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2012 Performance Review2011 2012
2011 Section
Name
2011
Weight
2011 Rating Scale 2012 Section
Name
2012
Weight
2012 Rating Scale
Expectations 40% 5: Exceptional
4: Exceeds Expectations
3: Meets Expectations
2: Improvement Needed
1: Unsatisfactory
Job
Competencies
25% 5: Expert
4: Advanced
3: Proficient
2: Basic
1: Limited
Goals 40% 5: Exceptional
4: Exceeds Expectations
3: Meets Expectations
2: Improvement Needed
1: Unsatisfactory
SWAT Goals 50% 5: Top Performer
4: Strong Performer
3: Solid Performer
2: Inconsistent Performer
1: Unsatisfactory Performer
Organizational
Competencies
(Mission, Values,
Performance
Improvement)
20% 5: Exceptional
4: Exceeds Expectations
3: Meets Expectations
2: Improvement Needed
1: Unsatisfactory
Core ValuesTeamwork
Patient-Centered
Accountability
Excellence
Pride
Innovation
25% 5: Top Performer
4: Strong Performer
3: Solid Performer
2: Inconsistent Performer
1: Unsatisfactory Performer
Performance
Evaluation
Score Matrix
100% High Performer: 4.00 – 5.00
Middle Performer: 3.00- 3.99
Low Performer: 1.00 – 2.99
Overall
Performance
Score Matrix
100% Top Performer: 4.50 – 5.00
Strong Performer: 3.50 – 4.49
Solid Performer: 2.50 – 3.49
Inconsistent Performer: 1.50 – 2.49
Unsatisfactory Performer: 1.00 – 1.49
2012 Performance Review Timeline
PerformanceEvaluation tobe completed
and SAVED by5:00 p.m.
Dashboardscreated and
sent toleadership
Calibrationby leaders
Conversationswith StaffMembers
All reviewsaccepted/rejectedby Staff Members
AwardPayout Date
Sep22 - 23
Sep1 – 21
Nov23
Sep24 - 26
Oct1 - 11
Oct12
Sep27
Scores adjustedin PeopleSoft
New Performance Rating Criteria
The following guidelines apply for standard scoring across all sections of the evaluation:
RatingLevel
Job Competencies Goals & Values In other words…
5 Expert Top Performer “BUILDS IT”
4 Advanced Strong Performer “ENCOURAGES IT”
3 Proficient Solid Performer “DOES IT”
2 Basic Inconsistent Performer “CAN DO IT”
1 Limited UnsatisfactoryPerformer
PerformanceImprovement Plan
Job CompetenciesExpert Possesses Specialist/Authority level knowledge of the
competencies required to be successful in the position andapplies/demonstrates the competencies in daily work (totalmastery).
Advanced Possesses highly developed knowledge and understandingof competencies required to be successful in the position, aswell as the ability to apply them.
Proficient Possesses detailed knowledge and understanding ofcompetencies required to be successful in the position,and can apply the competencies in daily work.
Basic Possesses basic understanding or knowledge needed for thejob.
Limited Competency has been minimally demonstrated.
SWAT GoalsTop Performer No higher level of performance can be obtained.
Strong Performer Achievement clearly and consistently exceeds thegoals/targets/criteria.
Solid Performer Consistently achieves goals/targets/criteria.
Inconsistent Performer Fails to consistently meet minimumgoals/targets/criteria.
UnsatisfactoryPerformer
Fails to meet targets/standards/criteria.
Core Values: TeamworkTop Performer Seeks opportunities to build collaborative partnerships with
internal and external team members to impart systemknowledge and to advance the system.
StrongPerformer
Frequently uses opportunities to work with others, shareknowledge, and help others succeed.
Solid Performer Consistently works with other to accomplish team goalsand tasks.
InconsistentPerformer
Occasionally isolates oneself from others while workingtoward team goals and objectives.
UnsatisfactoryPerformer
Isolates oneself from others instead of working toward teamgoals and objectives.
Overall PerformanceTop Performer Performance was superior in terms of completeness,
timeliness, and independence; mastery of skills and tasksinvolved was demonstrated.
StrongPerformer
Performance was what can be expected of a fully qualifiedand experienced person in this position.
Solid Performer Performance is at the level expected for this position:effective, consistent, and reliable. Valued contributor.
InconsistentPerformer
Performance needs improvement, or staff member is new tothis position and is still learning.
UnsatisfactoryPerformer
Immediate improvement is essential, and a performanceimprovement plan is recommended.
What is Performance Calibration?
•A process for leaders to discuss and comparestaff’s performance ratings with the goal ofmaking sure leaders apply similar standards forall staff and eliminate biases to the greatestextent possible.
– Inter-rater reliability
•This year at Scott & White:– Beginning to calibrate (At regional level)
– Provide tools to leaders to guide through process
Why Calibrate?
•Individual performance must align withsystem performance/results
•Creates more accurate performance scores
•Identifies growth opportunities for staff andorganization
•Establishes more fair results
Expected Distribution
Based on Staff count of 100
Actual1
Actual1
Actual55
Actual26
Actual17
Expected5
Expected15
Expected50
Expected20
Expected10
0
10
20
30
40
50
60
Unsatisfactory Inconsistant Solid Strong Top
#o
fS
taff
2012 Performance Awards
2011 Actual
7.5% (829 Staff Members)
2012 Goal
Two Tiers of award - 30% (3300 Staff Members)
92.50%
7.50%
Staff MembersNot ReceivingAward
StaffReceivingAward
70.00%
20.00%
10%Staff MembersNot ReceivingAward
Tier II Award(11%-30%)
Tier I Award(up to 10%)
Increase the percentage of total staff receiving award from 7% to 30%
4
*based on meeting $50 million dollar challenge
Payout Matrix FY2012
•Top performers will receive 2.5% of base pay
•Strong performers will receive 1.25% of base pay
•Examples:– $37,500 base pay
• Top Performer: $37,500 X 2.5% = $937.50*
• Strong Performer: $37,500 X 1.25% = $468.75*
– $55,000 base pay• Top Performer: $55,000 X 2.5% = $1,375,00*
• Strong Performer: $55,000 X 1.25% = $687.50*
*Taxable Income – post calibration
Who is eligible?
