1 / 13

Agenda

Objective and Equitable Performance Management for Classified and Professional Exempt Staff Jennie Brucker Director of IT HR Office of Information Technology (OIT), CU-Boulder February 2015. Agenda. Impetus for Rethinking P erformance M anagement Commissioning The T eam

shardaway
Download Presentation

Agenda

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Objective and Equitable Performance Management for Classified and Professional Exempt Staff Jennie BruckerDirector of IT HROffice of Information Technology (OIT), CU-BoulderFebruary 2015

  2. Agenda • Impetus for Rethinking Performance Management • Commissioning The Team • Specific ImprovementsImplemented • Lessons Learned • Results Achieved • Q&A

  3. Impetus for Rethinking Performance Management • OIT, Dr. Jeff Luftig and the Service Performance Excellence (SPE) model • “Empowered” Employees Key to SPE’s Success • Initially, only 57%of OIT employees reported feeling “empowered” • 3 factors contributing to lack of empowerment • 3-pronged approach to increasing empowerment

  4. Commissioning The Team • Commissioned by CIO • Multiple units and employee levels represented • Purpose: bring greater objectivity & consistency to the Performance Management process.

  5. Specific Improvements Implemented • Required Job-Specific goals to be “Measurable” • Must articulate specific tasks or targets to achieve in order to reach each of 4 possible performance levels. • Listing job duties from job description NOT sufficient. • If done right, anyone should be able to rate the goal - i.e.the score is should in no way depend on the supervisor’s subjective opinion.

  6. Sample Goal: Customer Satisfaction 90% Customer Satisfaction = target from OIT’s strategic plan

  7. Specific Improvements Implemented • Required weighted goals and created scoring ranges for OEP plans

  8. Specific Improvements Implemented • Handling the Core Competencies (CCs) • CC present the greatest consistency and objectivity challenge • Current solution: Subjective rating by supervisor against detailed measurement factors for 5 classified core competencies for both classified and OEP employees • Solution for next cycle: weighting thresholds for CCs depending on level of objectivity/subjectivity of the measurement factors

  9. Specific Improvements Implemented • Added Mandatory Training & Supervisor Goals • Suggested Weighting for Mandatory Goals and Core Competencies • Performance planning as truly collaborative process

  10. Lessons Learned • Totally objective process is likely unrealistic due to CCs • Developing “measurable goals” is a big culture change • Measure the right things • Quality/Trustworthiness of the data is critical • Avoid too much standardization • Plans are dynamic, not static

  11. Results Achieved • OIT hit its goal of 90% employee empowerment as of the Fall 2014 empowerment survey.

  12. Q&A Thank you for the opportunity to present on this topic!

More Related