four steps to performance management

1. four steps to performance management

2. agendaperformance management the why the what the how

3. agendaperformance management the why the what the how

4. excellence to eminence

5. jaws of culture cultural barriers turf issues resistance to change hierarchy bureaucracy blaming and excuses many in strategic goals • “one university” • focus on research • students first • faculty success • commit to communities • simplify systems and structure few out lack of: bias for action trust openness teamwork “can-do” attitude student/faculty focus low results

6. jaws of culture more effective culture university values more out Excellence Collaboration Integrity Openness many in positive results strategic goals • “one university” • focus on research • students first • faculty success • commit to communities • simplify systems and structure Trust Diversity Change/Innovation Simplicity Compassion/Empathy Leadership

7. culture transformation process diagnose unfreeze reinforce apply measure to establish baselines and monitor progress to define current and future state to shift thinking and behaviors to ensure long-term change to achieve results creates healthy, high-performance leaders, teams and institutional cultures sustainable results

8. retreat concepts Be Here Now Change Teamwork Coaching & Feedback Accountability Gravity Behavioral Styles At Your Best Shadow of the Leader Blue Chips I will… Listening Sharing Appreciation Results Cone Energy Moods Blind Spots

9. results behavior thinking using the Results Cone can enhance coaching can better link to goals or strategic themes

10. agendaperformance management the why the what the how

11. So what is Performance Management anyway? It is a process! • That includes the employee, the supervisor, and the University who are critical members of a partnership that ensures effective performance planning, coaching, development and assessment • Aligns the efforts of supervisors and employees with departmental and University goals • Promotes consistency in performance assessment • Motivates employees to perform at their best • Is conducted with fairness and transparency

12. Performance Management is NOT Simply an annual event to complete the review • But a continuous process that requires • Clear goal setting • Communication of expectations • Periodic coaching and feedback • Recognition for improvement

13. Open two-way communication

14. Step One October 14 Performance Planning and Goal Setting review goals, values, themes review overall process review performance expectations establish performance goals establish developmental goals assure alignment with strategic themes

15. Steps Two and Three November and March Mid-year Check-ins review overall process review performance goals review developmental goals consider University values update as necessary

16. Step Four June Annual Review evaluate major position responsibilities evaluate support of University Values evaluate achievement of performance goals evaluate achievement of developmental goals apply overall rating based upon Ratings Definitions update as necessary

17. agendaperformance management the why the whatthe how

18. step one

19. before the planning and goal setting meeting visit https://portal.lib.ohio-state.edu/intranet/display/Performanc become familiar with process and documents understand major position responsibilities understand University Goals and Values understand Libraries Strategic Themes review last years evaluation think about developmental goals become familiar with the Ratings Definitions use the What you should know about Step 1 information at http://library.osu.edu/documents/human-resources/performance-management/Step-One-Performance-Management-at-OSUL.docx supervisors - feel comfortable in articulating expectations

20. during the planning and goal setting meeting establish “Major Position Responsibilities Expectations” (similar to point 5 on current tool) determine critical functions what function does this job provide? who is serviced by this job? identify key tasks to support the functions establish standards of performance, some considerations might include quality, quantity, timeliness and /or cost

21. during the planning and goal setting meeting establish SMART goals Specific – focus on specific results Measurable – include times, quality, quantity oriented Action-Oriented – make it challenging Realistic – assure that it’s attainable Time-Bound – provide deadline or timeline

22. link to the Libraries’ strategic themes Services – develop and refine user-centered services which integrate libraries and library faculty and staff into environments where users work and interact Collections – Manage the evolution of the Libraries‟ information resources to match the needs and behaviors of users, and to reflect changing technologies and practices in publishing, research and teaching Library as intellectual crossroads – Enhance the Libraries‟ place as a cultural, social and intellectual magnet – a gathering place for cultivating intellectual inquiry and the development of critical thinking skills, promoting academic discourse, and fostering lifelong learning and knowledge enhancement Infrastructure - Foster a supportive, respectful and diverse work environment that utilizes and develops the best talents of the Libraries’ faculty and staff. Establish an organizational culture which embraces innovation and change, promotes continued improvement, and judiciously allocates its resources to support the University’s strategic needs (resources can be people, systems, physical structures etc.) Innovative Leadership - establish the Libraries as a national leader in the integration of intellectual content and services within the larger world of ideas and knowledge

23. during the planning and goal setting meeting document the conversation complete the document forward to second level approver for signature

24. Library Associate 1 Example establish major position responsibilities maintains circulation activities supervises students consider tasks and performance standards, for example open and close library report building issues train students manage student schedules some performance standards may include timeliness, quantity, quality, cost

25. Library Associate 1 Example establish performance goal examples create new student orientation manual update and report building issues assist in creating patron survey how would these become SMART goals?

26. Library Associate 1 Example establish developmental goal examples learn new technology to track and report building issues become a better student supervisor how would these become SMART goals?

27. Library Associate 1 Example document discussion sign Step One second level approval maintain with supervisor and direct report

28. Library Associate 2 Example establish major position responsibilities determines topical subject content assigns class numbers catalogues verifies against authority records corrects and reports problems supervision some performance standards may include timeliness, quantity, quality, cost

29. Library Associate 2 Example establish performance goal examples meet last performance cycle timeliness standard create process and manual for resolving problems orient new employees how would these become SMART goals?

30. Library Associate 2 Example establish developmental goal examples learn new technology to track and report problems learn OCLC process for creating bibliographic records how would these become SMART goals?

31. Library Associate 2 Example establish developmental goal examples learn new technology to track and report problems learn OCLC process for creating bibliographic records how would these become SMART goals?

32. steps two and three

33. mid-year check-ins major position responsibilities review the performance consider “the how” or University Values discuss and note areas of excellence and areas for improvementperformance goals review the progress consider “the how” or University Values. discuss any obstacles, additional resources and note progressprofessional development goals review the progress consider “the how” or University Valuesdiscuss any obstacles, additional resources and note progress.

34. step four

35. annual review provide self review opportunity evaluate the what major position responsibilities performance goals professional development goals the howCollaborating as One University / Diversity in People and Ideas Openness and Trust Excellence / Integrity and Personal Accountability/ Change and Innovation / Simplicity in Our Work overall rating includes 0, 1, 2, 3, and 4

36. recap performance management the why the whatthe how