EFFECTIVE PERFORMANCE

MANAGEMENT AT

NORTHEASTERN UNIVERSITY

presented by

 Susan Batutis, Compensation Manager, HRM

Lidia Rosado, Sr Compensation Analyst, HRM

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Training Agenda Introduction Performance Management Cycle

Performance Planning Ongoing Coaching and Feedback Performance Review

Questions & Answers

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To create and foster an ongoing, two-way

communication process

To clarify expectations between the

manager and the employee

To assist employees in reaching personal

and professional goals through skill

development

To link individual employee behavior with

the Unit plans and University Aspiration,

placing actions within the context of the

University mission

Goals of Performance Management

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End of Year Appraisal

Summarize critical goals and achievements

Establish overall rating based on performance throughout the year

The Performance Management Cycle

Performance Planning

Phase I

Coaching and Feedback

Phase II

Performance ReviewPhase III

Goal PlanningClarify job

requirementsEstablish annual

goalsLink goals to larger

college or departmental goals

Plan professional development

Ongoing Coaching and Feedback

Confirm areas for focusProvide constructive

feedback

Documentation

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Roles in Performance Management The Manager

• Shared accountability• Coach and mentor• Clarify business direction• Provide resources• Identify obstacles

The Employee • Shared accountability• Proactively provide input• Continual self assessment• Take personal ownership for development

HRM • Providing the tools, training, and guidelines for effective design and administration of performance management and compensation programs• Consulting with managers and employees on the program processes or individual issues. For assistance, contact Kathy Raiz, Sr. HR Consultant (X5385)

Division/Institutional Advancement

• Communicating University/area mission and goals• Identifying resources for employee development• Assist in administration of performance management program in consultation with HRM

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Ongoing Coaching and Feedback - Phase II

Confirm areas for focus Provide on-going feedback Affects individual performance by

encouraging (or discouraging) specific behaviors

Provides a context through which to guide future performance

Gives employees an opportunity to express their needs, concerns, expectations

Progress review re-focuses employee and manager efforts

Offers the opportunity to make modifications to job requirements/ goals given University needs

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Ongoing Coaching and Feedback –

Phase II

F

A

S

T

F. A. S. T.

requent – provide feedback on a regular, ongoing basis

ccurate – be exact; don’t exaggerate

pecific – use examples; avoid general statements

imely – give feedback as close to the event as possible

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Ongoing Coaching and Feedback Phase II

• Types of feedback– Corrective

• Attempts to change the specific behavior of an employee

– Positive• Reinforcing performance through an

active effort to praise particular actions and accomplishments

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Managing Problem Performance

Describe the problem in a friendly manner

Ask for the employee’s help in solving the problem

Discuss causes of the problem Identify and write down possible

solutions Decide on a specific action each of you

will take Agree on a specific follow-up date

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Ongoing Coaching and Feedback Phase II

• Communication Tips– Sensitivity

• Feedback should be delivered with empathy and sensitivity.

– Confidential• Feedback should be provided face to face and in

private. Choose the appropriate time and location.

– Prompt• Feedback should occur in a time frame close to the

event or behavior under consideration.

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Performance Review

• Before we go any further, let’s take a step back and look at your experience with Performance Reviews….

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Desired Outcomes for the Performance Review

Mutual understanding and agreement of performance against expectations

Employee’s self-esteem is supported Employee feels evaluated fairly Working relationship is maintained or

improved

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Preparation is the Key! Keep documentation

throughout the year

Allow enough time before the review meeting to reflect on the events of the past year

Solicit input from colleagues with whom the employee has worked with Ask the employee to review

his/her own performance and documentation

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Performance Review Meeting Agenda

1. Set the stage

2. Review and discuss employee’s assessment

3. Compare results vs. expectations

4. Discuss reasons

5. Summarize trends

6. Plan for the upcoming year

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No Surprises!

Reinforces importance of coaching and feedback

Recognition shouldn’t be a surprise either

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Consists of two parts:

Written document placed in employee file

Formal end of year meeting

Summarize critical goals and results achieved

Compare actual to expected performance

Establish overall summary rating

Performance ReviewPhase III

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Forms and Materials

Document Description

Guidebook/ Training Supplement

Overview of performance management cycle, administrative process notes, background and reference material

Performance Appraisal Form

Formal written evaluation of employee performance; signed original due to HRM May 1, 2006

Goal Planning Form (optional)

Optional form to help in setting work goals; not submitted to HRM

Brief Guidelines

Instructions on how to fill out Performance Appraisal form

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5/1

Evaluations Due to

HRM

7/1

New Salaries Effective

Key Performance Management Dates

2/10

Performance Managemen

t Training Session

offered by HRM

As has been done in the past, managers who have not submitted performance reviews for all of their employees will have their own merit increases withheld