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U N I V E R S I T Y. Duke. PAY & PERFORMANCE PROGRAM. Performance Management Overview Spring 2005. What is Pay & Performance?. Two-Part Program New performance management approach New compensation structure
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U N I V E R S I T Y Duke PAY & PERFORMANCE PROGRAM Performance Management Overview Spring 2005
What is Pay & Performance? Two-Part Program New performance management approach New compensation structure • Today’s meeting will focus primarily on the new process for performance management
Why Pay & Performance? Current State • Inconsistent processes for performance management and pay decisions • No process for performance management in some areas • Pay increases perceived by many as an annual pay adjustment rather than a reward for performance • Many managers do not have clear guidance or necessary resources for performance management • Staff members desire greater support for professional development
Why Pay & Performance? Future State • Common foundation and consistent process for performance management • Consistent and fair process for pay decisions • Pay increases linked to performance • Flexibility for units to expand on common foundation • Expectations for individual performance and opportunities for professional development defined
Performance Evaluation and Planning (PEP) Form The new PEP form has two sections on two pages with expandable text sections. • Section One: Evaluation of Past Year • Section Two: Planning for Coming Year
Section II: Goals for the Coming Year Section II: Planning for the Coming Year
Setting Goals for the Coming Year • This section lists the category of goals for the individual and a description of the goal and measures or targets. • Goals may be activities to complete that are outside the regular job responsibilities (i.e. complete a special project) • Goals may also be specific measurable targets (i.e., achieve a percentage reduction in budget, or improve quality by a certain amount)
Identifying Areas for Development • Identifies the skill or behavior improvement areas and individual needs to perform in their current job or prepare for a future job. • The development plan: • Is established and agreed upon by manager and employee at the end of the performance year. • Describes the development need and how the individual will develop (i.e., through training, special assignment, coaching, practice, etc.).
Section I: Evaluating the Past Year Section I: Evaluating the Past Year
Evaluating Levels of Performance • Duke is committed to linking the opportunity for annual pay increases to performance • Performance evaluations will serve as the means to create this important link • By differentiating performance, more of available budget dollars for pay will used to reward those whose performance contributes to our overall success.
Evaluation of Job Responsibilities • Responsibilities are based on what is included in the job description and other duties as assigned. • The evaluation is based on the extent to which the employee satisfactorily performed the regular duties of the job.
Evaluation of Individual Goals • Individual goals should be based on, and linked to, the needs and direction of the department. • Goals are established and agreed upon by manager and employee at the beginning of the performance year and should be expressed as measurable actions and results. • The evaluation is based on the level of achievement of goals.
Evaluation of Behaviors • Behaviors describe the “how” – how someone acted in performing responsibilities and achieving goals. • Behaviors: • Measure and focus on how the work gets done, not just what gets done. • Includes, but not limited to, the behaviors listed in the Duke Behavior Guidelines.
Evaluation of Behaviors, cont. Guiding Behaviors for All Staff Members Customer Focus–Understand the needs and wants of Duke’s customers in order to provide accurate, complete and timely service Teamwork– Work cooperatively with others to achieve organizational and team goals Creative Problem-Solving –Create new and valuable ideas and use these ideas to solve problems and develop improved processes and methods Continuous Learning –Show a commitment to continuous learning and improvement of self, others, and Duke practices Diversity –Take full advantage of the rich backgrounds and abilities of all by recognizing and valuing differences, seeking inclusiveness, and considering and honoring differing points of view
Evaluation of Behaviors, cont. • Additional Guiding Behaviors for Those Who Supervise Staff Members • Strategic Communication–Help develop a common vision by providing clear direction and priorities, clarifying roles and responsibilities, and promoting mutual understanding through effective communication • Performance Management–Take the time to effectively plan and evaluate performance, provide feedback, recognition and coaching, and develop employees to be their personal best at Duke
Manager’s Overall Evaluation • Provides an overall evaluation of how an individual performed based on the results of his/her role responsibilities, individual goals and behaviors. • The overall evaluation should be: • Supported by the appropriate documentation or comments • Reviewed with the employee after approval of the manager’s manager
Self-Assessment • Required for all managers • Optional for staff members (used before PEP completed) • Some of the advantages of a self-evaluation include: • Allows for self-reflection on job performance during year • Creates opportunity for dialogue about similarities and differences between manager evaluation and self-assessment • Provides time for manager to respond to the staff member’s self-evaluation
The PEP Annual Calendar Process and Calendar The following are the key steps in the annual performance calendar: July June Identify andset goalsand role responsibilities Evaluations completed, ratings submitted for review by senior administration Managers conduct mid-year check-ins with staff Pay decisions communicated Establish professional development action plan Administration develops salary planning budget Salary guidelines developed
Next Steps • Work with supervisor to set goals for next fiscal year. • Review new compensation structure portion of Pay & Performance Program in fall 2005.
Thank You Questions?
