Performance Management Process Desiree Saddler Narrator, Consultant, MPAA

1. Motion Picture Association of America Performance Management Process Desiree Saddler Narrator, Consultant, MPAA

2. Contents Agenda • Welcome and Introduction • The Performance Management Process • Updates and Changes to the Forms • Tips for Conducting the Actual Meeting • Just-In-Time (JIT) Feedback • Summary

3. Welcome • This CD is a training tool to provide: • Performance management updates and refresh your memory • Memory on conducting an effective performance review • Correct use of the process

4. Performance Management ProcessIntroduction This CD supports MPAA’s Performance Management Process for supervisors, managers and employees… • What you will learn: • How to conduct informal performance feedback sessions • Mid-year discussions • Annual performance appraisals

5. Performance Management Process Can employee’s performance be effectively managed? YES… When there is a system in place… for individual responsibilities and accountabilities. • What is Performance Management? • An annual assessment of an individual’s performance to an organization’s mission, goals, and objectives. • Ongoing communication throughout the year.

6. Performance Management Process • Benefits: • Allows for discussion and opportunity to establish responsibilities and accountabilities. • Based on results and work-related behaviors. • Ties results of staff member performance to goals of unit and organization. • Is flexible and allows for feedback, adjustments and problem solving • Provides opportunity to discuss development plans for upcoming goals for the next year as well as rewards.

7. Performance Planning Tracking Meetings Evaluating Performance Performance Management ProcessEvaluating Performance Cycle Phases of the Process: • Performance Planning • Clarify expectations • Set performance goals • Set development goals • Performance Plan Meetings • Hold interim meetings • Give and get feedback • Problem solve • Evaluate Performance • Plan for and hold meeting for the annual performance review Performance Planning Clarify expectations and set performance objectives and development objectives. Evaluating Performance End-of-year review, review responsibilities and objectives and rate overall performance Tracking Meetings On-going communication, monitoring and tracking, problem solving, receiving and giving feedback

8. Performance Management ProcessPlanning for Performance Appraisal Performance Planning • First - manager Initiates process • Remind employee of the date of the performance appraisal meeting at least two weeks before the actual date. • Second - employee plans for and does self appraisal… • reviewing performance • results of tracking meetings • job responsibilities • Third - manager • determines levels of high and low performance and supporting comments • drafts a statement • rates employee’s over-all performance

9. Updates/Changes to Forms2008 Changes Appraisal Form • Format of Form • Compact/concise and shorter • Allows written comments to be matched up with competency • Definitions • Avoid confusion • Overall Rating • Re-introduced • Other Overall Comments • Extra projects • Extra assignments • Team support • Outstanding performance in key areas

10. Updates/Changes to Forms2008 Changes Performance/Developmental Plan • Performance/Development Plan • Addendum to performance appraisal • Complete form together • Form returned to manager • Make copy for employee • Use during follow-up discussions throughout the year • Follow-up dates • Insure ongoing communication • Manager is responsible to insure meetings take place. • Use form to document discussion • Upcoming Goals • Develop goals for upcoming year • Provide growth and stretch employee abilities • Support divisional goals

11. Updates/Changes to Forms Performance Development Planning Performance/Developmental Plan • Present Position • Use for performance improvement • Development needs that will support and provide any additional training • Provide increased skills for the position • Identify measurable and realistic goals and projects • Identify areas for improvement Example: Employee self-rating is a 3 and next year would like a 4 or 5. During the performance appraisal meeting the employee will work with their manager to identify action items to accomplish their goal.

12. Updates/Changes to FormsRating Scale Employee Performance Rating Scale 5 = Performance consistently exceeds job expectations 4 = Performance sometimes exceeds job expectations 3 = Performance meets job expectations 2 = Performance sometimes did not meet job expectations 1 = Performance is repeatedly below job expectations

13. Updates/Changes to Forms Rating Scale Definitions Employee Performance Rating Scale Definitions 5 = Performance consistently exceeds job expectations. Sustained and uniformly high performance is demonstrated. Performance of this caliber is significantly above the level of others who hold positions of comparable scope and responsibility. 4 = Performance sometimes exceeds job expectations. Performance is frequently demonstrated at a high level and is consistently meeting expectations. Performance is notably higher than performance requirements. 3 = Performance meets job expectations. Performance is what is expected of a fully qualified and experienced person in the position. 2 = Performance sometimes did not meet job expectations. Performance frequently does not meet performance expectations. The need for further development and improvement is necessary in areas of responsibility. 1 = Performance is repeatedly below job expectations. Performance consistently falls below job expectations. Performance must improve substantially within a designated period if the individual is to remain in the position. *Remember to use only whole scores when rating each competency.

