Performance Management Process

1. Performance Management Process A cycle of excellence: Employee training

2. objectives • Understand the performance management process • Performance Goals v. Development Goals • VSU Core and Leadership Competencies • Mid-point check-in meeting • Tools: Self-assessment, Behaviorally Anchored Rating Scales (BARS), & Talent Discussions

3. What is Performance management? • Performance management is a continuous process • Performance management is the total process • A performance management system is more accurate • The performance management system aligns with the VSU’s mission and goals

4. Performance Management • More than just an annual performance review • Continuous process of:

5. Performance Appraisal v. Performance Management New process Current process Georgia Department of Administrative Services

6. Our Process Progress Notes Progress Notes PLAN Employee Goal Setting Development Goals Performance Goals Work Plan Development Goals Performance Goals Competencies Key Job Duties COACH Mid-Point Check-In Goal Progress Coaching REVIEW Annual Performance Review Development Goals Performance Goals Competencies Key Job Duties Progress Notes

7. Why we need the new process • Promotes open communication between employees and supervisors and supplies professional growth opportunities • Continuous feedback is given in an effort to monitor progress • Progress Notes, Mid-Point Check-In, & Annual Review • Monitor performance and developmental goals within one platform • Integrating the use of self-assessments to develop those goals • Increase job performance & professional development through goal tracking

8. Why change a good thing? • The new form: • More accurate measure • Pinpoints specific behaviors • User-friendly • Professional development opportunities • The new process: • Employee involved throughout • Facilitates communication between supervisor & employee • Continuous feedback • Increases performance

9. Progress notes • Progress tracking feature between the Mid-Point Check-In and the Annual Review • Set appointments with your supervisor to discuss your progress • Review the progress notes prior to the meeting • Private • Increases rating accuracy and tracks any concerns and accomplishments • Decreases the chance of your accomplishments, issues, behaviors, or goals from being forgotten • Available at any time

10. Progress notes Society for Human Resource Management

11. Core Competencies

12. Collaboration • Effectively working across teams, departments, or with individuals • How can you practice collaboration in you job role? • D.U.A.L.S. • Develop expectations • Understand perspectives and styles • Ask questions • Learn to listen • Speak clearly Workplace Exercises and Tom Siebold

13. Integrity • Creating a positive workplace culture • How can you practice integrity in your job role? • Positive attitude • Work at work • Confidentiality • Truthfulness Calibrate Coaching

14. Productivity • Working smarter and more efficiently • Tips for increasing productivity: • Prioritize • Create daily goals • Group similar tasks • Be punctual • Break up complex tasks • Worst task first Workplace Exercises and Tom Siebold

15. Performance Level: rating scales

16. Behaviorally Anchored Rating Scales A guide for managers and employees: • Provides behavioral examples of performance levels for each competency • Uses the University’s 5-point performance rating scale • Communicates key performance factors and expectations • Shows distinctions in effectiveness levels to help supervisors explain why an employee was evaluated in a particular way • It is not meant to be all inclusive or a checklist.

17. Let’s Take A break! • Clip Inserted Here

18. Planning

19. Planning: Self-Assessment • Self-reflection on your job performance • Provides insight into the job tasks • Creates a more accurate position description • Initial communication between the employee and supervisor • Informs supervisor what you view about your job performance • Comprehensive review of progress, strengths, goals, & development • Establishes development goals • Employee sends self-assessment to supervisor for review • Attachment through PeopleAdmin or hard/printed copy to supervisor • Complete prior to the Annual Review meeting • Come prepared with material to cover (i.e., review self-assessment from the previous year, progress notes, etc.)

20. your role in the self-assessment • Reflect on the past year’s performance • What are some accomplishments that were achieved? • Was I recognized for anything I did? • What would I like to improve? • Assess your performance • List accomplishments • List additional duties • Provide examples of accomplishments by competency • Include how your role contributed to performance goals • Create development goals for the next year • Provide any additional feedback

21. Performance v. Development goals University California Berkley

22. Tips for Writing your self-assessment • Identify your expectations for the year and reflect on previous accomplishments for the past year • Competencies, goals, and job responsibilities • Focus on the positive aspects, be realistic, and focus on facts • Don’t write: “I worked really hard on this project” • Do write: “I rolled out the project two weeks ahead of schedule” • Write a brief summary of how you feel your work contributed to VSU’s mission and goals • State your development goals for the upcoming year and how you plan to accomplish those goals • Things to consider: development in your current role, expand your skill set, and/or prepare for future roles

23. Tips for creating development Goals • Communicate with your supervisor during the Annual Review • Ensures alignment with the department’s and VSU’s goals • Questions to ask when developing your goals: • What objectives or job responsibilities will I be held accountable for this year? • What is my time frame to meet these objectives/responsibilities? • How can I exceed the expectations that have been established? • How does the work I do tie into VSU’s overall goals? • What activities, classes, or projects can I participate in to further develop myself for this role or future roles? • Check back with your supervisor to see how you are doing • Keep progress notes either within the PeopleAdmin system or on paper to review prior to meeting

24. Tips for creating development Goals • 5 steps for developing your goal setting plan • Develop a clear vision • What is important to you? What would you like to improve upon in your position? • Write goals • Use a goal setting plan (i.e., S.M.A.R.T. goals plan) • Practice zero-based thinking • Identify where you are now in terms of accomplishing your goal • Identify actions to support your goal • Establishing short-term goals with clear target dates to support your overall goal • Review your goal progress • Track your progress using progress notes to remain on task ion accomplishing your goal

25. S.m.a.r.t. Goals

26. Things to avoid when goal setting

27. Planning: Work Plan • Supervisor completes the work plan for employee & employee reviews the plan • Work plan highlights a set of goals to accomplish over the year • Performance goals completed by supervisor • Performance goals developed using competencies • Developmental goals completed by the employee through the self-assessment • Utilize the use of progress notes to track your achievements

28. work plan includes Performance Goals Documented by manager with input and acknowledgement from employee Development Goals Documented by manager with input and acknowledgement from employee Competencies Defined by the University, Review Only Job Duties Essential duties as defined by Position Description, Review Only

29. Coaching

30. Coaching: Mid-Point Check-In • Provides employee with a 6 month check-up • Updates on the success of performance and development goals • Presents the opportunity for the employee to update the development goals, if these need to be changed • Continue to create progress notes to track your progress • Review progress notes prior to the meeting • Similar to the Annual Review

31. Review

32. Review: Annual Review • Shows the progress that has been made over the year • Bring progress notes and Self-Assessment & Goal Setting to the Annual Review meeting • Extension of the mid-point review with ratings • Provides employee with overall rating of performance during the current cycle

33. What happens next?

34. Questions • If you have any questions about the performance management process, please refer to the following website or contact the following person(s) for assistance: • PMI Process Website (TBD) • http://www.valdosta.edu/ • PeopleAdmin: Michael Smith • 229-333-7578 • michaelasmith@valdosta.edu • Position Descriptions: Ernest Smith • 229-333-5712 • ernsmith@valdosta.edu • Process: Rebecca Murphy • 229-259-5106 • rbowes@valdosta.edu