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2009
Tandehill Human Capital, A Human Resources and Pay-for-Performance Consulting Firm
Performance Management Training
Pilot Group- Managers Conducting Reviews
2 2Performance Management Training
Objectives for Today
• As a result of today’s session, managers will:– Be aware of the timing and steps associated with the performance
management process and tools;
– Understand that the role of performance management is not to justify an annual pay increase, but to support the employee in their ongoing development efforts;
– Have a better idea of how to manage an effective performance review process.
3 3Performance Management Training
Tulane Design Process Overview
Identify criteria for cross-functional redesign team.
Gather information from focus groups.
Review best practices and select approaches.
Detail fundamental concept design, including outcomes.
Obtain senior management approval on concepts.
Develop new performance management elements.
Gather employee feedback on the recommendations.
Obtain senior management approval on program.
Develop implementation plans.
Pilot elements as needed and fine-tune.
Conduct formal employee and manager training.
Conduct periodic audit of the effectiveness of the systems.
Modify systems and processes, as needed.
Phase I: Develop Plan andPrioritizeRequirements
Phase II. RedesignPerformanceManagementSystem
Phase III. ImplementNew Systemand MonitorResults
Enhance Management Capability to Create a Results- and Values-based Organization
4 4Performance Management Training
To increase& sustain
motivation
To provide a basis for
performance related pay
To bring the organization
together
To improveindividual& team
performance
To translate our values into behaviors
To create a performance
culture
To integrate objectives
To attract & retain
skilled staff
To empowerTo empowerpeoplepeople
To tie the term of the reward
to the term of the
accomplishme
nt
To develop skills, competencies &
individual potential
To clarifyaccountabilities
PerformancePerformanceManagementManagement
Building the Right Foundation
5 5Performance Management Training
Best Practices
Function
Role of Employee
PerformanceFocus
ProcessEmphasis
Ownership
Traditional 1990’s Best Practice
Report card(Retrospective)
Passive
Manage poor performers
“Check the box”compliance-oriented
Human Resources
Barometer of progress (Periodic)
Joint ownership for goal setting/review
Manage the tails of the bell curve
Planning, reviewing and rewarding
Line management and Human Resources
Performance dialogue (Continuous)
Shared accountability for results
Raise performance of the entire organization
Strategic clarity, coaching, learning
Employees, managers and leadership
DesignParameter
• The ideal approach moves beyond the basics of traditional systems in order to deliver the results that the organization needs.
6 6Performance Management Training
New Form Has Four Sections
• Employee Results
• Tulane University Values
• Employee Growth
• Performance Enhancement Plan
7 7Performance Management Training
Responsibilities
Manager• Provide employees with clear expectations, consistent measures,
and achievable standards of performance.• Support and provide resources to employees.• Identify performance enhancement areas and provide assistance and
support for improvement.Employee• Discuss concerns and/or questions about any part of their job
description or performance review with manager. • Actively identify and participate in career development and training
opportunities.• Meet expectations and achieve performance standards.
Note: Your input is valuable in assuring a proper determination for each performance area. However, Managers have the ultimate
authority/responsibility for rating the elements of your performance.
8 8Performance Management Training
The Performance Cycle
Identify key responsibilities/goals
Create personal development plan
Informal follow-ups
Mid-year discussion
Discussion of individual contributions
Review of competencies
Identification of growth areas
Communication of major job/goal changes
Adjustments and mutual feedback on results
1. Planning for
performance
2. Managing & coaching for performance
3. Reviewing performance
9 9Performance Management Training
Performance Management Timetable
By February 1, 20101 Manager discusses with employee, 2009 Key Responsibilities and results; and assigns Overall Results Rating.2 Manager discusses new competencies with employee, and assigns a Values Rating(s) for 2009.3 Manager discusses the 2009 growth in skills, knowledge and responsibility with employee, and assigns a Growth Rating.4 Manager and employee provide overall comments, sign the form and forward it to WFMO.
By March 1, 20105 Manager reviews current job responsibilities or establishes 2010 goals for employee (optional in 2010).6 Manager and employee create a 2010 Performance Enhancement Plan for the employee.
By August 1, 20107 Manager and employee review progress toward business goals and personal growth.
• Following are the key actions required in the performance management process in 2010, and the required completion dates. We recognize that different areas have different busy periods, and urge you to plan accordingly.
10 10Performance Management Training
By February 1, 2010
INFORMATION FROM OLD FORM
INFORMATION FROM OLD FORM
INFORMATION FROM OLD FORM
INFORMATION FROM OLD FORM
INFORMATION FROM OLD FORM
• Manager reviews 2009 Key Responsibilities from the old form and assigns a preliminary Results Rating.
• Manager discusses ratings with employee and assigns a final Results Rating.
• Employee Results are measured according to the following scale.– B= results for the past 12 months were below
expectations for the job.– P= results for the past 12 months partially
met the expectations for the job.– M= results for the past 12 months fully met
expectations for the job.– E= results for the past 12 months exceeded
expectations for the job.
1. Planning for
performance
2. Managing & coaching for performance
3. Reviewing performance
11 11Performance Management Training
• The manager rates each value according to the 5-level scale provided.