• Eligible:– Full-time and part-time staff (Directors to front line)
• hired on or before 06/04/2012
– Directors will not receive additional bonus
– Must have completed (accept/reject) 2012 Performance Review
– Employed on date of payout
• Not Eligible:– PRN staff (based on status as of 8/31/2012)
– Residents
– Senior and Executive Staff (SWC payroll)
Manager’s Portal• Click on Perf/Merit & Incentives Tab
• Click on Performance Evaluation Form (located inside PerformanceEvaluation section on bottom left hand side)
Start Evaluation• Read and familiarize self with instructions
• Click on Continue button to select staff member to evaluate
Save Evaluation• When evaluation is complete, click on Save
– Do NOT finalize
• Next Step– Calibration
Post Calibration• If you have adjustments to make on staff evaluations
– Open evaluation
– Make changes
• Caution: Changes to Core Values will require “unselecting”first choice, then making new score selection
– Save evaluation
– Print copy for staff member (optional)
Final Steps• Hold Performance Conversation
• Finalize evaluation in PeopleSoft
• Send evaluation to staff member for acceptance orrejection
– 24 hour process
– All staff must accept/reject by October 12
Tips to Remember• Must complete each section of review for proper
calculation
• Score each Job Competency and SWAT Goal– System will divide by number of check marks, not number
of competencies or goals
• Score all six Core Values prior to saving the review– System will not allow you to complete review
– Email SWAT with Staff Member’s name and ID
– 24-48 hour process
• Conversations held post calibration, October 1-11
Staff Transfers•Evaluations are for entire FY2012
– Need input from previous supervisor
– Use Performance Review Feedback Form• Previous supervisor will need to add job competencies
and SWAT goals to form
• Evaluate all three sections of review
• Return to you to combine scores
Performance Review Feedback Form
• Located on PM websiteabove the PerformanceReview Guide
• Use for selfassessments, transfers,collaboration, or multi-rater evaluations
• Combine multi-rater orprevious manager’sscores into one rating
Performance Conversations
•October 1 - 11
•Top and Strong Performer Conversations– Re-recruit your best performers by giving specific positive
feedback about:
• What they do well
• Their accomplishments
• Examples of work behaviors
– Share information about where SWHC is going
– Ask if there is anything you can do for them to make their jobbetter
– Use 2012 Performance Review Guide for talking points
Performance Conversations
• Solid Performer Conversations– Use a support-coach-support technique
– Overall tone must be positive
• Begin by stating they are VALUED CONTRIBUTORS
• Goal is to retain them because they are valuable to S&W
• Thank them for what they do well
• Identify and discuss one specific area for development
• End conversation by reaffirming their good qualities and expressingyour appreciation
– Use 2012 Performance Review Guide as a tool to guideconversation
Performance Conversations
• Inconsistent Performer Conversations– New to Position
• Overall tone must be positive, supportive
• Focus on growth and development opportunities tied toexpectations with emphasis on follow-up and follow-through
• Expectation is for staff member to move to Solid Performance
– Experienced in Position
• Overall tone is objective, factual, non-emotional
• Focus on development opportunities, follow-up, and consequences
• Expectation is for staff member to move to Solid Performance
• Performance Improvement Plan is suggested
– Use 2012 Performance Review Guide for talking points
Performance Conversations
• Unsatisfactory Performer Conversations– Do not start the meeting off on a positive note
• Be objective, non-judgmental, non-emotional
– Use 2012 Performance Review Guide for talking points
– Use the DESK approach
• DESCRIBE what has been observed
• EVALUATE how you feel
• SHOW what needs to be done
• KNOW – ensure that staff knows the consequences of thecontinued poor performance
– Develop a Performance Improvement Plan
Performance Improvement Plan
• Develop a specific action plan to move the staff memberfrom Unsatisfactory to Solid performance
• Action plan should detail the problem, the steps to take tosolve the problem, and a timeframe (typically 90 days)
• Involve the staff member to discuss the identified issuesand provide feedback
– Disagreement does not change your assessment
– You and staff member sign regarding understanding the plan,specific steps, and timeframe for completion
Key Highlights
• New Standard Scoring Criteria
• System-wide Calibration
• October 12 is deadline for ALL evaluations to be acceptedor rejected
– The compliance requirement
– Not eligible for Performance Award nor base pay adjustment
– Exception are staff members out on leave
• Manager completes evaluation by 9/21 at 5:00 p.m.
• Staff must accept/reject upon return to work (following conversation)
Key Dates
• September 1 – 21– Complete performance evaluation on ALL staff (PRN and those
on Leave) by 5:00 p.m.
– SAVE, do not Finalize
• September 24 – 26– System-wide calibration by regions
• September 27 (prior to conversations)– Make adjustments in PPS, if needed
• October 1 – 12– Performance conversations by October 11
• Use guide for talking points
– October 12 is deadline for staff to accept/reject evaluation