PERFORMANCE MANAGEMENT AT

MISSOURI S&T

myPerformance Implementation for Spring 2015

Human Resources is excited to off er you new tools and resources to help you get more out of your annual performance appraisal!

The myPerformance implementation includes: Performance management training An online performance appraisal tool

2

WELCOME

Creates shared understanding between managers and employees

Can provide guidance on how to improve performance and develop skills

Provides opportunity for career guidance and planning

3

WHY PERFORMANCE APPRAISALS?

ProcessToolsTraining and support

AGENDA

Standardize forms and processes between departments to ensure fairness and consistency

Help you get the most of out of your performance appraisal through training

Ensure fulfi llment of the Board of Curator’s requirement www.umsystem.edu/ums/rules/hrm/hr500/hr501

WHY MYPERFORMANCE?

2014

• Paper- based forms

• Process varied by department

• Training and resources varied

2015

• Online performance appraisals

• Consistent process between departments

• New training and resources available6

WHAT’S CHANGING IN 2015?

NEW TOOLS & RESOURCES

Forms Process Tools Trainin

g

5 Point CategoriesOutstandingExceeds ExpectationsSuccessful Improvement Expected

Unacceptable

CalibrationTraining on the scale definitions

Reviews by 2nd level managers

Reports after appraisals are completed

Online forms instead of paper formsNew scale

Forms Processes Tool Training

Performance consistently achieves performance goals, key responsibilities, and Success Factors

Requires minimal supervision and complies with work rules and regulatory requirements

Performance consistently meets the demands placed upon the position

Reliably completes routine assignments in an accurate and timely fashion

Assumes additional responsibilities when requested or assists in extra project work

Meets the University’s high performance standards Contributes positively to the success of the work

group and organization

SCALE EXAMPLE: SUCCESSFUL

The Employee FormGGS Levels 1-10

•Fill in the blank•50% of overall score

Key Responsibilities:

The “What”

•50% of overall scoreSuccess Factors: The “How”

The Leader FormGGS Levels 11 - 15

•Fill in the blank•50% of overall score

Key ResponsibilitiesThe “What” /

Performance Goals:The “Results”

•50% of overall scoreSuccess Factors &

Leadership Competencies: The

“How”

Section 1: Key Responsibilities

• What you do in your job• Fill-in-the-blank• You and your manager will determine your top 3-7

functions before your performance appraisal• We will provide you with resources to complete

this task

Screenshot of One Key Responsibility

Section 2: Success Factors• How you do your job• Seven Success Factors have been identified as important to all employees system-

wide:1. Accountability2. Collaboration3. Communication4. Customer Focus5. Judgment6. Quality7. Time Management

• Additional Success Factors identified for leaders (as defined by ALDP)

1. Performance driven2. People centered3. Culturally competent4. Values oriented5. Integrative and strategic leader

Screenshot of One Success Factor: Accountability

Section 3: Performance Goals

• Short-term objectives specific to your work

• Set 1-5 goals to be tracked throughout the year • These will be included in the performance

appraisal ratings for 2016

• Performance goals will not be rated this year

Screenshot of One Performance Goal

Screenshot of One Development Plan

Forms Processes Tool Training

Empowers you to track your accomplishments year-round Goals Development plans Notes

Forms Processes Tool Training

Employee writes self appraisal

Manager writes

appraisal

Second level

reviews appraisal

Manager and

employee discuss

appraisal

Manager finalizes

appraisal; both sign

off

April 1st July 30th

PE

RF

OR

MA

NC

E A

PP

RA

ISA

L

PR

OC

ES

SDue May 15

• Employee writes his/her self appraisal

Due June 15

• Manager drafts appraisal for each employee

Due June 29

• Manager’s manager approves appraisal

Due July 17

• Manager discusses appraisal with employee

Due July 24

• Manager finalizes the appraisal Employee may add comments then affirms receipt of appraisal

July 30

• Manager reviews employee comments and finalizes the process

Process opens April 1

 

Process closes July 30

 

Stand up training for managers and employeesRating scale and Success FactorsHow to use myPerformancePerformance management topics

Online tutorials for managers and employees Rating scale and Success Factors How to use myPerformance

“How to” quick sheetsmyPerformance guides

Forms Processes Tool Training

QUESTIONS?

OUTSTANDING

Role Model Customer CenteredModels University Values Knowledgeable Resource Mentor, Guide and Teacher Identifies Breakthrough Concepts In Sync with the Strategic Direction of the UniversityOpenly Shares Information and ResourcesActively Promotes Cooperation, Understanding and

Teambuilding

OUTSTANDING

When compiling necessary data from several sources, Jim discovered several crucial errors in one field that had not been caught previously and saved the University a significant amount of money.

Kyle created a more efficient system for keeping web content current which accelerated updates by several days.

Kaitlyn took a procedure manual she was responsible for updating and revamped it; it was so useful that the format was used inside and outside of the University.

EXCEEDS EXPECTATIONS

Performance Consistently Exceeds Expectations in the Key Responsibility or Success Factor

Meets Challenging Professional Goals

Assumes extra responsibilities

Proactive Problem Solver

Exceptional Contributor

EXCEEDS EXPECTATIONS

Incorrect journal vouchers are typically sent back with no explanation, but recently Ben sat down with one employee and explained step-by-step how to do it correctly.

Mary has improved her speed for updating employee information in PeopleSoft by 20%.

Todd not only helped a web content owner with navigational issues, but also volunteered to redesign the site to make it look nicer.

SUCCESSFUL

Performance Consistently Meets Expectations in Key Responsibility or Success Factor

Requires Minimal Supervision Complies with RulesAccurate and On TimeAssumes Additional ResponsibilitiesMeets the University’s High Performance Standards Contributes Positively to the Success of the University

SUCCESSFUL

The disbursement vouchers that Andrew approves are charged to the appropriate accounts in a timely manner.

Abby maintains accurate and up-to-date logs of benefit activities.

Brittany adds web content that is well-written, consistent with established guidelines, and put up on time.

IMPROVEMENT EXPECTED

Performance Meets Some But Not All Expectations in Key Responsibility or Success Factor

Requires Occasional Supervisory InterventionDoes Not Consistently Complete Job Assignments

Accurately and On TimePerformance Causes Occasionally Problems

IMPROVEMENT EXPECTED

Dave has sent 5 of 10 weekly updates of financial information late, which causes problems for other team members.

Bill has given incorrect information to 3 of 15 employees who had questions about MyChoice plans.

Twenty percent of Rachel’s work has had to be reassigned to a coworker because the text that she writes for web content lacks clarity.

UNACCEPTABLE

Performance Does not meet Key Responsibility or Success Factor

Often requires supervisionDoes not consistently complete job assignments accurately or on time

Performance or behavior often causes problems

UNACCEPTABLE

When preparing financial reports, Jared continues to follow an incorrect format even after being reminded about the correct format twice.

Four employees have complained that Kim appeared frustrated and treated them with disrespect while explaining their benefits.

Megan regularly forgets to check that the appropriate security measures are implemented with web content, which has resulted in confidential information getting publicized twice.