04.16.10. Performance Management 2010 Performance Management Cycle Organizational Success Shared Responsibilities Setting Goals and Expectations

04.16.10

Performance Management

2010

Performance Management Cycle Organizational Success Shared Responsibilities Setting Goals and Expectations Preparing and Conducting the Annual

Performance Review Gonzaga’s Performance Review

Process

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Session Agenda

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Setting Goals & ExpectationsDefine job criteria by which performance will be measured based on job descriptionEstablish goals and objectivesCommunicate expectationsRework objectives or performance standards, if necessary

Performance CoachingGive effective feedbackRecognize area of developmentCoach for better performanceDocument

Annual Performance ReviewGU Performance ReviewMistakes to AvoidBehavior Based Statements

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Performance Management Cycle

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Defining Organizational Success

All organizations must be wise about their choice of strategies to remain competitive

Everyone and everything in the organization must be doing their part to ensure strategies are implemented effectively

Managers are responsible for the results accomplished by their employees

Simply put, effective performance management ensures that goals are consistently being met in an effective and efficient manner

“Being busy is not the same as producing results”

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Shared Responsibility


Ensure both parties are clear on job expectations, job description and duties

Engage in on-going communication Regular meetings Weekly email updates Project status reports

Discuss questions and clarify priorities

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Utilize Objective Criteria to discuss performance

Compare to job expectations Utilize goal statements to assess

progress/struggle toward achieving goals

Assess competencies Use metrics

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Manager: Roles and Responsibilities

Manager:Roles and Responsibilities

Accountable for your organization’s success

Provide on-going assessment and communication of performance

Use performance reviews to assist in determining overall employment status

Determine employee annual salary increases as part of the future compensation system

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No surprises Poor performance should have been

addressed when it happened

The Performance Review Discussion is not the place to mention it for the first time

If poor performance has been significant, a Performance Improvement Plan should be in place

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Manager:Roles and Responsibilities

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NO NEWSIS

GOOD NEWS

NO NEWS

IS GOOD NEWS

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Performance Coaching

•Give effective feedback

•Recognize area of development

•Coach for better performance

•Document

Annual Performance Review

•GU Performance Review

•Mistakes to Avoid

•Behavior Based Statements

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Setting Goals & Expectations•Define job criteria by which performance will be measured based on job description

•Establish goals and objectives

•Communicate expectations

•Rework objectives or performance standards, if necessary


Effective Goal Statements

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Provide an excellent basis for setting and monitoring progress toward strategically aligned goals

Ensure objectivity in measurement Go beyond an essential job function Clarify something specific to focus on for

the upcoming year Use SMART formula (Specific, Measurable,

Agreed Upon, Relevant, Timed)

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Specific – goals need to be specific in order to be achieved. “Improving customer service” vs. “Reduce customer drop-out rate to less than 20%”.

Measurable – goals need to be quantifiable and measurable in a way that leaves no doubt that the goal has been achieved. employee should know how progress will be measured.

Agreed Upon – goals should take into account the knowledge and needs of the people involved in accomplishing them. When there is buy-in, people are more willing to make efforts toward achievement of goals.

Relevant– A relevant goal aligns with existing plans and priorities of the organization. It reflects the results which must be improved or maintained to successfully accomplish the mission.

Timed – goals exist within the context of a schedule. There needs to be an agreed upon timetable that incorporates regular, structured review and assessment of progress toward the goal.

Smart Formula

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Obstacles to Goal Achievement

As part of on-going assessment and communication it may be necessary to revise or eliminate certain goals

Objectives may change based on the organization’s needs. Be sure to adjust employee goals and objectives accordingly.

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•Document





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Setting Goals & Expectations•Define job criteria by which performance will be measured based on job description

•Establish goals and objectives

•Communicate expectations



Feedback = communication regarding the effect one’s behavior is having on another person, the team, the organization, or the customer

Positive feedback = involves telling someone about behavior that meets or exceeds standards and expectations. Provide specific examples and explain how these behaviors benefit the organization

Constructive feedback = alerts an individual to behaviors which could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person

Performance Discussions Definitions

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Useful feedback serves to: Keep the performance on track, and Get the performance back on track

Giving and receiving feedback can strengthen the partnership between manager and employee.

Effective feedback creates a positive, motivating work climate.

