Performance Management

Performance Management

Why • Align the goals and competencies across the university • Goals not necessarily specifically focused on job duties alone

Mission, Vision and Values • Mission • Transforming lives for a brighter world. • Vision • Purposeful People. Courageous Community.Hopeful Humanity. • Values • Free InquiryCultivating open dialogue and critical exploration. • Ethical StewardshipActing in pursuit of human dignity and social justice. • Challenging BoundariesUsing multiple perspectives to create new knowledge and solutions. • Authentic ContributionsDeveloping and applying the innate gifts of each person for the good of society. • Open CommunityCelebrating an empowering, faith-friendly environment of inclusion and respect. • Embracing HopeCultivating joy in our daily experience and optimism for a better future.

Question What is the purpose of performance appraisals?

Purpose of Performance Appraisals Employee View point Tell me what you want me to do Tell me how well I have done it Help me improve my performance Recognize me for doing well Manager View point Track & Evaluate Employee Performance Organization View point Objectives align responsibility and accountability at every organizational level Recognize Individual Performance

2018 Performance Management Process • Planning • Set Performance Objectives • Performance • Tracking Progress • Giving Feedback • Assessment • Rate Employees • Review • Mid-year Discussion • End of year Discussion

Performance Management Set S.M.A.R.T. Objectives

Priorities Objectives Objectives Establish Objectives/ Expected OutcomesAligned with Organizational Priorities Objectives should emerge from the strategy & priorities of the organization All objectives directly support organizational priorities Teams and individuals are assigned objectives that directly support those of their function

Setting SMART Performance Objectives… S Specific M Measurable A Achievable/ Attainable R Relevant to the Job T Timebound

SMART Performance Objectives…

SMARTGoal Examples • Not SMART - Create our 2019 strategic plan. • SMART - Create our 2019 strategic plan, obtain final approval from the Budget Committee, and discuss it with our department so individuals can begin setting their performance objectives by 8/29/19 • Not SMART -Improve our customer service. • SMART - Achieve an average customer service rating of at least 4.0 (out of a possible 5.0) on our annual survey on 11/20/19 • Not Smart – Increase enrollment • Smart - Increase deposits by 3.5 % for 2019/2020 school year by April 30, 2019

Goal Setting • 3 – 5 SMART goals for each employee • Too many loses focus and starts to become unattainable • Goals can be created by management for employees and then reviewed for agreement • May have common goal(s) for a group of people • Common in team/project settings • All goals should help drive organization success • Individual professional development goals are part of the process but not-rated

Standard Rating Scale

Exceeds ( examples) • Consistently exceeds expectations • Strategic thinker – contributes new ideas, improvements, suggestions • Takes on additional work to add more value without being asked • Can take on big problems or opportunities with minimal direction • Regularly shares knowledge • Consistently has positive people and team impact • Does some of the “Outstanding” characteristics, but not all of them, and not all the time Outstanding (examples) • Very strategic thinker — redefines the job to meet evolving business needs • Consistently raises and exceeds expectations, does more than asked • Finds efficiencies, reduces costs, improves processes without being asked • Solves big problems, or finds new opportunities without needing direction • Is known as an expert by other employees • Shares knowledge as a process, mentors others regularly • Helps others be more productive by improving the work environment • Communicates effectively across and outside the organization • Attracts additional support and resources • Personally invested in helping the whole team perform better

Sources of Documentation The link between the actual work performed and the assigned rating for each goal/objective is made when the rating is supported by documentation, when applicable. The primary sources of documentation are: • The manager's first-hand observations and measurements • Actual employee products or reports of the employee's work throughout the year • The interim review(s) of the employee's work (PIP’s, etc.) • Employee's self-evaluation • Information from students, co-workers and customers (internal and external) • Information from other supervisors/managers who know the employee's work.

Capital University Core Competencies • All employees will be evaluated on four competencies that are key to the success and development of Capital University: • Collaboration and Teamwork • Work Positively With Change • Innovation • Customer Focus

Capital University Core Competencies Collaboration and Teamwork Works and operates within and across areas for the good of the university. Deals effectively with all races, nationalities, cultures, disabilities, ages and sexes. Adheres to university values (as reflected in our Mission, Vision and Values) in good and challenging times. Contributes to a positive work environment.

Capital University Core Competencies Work Positively With Change Can modify personal style to various situations. Is very flexible and adaptable when facing tough calls. Can use different skills depending upon the situation. Is able to deal with change in role definition, work processes, conflicts, and decision-making.

Capital University Core Competencies InnovationComes up with and/or embraces new and unique ideas when appropriate. Can easily make connections among previously unrelated notions. Can be seen as original and value-added in brainstorming settings. Suggests change as a means for continuous improvement.

Capital University Core Competencies Customer FocusIs dedicated to meeting the expectations and requirements of internal and external customers gets first-hand customer information and uses it for improvements in products and services. Acts with customers in mind. Establishes and maintains effective relationships with customers andgains their trust and respect.

Capital University Core Competencies • All managers will be evaluated on four leadership competencies that are key to the success and development of Capital University: • Managing Diversity • Decision Quality • Delegation • Informing

Capital University Core Competencies Managing DiversityManages all kinds and classes of people equitably. Deals effectively with all races, nationalities, cultures, disabilities, ages, sexes, etc. Is deliberate about hiring variety and diversity without regard to class. Supports equal and fair treatment and opportunity for all.

Capital University Core Competencies Decision QualityMakes sound decisions based upon a mixture of analysis, wisdom, experience, and judgment. Is not hesitant to seek input, when appropriate, to help formulate a decision. Sought out by others for advice and solutions.

Capital University Core Competencies DelegationClearly and comfortably delegates both routine and important tasks and decisions. Broadly shares both responsibility and accountability. Tends to trust people to perform. Lets direct reports finish their own work.

Capital University Core Competencies InformingProvides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organization. Provides individuals information so that they can make accurate decisions. Is timely with information.

Timeline and Process • Review with Cabinet on the process • Communicate and train on the changes to all of Capital non-faculty employees (June 2019) • Managers and employees use current process to finish out 2018/2019 fiscal year. • Managers and employees will meet to review and/or create and document goals for the evaluation year using updated goal sheet (June/July 2019) • Appraisal evaluations begin – (TBD 2020) • Self appraisals • Manager evaluations

Goal Sheet Performance Evaluation and Goals Setting Business/Job related goals and objectives:

Goal Sheet CAPITAL UNIVERSITY Core Competencies: (All employees)

Goal Sheet Employee Signature_________________________________ Date _____________________________ Supervisor Signature________________________________ Date______________________________

Goal Sheet Rating Scale

Other Items • Performance Review Eligibility • All employees hired before March 1stof each year will be involved in the Performance Review process

Questions

Thank you!!

Performance Management