Comprehensive Performance Management Policy and Training

1. COLLEGE OF WILLIAM & MARY/VIMS PERFORMANCE PLANNING & EVALUATION POLICY for Professional & professional FacultyInformational Session

2. Training Objectives • The Purpose of Performance Management • Performance Management Cycle • Roles & Responsibilities • Methods of Assessment • Understanding the Ratings

3. Training Objectives (cont.) • Conducting the Performance Review Meeting • Appeal Process • Best Practices and Common Pitfalls in Assessing Performance

4. The Purpose of the Policy Designed to establish a system for: • aligning performance goals with University strategic goals; • setting performance & career development goals & objectives; • monitoring employee progress, providing constructive feedback, & evaluating performance.

5. Aligning Goals

6. Example of Goal Alignment

7. Expected Outcomes • Development of a common performance culture; • Individual, team and organizational effectiveness; • Alignment of individual performance with College’s and Unit’s strategic objectives; • Fostering on-going feedback and competency development;

8. Expected Outcomes (cont.) • Set forth roles, responsibilities and performance standards; • Lay out assessment criteria; • Provide information for: • Compensation decisions • Rewards & Recognition • Development Plan • Corrective Actions

9. The Essence of Performance Management Performance management is a communication tool that enables employees to know exactly where they stand and what they need to focus on to improve their own performance and to grow within the organization.

10. Stages of Performance Cycle Phase I Planning Phase III Evaluation Phase II Monitoring

11. Phase I Planning Roles and Responsibilities

12. Starting Point Employee Position Description A document that contains info about the position, core responsibilities, required qualifications, etc.

13. Selecting Method of Assessment Phase I Planning In order to accommodate various types of professional/professional faculty positions, the policy provides supervisors latitude in selecting the method of performance planning, evaluation and documentation most appropriate for a position. The supervisor informs the employee at the beginning of the cycle the primary method that will be used for evaluating the employee’s performance.

14. Methods of AssessmentExamples Phase I Planning • Supervisory evaluations: top-down performance evaluation conducted by a direct supervisor • Peer-to-peer: performance evaluation conducted by a colleague in an equal position level and typically in the same functional area • 360° Assessment: provides a more holistic view of the employee's performance by attaining feedback from the employee, subordinates, superiors and peers • Self–evaluation: completed by employee and usually complimented by supervisor’s evaluation on the same factors

15. Setting Goals Phase I Planning Performance plans must be established within 30 days of the new performance year. For new employees hired before March 1stplans must be established within 30 days of the hire date and will cover the remainder of the current performance year. For new employees hired after March 1st plans must be established within 30 days of the hire date and will cover from the hire date through the next performance year.

16. Basic Competencies Phase I Planning Job knowledge Leadership skills Problem solving Relationship building Communication Organizational citizenship

17. Performance Planning Model Phase I Planning • What you do • How you do it Annual Goals Duties/Responsibilities Special Projects Job Knowledge Leadership Skills Problem Solving Relationship Building Communication Organizational Citizenship EMPLOYEE CAREER DEVELOPMENT GET THE WORK DONE! ACHIEVE RESULTS

18. Roles and Responsibilities Phase II Monitoring

19. Employee Involvement Phase II Monitoring

20. Performance Documentation Phase II Monitoring Supervisor • Supervisor’s File A confidential file for each employee containing any notes, Memos, work samples, interim evaluation, previous employee evaluations, disciplinary actions, etc. Employee • “Me” File A confidential file containing any notes, Memos, work samples, etc. Both Employee and Supervisor are encouraged to maintain documentation in support of performance evaluation.

21. Roles and Responsibilities Phase III Evaluation

22. Steps of Performance Assessment Phase III Evaluation

23. Phase III Evaluation Evaluate Results & Competencies Performance to expectations Achievement of goals Business contribution Job knowledge Leadership skills Problem solving Relationship building Communication Organizational citizenship Results What was accomplished Competencies How the work was accomplished

24. Rating Scale

25. Rating Guide Exceptional 5 4 High Performance 3 Satisfactory 2 Fair Unsatisfactory 1 1 2 3 4 5 Competencies

26. Performance Review Meeting During the Meeting: • Encourage dialogue; • Be specific, use plenty of examples; • Focus on the issues, not on the person; • Close on a positive note and make arrangements for follow-up with next-steps.

27. Performance Review Meeting Follow up includes: • A written development plan with new goals, timelines and clarified standards of performance. • Additional meetings between employee and supervisor. • Interim evaluations. • Training to build on strengths and address the needs. • Coaching and mentoring.

28. Best Practices http://www.wm.edu/offices/hr/managerssupervisors/performance-b/index.php

29. Common Pitfalls

30. Appeal Process • Employee should discuss issue with supervisor within 10 business days of having received the evaluation for reconsideration. • Supervisor may decline to reconsider, or reconsider it and either affirm or revise the evaluation. • If issue is not resolved, employee may file a written appeal with the reviewer within 10 business days of receiving the supervisor’s response. • Reviewer will discuss the appeal with the employee and the supervisor. Within 10 business days of receiving the appeal the reviewer must respond in writing to the employee. The response should indicate: • reviewer agrees with the supervisor’s evaluation; or • supervisor will revise the evaluation or complete a new evaluation The reviewer’s decision is final; however employees alleging policy violations may have access to the Professional & Professional Faculty Grievance Procedure.

31. Performance Evaluation Cover Form http://www.wm.edu/offices/hr/documents/forms/professional-professional_faculty_performance_checklist.pdf

32. Performance Management Timetable Dec-Jan Due date set by Provost

33. Questions and Answers