14. RemindersRating Guidelines • Rating Guidelines: • Consider each key responsibility • Look at performance during the entire performance year • Be specific and concrete • Compare actual results and accomplishments to key responsibilities and performance • Be candid about performance • Pitfalls to Avoid • Halo • Successful performance in one area means all performance is successful. • Horns • Less than successful performance in one area means all performance is less than successful. • Central Rating • Rating all staff at the “Satisfactory” level. “ • Looking at only recent performance results • Considering other than work-related goals • Letting personal feelings cloud review

15. Reminders Providing Supporting Comments Supporting Comments • Managers • Provide supporting comments for any rating over and under a score of a 3 in each competency area. • Human resources will be reviewing your appraisals to ensure any ratings that have a 5, 4, 2, or 1 has a comment to support each rating. • Human resources will also be ensuring that supporting comments are provided for a difference in rating from the employee and the manager. • Example: Employee provided a rating of a 5 and the manager thinks they are a 3. The manager should do the following: • Before completing the appraisal – have a discussion with the employee to ensure you understand their perspective. • After discussing with the employee and you still feel strongly about your rating you must provide supporting comments for your rating.

16. Conducting the ReviewSteps to and Effective Performance Review Conducting the Actual Performance • For Effective Performance Reviews: • Prepare for the review • Create a positive climate • Give and get feedback • Plan for future development

17. Conducting the Actual MeetingPerformance Appraisal The Actual Meeting Suggested minimum time is one hour; best practice is to ask employee how much time he/she needs. • Employee discusses his/her perception of his/her performance in meeting performance goals or meeting job responsibilities and/or key competencies. • Manager discusses his/her perception of employee's performance. Note: If the manager and the employee have been holding regular tracking meeting, the probability that the manager’s perception will be totally or very different from that of the employee will be very low. Should this happen, however, the manager should be prepared to explain the difference with specific information and examples. The manager should also be prepared and willing to listen to the employee’s explanation on why he/she perceives his/her performance differently. • Manager shares his/her prepared statement regarding the employee's performance plan and over-all performance statement. • Manager gives recognition for specific areas of high performance. • Manager gives constructive feedback on specific areas that need improvement. • Manager and employee agree on accomplishments and areas that need improvement.

18. Conducting the Actual MeetingPerformance Appraisal The Actual Meeting (cont’d) • Manager and employee discuss career development plans and establish action items for next year. • Both parties should conclude the discussion by sharing their responses to the following questions: • What I liked most about this discussion was…. • What I would like to see happen in the future is .. • Remember, to close the meeting with setting your 3 tracking dates (March 30, June 30 and October 31st) for the next year. The appraisal form has a place for you to initial that this has been discussed and calendared.

19. Conducting the Actual MeetingPerformance Appraisal The Actual Meeting (cont’d) • Obtain The Appropriate Signatures - Upon completion of the evaluation and development planning session, the evaluation documents will be signed and dated by the supervisor, the department head, and the employee. Note: The employee’s signature does not indicate agreement with the evaluation. It only acknowledges that the individual has been given an evaluation. Any disagreement of issues about the evaluation may be submitted in the Employee’s Comments area located on the form. File The Paperwork – Provide a copy to the employee. Send the original documents to Human Resources for the employee’s file.

20. TipsJust-In-Time Feedback for Managers Just-in-time (JIT) Feedback Tool for Managers • Provides timely and focused input to others about an ongoing/current project, event, or deliverable • Intended to note incremental achievements and progress • Identifies immediate problems or barriers

21. TipsJust-In-Time Feedback for Managers Tips for Giving Just-in-Time Feedback Tips for Giving Just-in-time Feedback for Managers • State your observation specifically using “I” statements. • Describe the impact/results of his/her behaviors/actions. • Explain the importance the behavior to the manager/other co-workers and/or to MPAA. • Give the employee an opportunity to respond and ask for his/her ideas/opinions. • Summarize and express your support while determining next actions.

22. TipsJust-In-Time Feedback Tips for Giving Just-in-time Feedback for Managers

23. TipsJust-In-Time Feedback Tips for Giving Just-in-time Feedback for Managers

24. TipsJust-In-Time Feedback Tips for Giving Just-in-time Feedback for Managers

25. TipsJust-In-Time Feedback Tips for Giving Just-in-time Feedback for Managers

26. TipsJust-In-Time Feedback Tips for Giving Just-in-time Feedback for Managers

27. TipsJust-In-Time Feedback for Employees Tips for Just-in-time Feedback Tool for Employees • Provides timely and focused input and ideas sought from others about on-going/current projects • Includes different events or deliverables • Intended to solicit thoughts or recommendations about immediate problems • Confirms that a current behavior or course of action is appropriate. Steps for Requesting Just-in-time Feedback • Ask for feedback before you make a crucial decision or pursue an unfamiliar course of action. • Ask questions that elicit the type of information needed and the level of detail required. • Ask for feedback on specific behaviors, actions or tasks your are thinking about. • Summarize your understanding of what’s been recommended and your future course of action.

28. TipsJust-In-Time Feedback for Employees Tips for Just-in-time Feedback Tool for Employees Steps for Setting Performance Improvement Goals

29. Conducting the Actual MeetingJust-In-Time Feedback Closing We in human resources realize that the performance management process is evolving and that any questions and concerns should be definitely communicated to Human Resources. Thank you for your time and remember you can revisit this information to remind you of the tips and techniques as many times throughout the year as you have your discussions for the performance development plan meetings.