System Office Performance Management

1. System Office Performance Management November 2013

2. System Office Performance Management Agenda • Performance Management: • What are the key elements? • How can it benefit staff? • Why is it important? • Goal Setting • Performance Reviews • What’s next?

3. What do you hope to learn today?

4. USNH Talent Management • Performance management is one component of the overall USNH Talent Management philosophy. Performance Management Process

5. USNH Performance Management Process Coaching, Feedback, Recognition • Budget Process

6. USNH Performance Management Objectives • Establish a standard process for monitoring employee progress, providing constructive feedback, and evaluating performance • Encourage more frequent performance conversations • Develop a ‘performance–based culture’ • Align employee performance and goals with USNH strategic goals and objectives and campus goals • Provide appropriate and effective employee development

7. USNH Guiding Principles of Performance Management

8. USNH Guiding Principles of Performance Management 1 Performance management is an ongoing process of setting expectations, executing plans and evaluating results. 2 Expectations should be explicit and mutually understood. 3 Engagement is increased when people are involved in planning the work. 4 How work gets accomplished is as important as what gets accomplished. 5 Regular, honest feedback increases understanding and positive performance.

9. Performance Management - Roles Managers • Plan and manage staff performance • Communicate division and department goals to staff. Guide staff expectations to align with broader organizational goals • Foster a work environment that encourages active staff participation • Provide regular, clear, constructive feedback • Monitor performance throughout the year to support the formal evaluation • Devote the time and effort needed to plan and evaluate performance, and support staff • Help guide and coach staff in their professional development Employees • Understand how their performance expectations align with division and department goals, and participate actively in setting expectations • Be open to feedback and take it to heart to improve performance and/or remain on track • Monitor their own performance compared to expectations. Seek advice and guidance as needed from their supervisor • Complete a Self Assessment and participate actively in the performance evaluation • Be open and honest about professional growth and development plans and interests

10. Performance Management - Feedback • Feedback is an essential component of a performance culture • Most beneficial if on-going • Intended to support staff performance and development • Applies to both positive and constructive situations • On-going feedback ensures no surprises • Framework assists in preparing to deliver feedback effectively

11. Goal Setting USNH Performance Management Process Starts with • Drives ongoing need to support campuses and ensure highest levels of customer service, efficiencies, “value added”; • Provides clarity and structure on individual, team and department priorities and effectiveness; • Fosters ongoing communication between manager and employee; • Encourages performance improvements and strategies, and • Follows S.M.A.R.T. method

12. Goal Setting USNH Performance Management Process Specific: Goal objectives should address the five “Ws:” who, what, when, where, and why. Make sure the goal specifies what needs to be done with a timeframe for completion. Use action verbs such as create, design, develop, implement, produce, etc. Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes — not activities.

13. Goal Setting USNH Performance Management Process Achievable: Goal objectives should be within the staff member’s control and influence; a goal may be a stretch but still feasible. Is the goal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal. Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member’s key accountabilities or link with departmental goals that align with the institutional agenda. Time-bound: Goal objectives should identify a definite target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporate specific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects).

14. Goal:Develop a guide for supervisors Is this a SMART goal? No!

15. Making the goal SMART GOAL: Develop a performance management guide for System Office supervisors beginning in January and finishing by the end of June, 2014 • Specific? Performance management guide for System supervisors • Measurable? A document will be created • Achievable? Six months to finish it • Time-bound? January -June 2014

16. Performance Review USNH Performance Management Process An ongoing process with a mid-year review and annual review Components of annual review: • Job description review • Assessment of Job success • Key responsibilities • Core competencies (such as problem solving, communications, customer service) • Evaluation period goals • Overall rating • Signatures • Next Evaluation Period • Goals for upcoming CY • Development plans

17. Performance Review Ratings USNH Performance Management Process Consistently Exceeds (CE) Frequently Exceeds (FE) Core Standard for USNH staff; represents a competent, successfuland engaged contributor to USNH Fully Meets (FM) Partially Meets (PM) Does Not Meet (DM)

18. USNH Performance Management Process - Ratings

19. Performance Management Timeline (CY Basis) Switch made to calendar year for performance management • Formally begins in CY 2014 • 2013 considered a hybrid year • Allows for cascading of goals and goal setting (Fall): USNH, Campus, Department, Employee • Allows for review to be completed following financial results (R+30)

20. USNH Performance Management – HR ‘s Next Steps • Complete the build-out of USNH System HR Office website for performance management materials • Provide training to supervisors • Provide training to staff • Develop related sessions, such as goal setting

21. QUESTIONS??