities to maximize employee performance.

  10. Purpose of Performance Evaluations • Communication Tool Increase Employee Motivation • Identify Opportunities • Outline Goals and Objectives • Documentation – Checks & Balances • Tie Performance to Organization Mission and Vision

  11. Aligning Performance Management with Organizational Mission and Vision • Organization’s Strategic Plan • First Step: Work with managers to attract employees with a background that fits mission and vision. • Crafting clear job descriptions to set expectations. • Establishing clear goals and objectives aligned with mission and vision.

  12. Why Managers are Not Engaged • Too Busy • Not Properly Trained • Their Goals and Objectives are Strictly tied to the Organization’s goals and not managing employees. • Lack of Executive Buy-in • Uncomfortable with Difficult Conversations.

  13. Performance Appraisal Cycle- Managers want clear expectations about what to do during performance management cycle, as this responsibility is only a fraction of their job. • Plan • Monitor • Develop • Rate • Reward

  14. Keys to Successful Performance Evaluations • Executive buy-in is REQUIRED. • Training Supervisors to ensure consistent application. • Feedback provided throughout the evaluation cycle. • Allow employee feedback. • Evaluation Meeting. • Information presented should not be a surprise. • Tell outstanding performers WHY performance is outstanding.

  15. Performance Evaluation Meeting • Set the Stage • Timing of the Meeting • Length of Meeting • Avoid Interruptions • Provide Employee the Opportunity to Respond • Provide Praise and Areas for Improvement

  16. Correcting Employee Behavior • Observe • Response • Remind • Solve- • Agree • Follow-up

  17. Goal Setting SMART Method • Specific • Measurable • Agreed upon • Realistic • Trackable

  18. Outcomes Assessment • Identify Outcomes • Select Indicators • Gather Data/Information • Subpoenaed Data Available on PA • Analyze and Report Data

  19. Summarizing Performance Management • Empower your Managers to be successful with Performance Management through effective training. • Organization and Individual Goals and Objectives clearly outlined and measurable. • Performance evaluations aligned with Mission and Vision of the organization. • Executive buy-in and consistent application are critical to the Performance Management process. • The Performance Management process should be collaborative between supervisor and employee. • Hold Managers accountable for the Performance Management Process. • Performance Management is an ongoing process throughout the year.

  20. Resources • CUPA – HR (www.cupahr.org) • SHRM (www.shrm.org) • PeopleAdmin (http://www.peopleadmin.com/resources-higher-ed-product-info/) • Online Journal for Performance Management (www.performance-management.us)

  21. Some Parting Thoughts(It actually happens…) • He’s been working with glue too much. • This employee should go far – and the sooner she starts, the better. • He brings a lot of joy whenever he leaves the room. • Got a full 6-pack, but lacks the plastic thing to hold it all together. • Works well when under constant supervision and when cornered like a rat. • When he opens his mouth, it seems that it is only to change feet. • If you see two people walking and one looks bored, she’s the other one.

  22. Thank You! Thomas M. Phillips Human Resources Manager Thomas Edison State College tphillips@tesc.edu (609) 984-1114 x4105

  23. Performance ManagementDesigned in Partnership with our Higher Education Customers Evaluations • Configurable forms • Flexible scoring and weighting • Multi-rater and co-reviewer capabilities Goal management • Cascading goals • Goal library Program scheduling • Dashboards • Notifications Employee portal • Journaling • Self assessments “PeopleAdmin has held the leadership position in the higher education market for over ten years and we are excited to partner with such a strong, stable company” ~ University of Southern California

  24. Performance ManagementDesigned in Partnership with Our Public Sector Customers

  25. Program Management

  26. Sourcing Objectives

  27. Individual Reviews

  28. EvaluationsForm a 360 Degree Picture from Multiple Sources • Self reviews • 360 (multi-rater) reviews • Manager reviews • Co-reviews for matrixed reporting

  29. Document CompletionCustomize Workflow, Approvals and Certifications • Employees receive and acknowledge review results • An defensible audit trail is generated automatically “PeopleAdmin has held the leadership position in the higher education market for over ten years and we are excited to partner with such a strong, stable company” ~ University of Southern California

  30. Track ProgressUser-Friendly Dashboard Keeps Everyone on Track • Quick scan dashboards helps all participants stay on track and monitor progress. • Managers can view summary data and drill down as needed.

  31. Q & A

  32. Contact us! Lindsey Ohls – Higher Ed Solution Sales lindsey.ohls@peopleadmin.com (512) 977-5862 – Office (512) 828-1245 - Cell Tommy Siragusa tommy.siragusa@peopleadmin.com (512) 977-5973 - Office sales@peopleadmin.com Austin, Texas!

  33. Where you can find us! IPMA National – Nashville, TN. Sept 8th CUPA-HR National – Boston, MA. Sept 9th PA Datatel User Group – Harrisburg, PA. Oct 15th West Virginia CUPA – Charleston, WV. Oct 23rd North Carolina CUPA – Wrightsville Beach, NC. Oct 31st IPMA Silver Sponsor CUPA-HR Distinguished Partner Austin, Texas!

  34. Follow us on Linkedin! www.linkedin.com/company/peopleadmin Stay Connected Like us on Facebook! www.facebook.com/peopleadmin Follow us on Twitter! www.twitter.com/peopleadmn Professional Relationships on a Personal Level!

  35. Thank You!

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