Supervisory Update 2008

1. Supervisory Update 2008 Presenters: Karen Cherwony Marie Amey-Taylor Eric Brunner

2. Program Goals Program participants will receive timely and valuable information on: • PDP’s new and required competency on Policy Compliance • Temple University’s Non- Retaliation Policy, NCAA policy, others • Employee engagement - How to define, assess and enhance your own and other employees’ engagement as a key to enhanced performance • FY 2007-08 PDP evaluation process, the Non-Bargaining Salary Increase Process for 2008 • How to prepare and conduct an effective performance review meeting

3. PDP Competency Update Policy Compliance: Required University-wide Developmental Competency Description: reads, completes required training programs, and complies with all University and employment policies including: anti-harassment/ discrimination/retaliation policies, conflict of interest policies, falsification of data/information and all NCAA policies.(see Section 13 and 14 of Employee Manual, and for retaliation policy http://www.temple.edu/hr/departments/employeerelations/documents/Retaliation-Policy.pdf)

4. NCAA Rules Apply to All TU Employees NCAA rules prohibit any Temple University employee from providing an extra benefit(s) to a currently enrolled student-athlete (or their family or friends).

5. What is an extra benefit? • Any special arrangement by a TU employee to provide an enrolled student-athlete with something that is not generally available to general student body • Examples include, but are not limited to: transportation to any location outside a 30-mile radius of campus; free or reduced merchandise or services; a meal at a restaurant on more than an occasional basis; use of a department or personal phone to make long distance calls; or holiday gifts

6. Simple Situations = Violations • Using the name or picture of an athlete to advertise your product • Loaning a player money to get home for the weekend • Giving an athlete’s parents movie or concert tickets • Giving a player a ride home for spring break

7. Simple Situations = Violations • Letting athlete use your cell phone to call home to tell parents outcome of a game • Going to a h.s. game and giving a prospective student-athlete a media guide • Giving a player chocolate candy for Valentine’s Day or birthday • Fixing an athlete’s flat tire for free at an auto body shop that you own • Giving an athlete free hair cut

8. Penalties for Breaking NCAA Rules • Any student-athlete who accepts an extra benefit is in violation of NCAA regulations thereby jeopardizing the student-athlete’s eligibility for intercollegiate competition. • The university will take appropriate disciplinary action against any employee found to have provided a student-athlete with an “extra” benefit as defined by the NCAA regulations. Such action may include, but is not limited to, restricting the employee’s involvement with the University’s athletic program and/or other disciplinary action up to and including termination.

9. What Supervisors and Employees Should Remember • Ask questions before interacting with a student-athlete beyond the scope of what one would do with the general student body. • If all students don’t receive a benefit, then a student-athlete should not receive the benefit. • NCAA rules are complicated and very strict; please get approval for any actions concerning student-athletes. • contact Sherryta Freemansherryta@temple.edu • 1-4923   STUDENT ATHLETIC ADVISING  

10. Anti-Retaliation In Employment Temple University is committed to maintaining a work environment free from any form of unlawful discrimination or harassment. In an effort to foster such an environment, and in conformity with all federal, state and local laws , Temple University strictly prohibits any form of retaliation against an employee who: • makes a good faith complaint • or reports conduct prohibited by Temple’s policies, procedures or rules of conduct or other conduct prohibited by law or regulation.

11. Anti-Retaliation In Employment Temple University policy further requires that all employees cooperate with Temple University in any internal investigation of any matter and to provide honest, truthful and complete information to the best of the employee’s ability. Accordingly any employee who participates in an internal investigation is protected from retaliation under this policy.

12. Anti-Retaliation In Employment The “action” that forms the basis for retaliation can take many forms, and includes, but is not limited to: • any action or conduct that deprives the individual of employment opportunities • or otherwise adversely affects the individual’s status as an employee or the work environment. • Any employee found to have retaliated against another employee in violation of this policy is subject to discipline, up to and including termination from employment.