One of the most productive things a manager can do is provide specific, ongoing feedback

Effective Feedback

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Feedback should be:

Specific, direct and honest Focused on the what not the who Done at the right time in the right place Consistent Solution-oriented

Most importantly, treat others with RESPECT

Effective Feedback

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Setting Goals & Expectations

•Define job criteria by which performance will be measured based on job description•Establish goals and objectives•Communicate expectations



•Define coaching




•Document





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Manager:Preparing for the Annual Review

Review Job Description Make sure job description is up to date

Include a copy of job description along with the self-review and ask employee to assess whether it is still an accurate reflection of their job

Use job description as a starting point for performance discussion and goal setting

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Set Time and Place Choose a quiet, private, neutral place

where you will not be interrupted during the meeting Give full undivided attention (e.g. don’t

answer cell phone/work on lap-top/allow others to interrupt/etc.)

Confirm the time and place of the meeting Allot at least one hour. This will eliminate

schedule conflicts and help set the tone for a productive discussion


Utilize Data The employee’s self-assessment Any notes you made during the year Documentation from coaching sessions Feedback you gathered from

employee’s colleagues, customers, students, etc.

Any other information you have that bears on performance


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Employee: Preparing for the Annual Review

Employee:Preparing for the Annual Review

Complete your self-review Detail your accomplishments Provide specific examples of

what you’ve done well Provide specific examples of how

you would like to improve Clarify what you would like to

accomplish next

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In addition to completing your self-review: Confirm the time and the place of the

meeting Be prepared to discuss specific examples

of behaviors and performance outcomes Be receptive to feedback Take ownership to enhance performance Be open to assistance to heighten

performance

Employee:Preparing for the Annual Review

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Manager:Conducting the Annual Review

Start on a positive note Set the tone as one of communication

and feedback Discuss responsibilities, clarify

expectations and compare actual performance to performance standards

Use documentation to discuss specific instances of performance


Ask for the employee's assessment, comments and suggestions Listen carefully and seek to understand Ask for examples Liberally use the phrase, "Tell me more"

Don't take it personally Be open-minded—there may be a better

way Admit mistakes Thank the employee


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Employee:Participating in the

Annual Review

Ask for feedback on what you’re doing well

Ask for feedback on what to improve

Ask clarifying questions “What else could I have done to improve

X?” “Do you have any suggestions for me?”

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Employee:Participating in the Annual Review

Share what you plan to achieve and ask what your manager expects you to achieve by the next review period Make sure goals are SMART Inform manager of issues or

roadblocks and discuss how to resolve them

Let your manager know what you need from him/her to be successful

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Discuss your professional development goals for the year

Complete the discussion Thank your manager for his/her

feedback Commit to another successful

year

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Gonzaga’s Performance Review Process

Overview Document - Compensation philosophy, guidelines and annual review rating definitions

Employee Self-Review Document - Contains

self assessment and employee goals

Annual Performance Review Document - Performance and behavior criteria

Performance Review Packet can be found at www.gonzaga.edu/hr

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GU Performance Review Packet

Annual performance reviews should be completed by June of each year.

Prior to review meeting: Manager should present his/her staff

with their job description and self-review document generally 2-4 weeks prior to the performance review discussion

Manager should include any specific job criteria added to the review

Manager and Employee should assess past year’s goals and timelines

Employee should complete her/his self-review

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Performance Review Program Guidelines

Typically, annual salary increases spreadsheets will be distributed for approval/signature by Human Resources to the Area Vice President and should be returned to Human Resources as part of the annual budgeting process

Any employee concerns regarding performance review content should be addressed within the Area Vice President Division

Final annual increase spreadsheets are provided to Payroll for loading from Human Resources

Annual increases will be communicated by the President

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Manager forwards signed document to the department head, dean, or area vice president for signature

Original signed copy of the review should be sent to Human Resources to file

Manager should conduct on-going performance discussions, maintaining open communication, and work on the outlined goals throughout the year

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2 % Across the Board (ATB) for employees in good standing or adjustment to the minimum whatever is greater

Managers should communicate approved annual increase to their employees prior to June payroll

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June 2010

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Performance Management PowerPoint, Self-Reviews and Review Forms are located at:

http://www.gonzaga.edu/hr

Where is Everything Located?

Questions?

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Documents

04.16.10. Performance Management 2010 Performance Management Cycle Organizational Success Shared Responsibilities Setting Goals and Expectations