• If the rating is at Level 1 or Level 5, the manager should provide an example of how the employee exhibited the value in the performance of their job responsibilities.
• Manager and employee discuss the new values/competencies and the manager’s ratings, and fine tune the ratings/examples (if necessary).
4
3
5 I check in on the employee about twice a year and each time I do I am amazed to see the improvements in efficiencies.
By February 1, 20101. Planning
for performance
2. Managing & coaching for performance
3. Reviewing performance
12 12Performance Management Training
• The manager identifies how skills and knowledge have grown/improved over the past 365 days.
• The manager lists any new responsibilities that the employee has taken on in 2009.
• The manager selects a Growth Rating that is reflective of the two growth sections.
• Manager and employee discuss the new values/competencies and the manager’s ratings, and fine tune the ratings/examples (if necessary).
By February 1, 20101. Planning
for performance
2. Managing & coaching for performance
3. Reviewing performance
13 13Performance Management Training
Performance Planning for 2010
14 14Performance Management Training
• Manager reviews current job responsibilities with employee, or establishes 2010 goals.
Director, Contracting This position is responsible for the Contracts Management function at DHS. Reports to the ???. Works closely with other Directors as required. Duties include 1) review, negotiation, and administration of prime contracts, subcontracts, and contract modifications, 2) organization and management of contract/subcontract administration activities, 3) frequent interaction with government contracting and audit officials, 4) oversight of contract task and funding activities, and 5) providing expertise and assistance to management in the review of leases and other corporate commercial contracts. Responsibilities include:
Organize and manage prime contract and subcontract administration activities. Management and administration of contracts to ensure compliance with all
contractual terms and conditions; identify potential issues in contracts/leases; provides initial review for issues or concerns such as confidentiality; copyright; intellectual property rights.
Prepare, review, and/or negotiate government contracts, subcontracts, and cost proposals.
Monitor the processing of contract tasking and funding from start to completion, work with funding offices/sponsors and DHS administrative and management staff.
Resolve contracting issues by interacting with government contracting and audit officials.
Organize contract/task setup in management and financial systems to assure compliance with contract terms and accurate reporting and billing.
Negotiate and provide recordkeeping responsibilities for corporate non-disclosure and licensing agreements.
Providing assistance to responsible management in the review and negotiation of commercial contracts, leases, and other legal documents; identifies non-routine items; issues with term clauses.
Identification and notification to affected management of arising contractual and/or legal issues.
Job Requirements
Bachelors/Advanced degree (MBA or equivalent preferred) in related field or equivalent, and ten (10) or more year's progressively responsible experience in government contracting.
Additional training in contract law and a history of working with commercial contracts, leases, and similar contracts.
Detailed knowledge of federal government contract types, the government funding/contracting process, the Cost Accounting Standards (CAS) and the Federal Acquisition Regulations (FAR) and agency supplements.
Fundamental understanding of finance and accounting including government contract accounting.
By March 1, 20101. Planning
for performance
2. Managing & coaching for performance
3. Reviewing performance
15 15Performance Management Training
By March 1, 2010 • Enhancement Areas. Manager lists
those areas in which the employee may benefit from further enhancement.
• Enhancement Goals. Manager establishes goals corresponding to the above needs. Goals represent the desired ends, not the means to achieve such ends.
• Employee’s Action Plan. Employee lists developmental activities that he/she will undertake in order to promote each goal’s attainment. Consider education, special projects, assignments, relationships, etc.
• Manager’s Action Plan. Manager lists the steps he/she will take to assist the employee in the achievement of goals.
1. Planning for
performance
2. Managing & coaching for performance
3. Reviewing performance
16 16Performance Management Training
Types of Development Activities• Readings
• On-the-job-assignment(provides valuable hands-on experience)
• Web-based learning tools
• Mentoring
• Courses & workshops
• Conferences
1. Planning for
performance
2. Managing & coaching for performance
3. Reviewing performance
17 17Performance Management Training
By August 1, 2010
• Review the employee’s year-to-date performance of job responsibilities or annual goals.
• Reflect on the employee’s behaviors over the first six months and how they reflect Tulane Values.
• Examine progress on the Performance Enhancement Plan and any knowledge, skills and responsibilities that the employee has acquired.
• Sit down with employee in a formal mid-year progress review session.
1. Planning for
performance
2. Managing & coaching for performance
3. Reviewing performance
18 18Performance Management Training
Performance Management Timetable II
By February 1, 20118 Manager and employee discuss 2010 Key Responsibilities/Goals and results; and manager assigns Overall Results Rating.9 Manager and employee discuss competencies, and manager assigns a Values Rating(s) for 2010.10 Manager and employee discuss the 2010 growth in skills, knowledge and responsibility, and manager assigns a Growth Rating.11 Manager and employee review the Performance Enhancement Plan and the results achieved.
By March 1, 201112 Manager establishes 2011 goals for employee.13 Manager and employee create a 2011 Performance Enhancement Plan for the employee.
• Following are the key actions required in the performance management process in 2011, and the required completion dates. We recognize that different areas have different busy periods, and urge you to plan accordingly.