13. Anti-Retaliation In Employment Temple University employees who believe an employment action is based on reporting prohibited behavior or participating in an investigation of such behavior are to: • contact the Human Resources Department • and may also file a complaint with the Office of Multicultural Affairs if the reported behavior/ investigation involved unlawful discrimination or harassment, including sexual harassment

14. Anti-Retaliation In Employment Temple University takes all complaints of retaliation very seriously. The Human Resources Department and the Office of Multicultural Affairs will work together to investigate all complaints in a timely manner and to take appropriate steps to address claims of retaliation when substantiated.

15. Anti-Retaliation In Employment • In addition, under federal law, the federal government is entitled either to bring suit in federal court or to commence administrative proceedings against persons who knowingly submit false claims for payment under the Medicare or Medical Assistance programs. • The medical school has a compliance program that directs employees with questions concerning billing or payment under these programs to Ann Maikner @ 2-4048 , annamarie.maikner@tuhs.temple.edu or Human Resources. Employees who suspect any improper billing or payments are expected to report the problem. See also Employee Handbook 13.18 Anti-Retaliation In Reporting Violations of Medical Services Compliance – False Claims Act

16. Anti-Retaliation In Employment • Employees who provide information to Temple or the government are legally protected against retaliation. Temple University policy prohibits retaliation against any employee for reporting suspected wrongdoing. • http://www.temple.edu/hr/departments/employeerelations/documents/Retaliation-Policy.pdf

17. From Performance to Talent Management Employees are Our… Most Important Investment What are we worth to the employee ? Focus on recruiting, retaining and engaging the best TALENT. Greatest Asset What is the employee worth to us? Focus on maximizing human capital, PERFORMANCE Highest Cost What does the employee cost us? Focus on reducing COSTS 2000s 1990s 1980s

18. Talent Management Is • Process of creating a work environment where engaged people perform to the best of their ability • Begins when a job is defined and ends when employee leaves your organization • Goal is to align organizational mission and vision with employees’ goals and performance • More than traditional, annual, end of the year performance appraisal • Setting performance expectations/goals, development, feedback, coaching, rewards

19. Employee Engagement The Gallup Organization has empirically established that the most effective way to improve performance is to increase engagement. • When employees have choices, they will act in a way that furthers their organization’s work • An engaged employee is fully involved in, and enthusiastic about, his/her work.

20. Employee Job Satisfaction, Engagement and Performance Productivity Performance Retention Job Satisfaction Employee Engagement

21. What Exactly is Employee Engagement? The Conference Board, 2006 • Reviewed 12 major studies on employee engagement • Developed a blended definition “a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work.” • Identified 8 key drivers Source: “Employee Engagement: A Review of Current Research and Its Implications,” the Conference Board, 2006

22. 8 Key Drivers • Trust and integrity-how well mangers communicate and “walk the talk” • Nature of the job – Is it mentally stimulating? • Line of sight between employee performance and company performance – Do employees understand how their work contributes to the company’s performance? • Career growth opportunities – Are there future opportunities for growth?

23. 8 Key Drivers • Pride about the company – How much self-esteem does the employee feel by being associated with their company? • Co-workers • Employee development • Relationship with one’s manager

24. Other Key Findings • More difficult for large organizations to engage employees • Drivers vary by age • Employees under age 44 rank challenging environment and career growth opportunities higher than older employees • Older employees value recognition and reward for their contributions • Direct relationship with manager is strongest driver across companies and ages of employees. Employees leave their supervisors not their organizations.

25. Engagement Matters • Getting Engaged: The New Workplace Loyalty Tim Rutledge • truly engaged employees are attracted to, and inspired by, their work ("I want to do this"), committed ("I am dedicated to the success of what I am doing"), and fascinated ("I love what I am doing)

26. Engagement Matters • 1999, The Gallup Organization • engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. • "engagement with employees within a firm has shown to motivate the employee to work beyond personal factors and work more for the success of the firm."

