NEW PERFORMANCE evaluation form training

1. NEW PERFORMANCE evaluation form training UNIVERSITY OF CALIFORNIA AGRICULTURE and NATURAL RESOURCES Spring 2007

2. Performance Evaluation Form Training Agenda PERFORMANCE MANAGEMENT � Briefing Authority Responsibility Evaluation Procedures Criteria, Standards & Measurements Written Evaluations & Communication Evaluation Ratings and Merit Pay OLD AND NEW FORM � Comparison Why Are We Changing to the New Form? Responsibility New Performance Elements Categories Rating Differences New Form PERFORMANCE EVALUATION TOOLS Performance Element Worksheet Summary of Accomplishments Brief Exercise Communication with Employee and Use of Tools QUESTION AND ANSWER

3. Performance Management - Authority UC POLICIES & Procedures PPSM 23 - Authority & Procedures Collective Bargaining Agreements PPSM 23: Performance Management Policy Revised December 1, 2005 Performance Evaluation to Performance Management General Performance Management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes setting objectives, identifying goals, providing feedback, and evaluating results.

4. Performance Management - Responsibility Supervisor Responsibility Setting goals and Performance expectations Coaching and Mentoring Communication and Feedback Non-performance issues - No surprises! PPSM and Collective bargaining agreements require prior notice to employee of poor performance issues that occurred during review period.

5. Performance Management - Responsibility Employee Responsibility Satisfactory Performance of Job Functions Complete 06-07 goals and expectations Complete Training & Development goals Summary of Accomplishment Identification of 07-08 goals and training to be achieved next review period

6. Performance Management Evaluation Procedures PROCEDURES Career Employees Non Career - limited Term, extended limited term, contract and Per Diem, if expected to work a year or more. Probationary Employees - Mid Point and six months Performance Period � July to June Call for Evaluations June 2007 Deadline for submission August 15th

7. Consistent Application of Criteria & Standards ANR Human Resource Management Philosophy Department/Operation Expectation Management Expectation Supervisor Expectation Important - No arbitrary expectations Performance Expectations/Standards Functions Listed in Evaluations Skill Levels are in JD

8. Methods of Measuring & Verifying Performance Direct observation Achieved expectations and outcomes Written records (i.e. attendance, assignment logs, status reports, performance awards, letters of recognition, etc.) Feedback and Coaching Informal or formal Counseling/Corrective action

9. Performance Management - Written Evaluation & Communication Written Evaluation Performance Rating Period July 2006 � June 2007 All facts of last years performance to support rating Recommend use of Summary of Accomplishments Provide expectations and goals for next years review Represent Training & Development goals for next year

11. Performance Management Ratings and Merit Important to maintain integrity of evaluation ratings Ratings aid in the determination of merit increases Ratings recognize and reward staff members for performance contributions Employee receives percent of increase aligned to their performance rating level Employees are well aware of the impact of ratings and merits results. Merit increases are based on state budget allocations Amount of merit allocation for non represented titles have not been announced by UC

12. II. Old and New Form - Comparison Why are we changing to the new form? - Old form was very restrictive and did not provide recognition of employees full performance and achievements for the evaluation period - To better recognize and reward staff members for overall contributions and identify areas for career growth by recognizing additional performance elements -Provide a more defined link for both staff members and supervisors of job duties, overall performance and overall Department and Division operational goals

13. II. Old and New Form New Performance Elements Categories Communications Job Knowledge Productivity Customer Focus Technology Skills Problem Solving Interpersonal Relationship Teamwork Flexibility Creativity/Innovation Dependability

14. II. Old and New Form - Comparison Identify Rating Differences � Review Evaluation Criteria Handout Ratings went from 5 levels to 4 levels Exceeds Job Expectations Meets Job Expectations Partially Meets Job Expectations Does Not Meet Job Expectations

15. III. Performance Evaluation Tools To Assist in the Transition - Use of the Performance Element/Job Duties Worksheet Employee and Supervisor complete and discuss Use of Summary of Accomplishment Form Employee and Supervisor complete and discuss Brief exercise � Review Completed examples

16. IV. Question and Answer Questions and Answers Discussion Copyright 2007 University of California, Agriculture and Natural Resources � Use only with permission