27. Can Employees Love Where They Work? PeopleMetrics 2007 Employee Engagement Study • Can employees love the company they work for? • If they can and do, does passion pay? • Studied 5,095 workers in companies ranging from 50 to 100,000+ employees • Measured engagement along four measures • Retention: desire to stay • Effort: motivation to give more than is required • Advocacy: actively recommend the company as a great place to work • Passion: “love” the organization

28. PeopleMetrics Found • Is there a relationship between employee engagement and organizational and individual performance? YES • Passion and Profits Mix • Fortune 500 companies in the lowest quartile in profitability, had 50% fewer engaged employees compared to those in the top quartile. • High performing employees were twice as engaged as their low performing counterparts

29. Employee Engagement Model Drivers of Engagement Employee Engagement Results of Employee Engagement Characteristics of the working environment that predict, and possibly cause, employee engagement Attitudes and behaviors that define a person’s propensity and willingness to give discretionary effort at work. Desired outcomes for the total organization and organizational unit that will be favorably influenced by employee engagement.

30. First Break All the Rules:What the World’s Greatest Managers Do Differently Buckingham & Coffman 12 Questions: Core Elements to attract, focus and keep the most talented employees • Do I know what is expected of me? • Do I have the right materials and equipment I need to do my work right? • At work, do I have the opportunity to do what I do best every day? • In the last seven days, have I received recognition or praise for doing good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Is there someone at work who encourages my development?

31. Q 12 Continued 7. At work, do my opinions count? • Does the mission/purpose of my company make me feel my job is important? • Are my co-workers committed to doing quality work? • Do I have a best friend at work? • In the last six months, has someone at work talked to me about my progress? • This last year, have I had opportunities at work to learn and grow.

32. Why do more than 70 million US Workers Receive Performance Reviews? Still seen as a way to: • Raise productivity and improve performance • Provide employees with expectations/goals and feedback on how well they met them • Identify talented individuals for advancement • Differentiate salaries

33. A 12 Step Programfor Effective PerformanceImprovement/Review Sessions Prior to the Session • Double-check yourself and ask • Are my expectations crystal clear? • Are my expectations reasonable? • Was adequate training provided? • Does the employee understand WHY it’s important to do the job correctly • Have I held the employee (and others) accountable for non-performance? • Do I consistently recognize and reward positive performance? • Have I given the employee freedom to be successful? • Have performance obstacles been removed?

34. Prior to the Session • Clearly define and analyze any performance problems a. The discrepancy between the employee’s performance and my expectations is…. • The impact on our team and/or students/customers is…. • Practice the session • Select the right place and time to conduct the session • Have suggestions/recommendations in mind, but be open to input from employee

35. During the Session • Inform the employee specifically and up-front why you called the meeting • Gain agreement if there is a problem and state the specific consequences if the problem continues or identify the strengths of an employee and find ways in which they can be developed/reinforced • Discuss next steps and/or an action plan • Reinforce commitment to the employee’s success in their position

36. After the Session • Document/summarize the session in the employee’s action plan • Monitor the agreed-upon action plan to ensure success

37. 7 Ways to Make Sure A Constructive Feedback Session Fails • Base your remarks on rumors, assumptions, and hearsay. • Wing it, don’t plan. • Criticize the person instead of the performance problem. • Counter every employee response with, “Yeah, but…” • Deal in generalities without specifically identifying the performance in need of improvement. • Allow the employee to blame others • Don’t follow up or check for improvement

38. Non-Bargaining Salary Increase Process 2008 • Non-bargaining PDP’s due June 13 • Non-Bargaining Salary Scales – 2% adjustment • Salary Pool – TBD • Process – July 1 – Salary Files Sent • Range of Increases/PDP Score – same as last year

39. Salary Increases – Non-Bargaining Employees

40. Non-Bargaining Salary Increase Process 2008 • PDP not done – still eligible for increase – but increase not effective until PDP completed • Below 1.86 – not eligible for increase • If hired after Jan 1 – not eligible for an increase • Salary increase must be approved by Sr. VP & in HR by July 17

41. Non-Bargaining Salary Increase Process 2008 • MAJOR CHANGE – EXCEL BONUSES • Single (up to $2000) – Team (up to $4000) • Only for about 20 – 25% of population • Sr. VP needs justification – HR does not • Must be approved by Sr. VP - in HR by July 17 • Absolutely no exceptions this year • To nominate someone outside unit, contact that person’s supervisor

42. Reminders • Due dates: June 13 for Non-Bargaining PDPs and June 30 for all union PDPs • Future Goals must be added to PDP in order for the submission process to be complete • 2008/09 Competency - Clear Communication

43. Questions