Performance Management Process

A comprehensive approach to talent management

What is an Effective Performance Management Process? It’s a comprehensive process that maximizes

engagement, development, and performance of all employees in the employment lifecyle by:

• Defining and communicating performance and development expectations in a regular and on-going manner

• Aligning position responsibilities with competencies (skills, talents, attributes) to perform a role

• Remaining flexible, efficient, measurable, fair, and transparent

What is an Effective Performance Management Process?

Proactively focuses on employee development and talent management (succession planning)

Links performance to compensation, recognition, and rewards to performance

Aligns an employee’s work to department goals and objectives (line of sight)

University MissionUnit Values and Goals

Department GoalsIndividual Goals

Components of Cornell’s PMP

PlanningEstablish unit strategy & goals

Align goals of employee & unit

Determine performance level criteriaCoaching

AssessmentAnnual PD

On-going feedback

Talent Discussion (Criteria)

Coach

ing

RecognitionCorrelate SIP and performance

Correlate promotions and bonuses

Utilize low-cost, no-cost ideas

Coaching

Career DevelopmentCreate Individual Development Plan

(IDP)

Utilize rotations and on-campus and off-campus training

Talent Discussion (Development)

Coaching

Why Performance Management Now? To change the current process to a holistic development

oriented process that will enable strategic changes as we re-imagine Cornell instead of a compliance based performance dialogue

Ensure consistent focus on employee development across units and the organization, aligning performance conversations with strategic goals.

Why focus on Performance Management Now? Enable succession planning: to retain our current

employees and to build the skills for future needs

Develop of common language and transparent process to discuss and convey performance ratings

Provide employees a clear understanding of the outcomes they are expected to deliver

Planning

Establish unit goals Align unit goals with

employee position, goals, and objectives

Determine performance level criteria – set expectations

Criteria for Performance RatingsRating Criteria

• Fails to achieve expectations• Corrective performance plan must be outlined and

monitored• If no improvement, termination must be initiated

1• Needs improvement to fully achieve expectations• Fails to meet one or more of the significant position

requirements• Corrective performance plan must be outlined and

monitored2

• Fully achieves expectations• Fulfills position requirements consistently meeting goals and

expectations• Performance makes the expected contributions to unit goals

3• Frequently exceeds expectations• Performs beyond expectations in a majority of position

duties &responsibilities• Makes a significant contribution to overall achievement of

unit goals4

• Consistent surpasses expectations• Works consistently at a superior level in most aspects• Makes an exceptional or unique contribution to unit goals5

PlanningEstablish unit strategy & goalsAlign goals of Employee & unit

Determine performance level criteria

Assessment

• Annual Performance Dialogue (PD)

• Ongoing feedback

• Talent Discussion

Generalizations vs. Behaviors

Attitude. Jose has a positive attitude. Others really enjoy working with him. He always accepts new assignments –even things that are not included on his job description. He is a real pleasure to have on my team.

Jose always demonstrates a positive attitude – which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project – which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.

AssessmentAnnual PD

On-going feedbackTalent Discussion

Juanita is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Juanita looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Juanita’s supervisor thinks she has great potential.

AssessmentAnnual PD

On-going feedbackTalent Discussion (Criteria)

Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Mark’s performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do.

AssessmentAnnual PD

On-going feedbackTalent Discussion (Criteria)

Talent Management Matrix

Potential

Low

Medium

High

1 2 3 4 5

Performance

May be new in the job. May be in the wrong job/wrong

manager.

Action: Give time for development or needs

intervention.

May be new in job or organization. May have lost pace with the changes in the

organization.

Action: Continue orientation. Give time for development.

Challenge with clear expectations.

Has reached job potential and is underperforming.

Action: Manage performance, set clear improvement plan,

or exit organization.

Valued talent, capacity for advancement after further

potential has been realized.

Action: Look for opportunities for growth and

new experiences.

Steady and dependable performers, but capable of more. May not understand

changes in the organization.

Action: Challenge, allow opportunities for growth and

new experiences.

Steady and dependable and have reached career

potential.

Action: Engage, challenge, focus, and motivate.

Capacity for immediate advancement. Potential for

senior succession. Action: Look for opportunities

to promote. Give top level assignments. Partner with executives. Reward and

recognize.

Capacity for immediate one level advancement. Consider best track – Individual contributor, project manager, or general

manager.

Action: Look for opportunities to expand role and challenge,

reward and recognize. Engage in decision making.

Excellent performer, has reached career potential.

Action: Engage in training others. Challenge, reward

and recognize.

Recognition

• Correlate SIP and performance

• Link promotions and bonuses

• Utilize low-cost, no-cost ideas

Career Development

Focus areas of training to those identified on the Individual Development Plan (IDP); include whether the individual completed the training as a performance measure

When the employee returns from the training ask them what they learned

Develop performance metrics to measure the effects of the training

Career DevelopmentDevelop employees

Career Development• Create Individual

Development Plan (IDP)

• Provide stretch opportunities – ex. A committee assignment

• Utilize job rotations within a unit cross-functionally

• On-campus and off-campus training opportunities

Career DevelopmentDevelop employees

Training Provide all employees

with the tools and training they need to successfully and comfortably execute the new process

Focus on year round continuous dialogue vs. one time feedback

Resources, Tools, and Training Please see the available PMP tools and

resources to support the implementation of the performance management process at the OHR website at “Individual and Organizational Effectiveness” and then “Performance Management”

Training Modules:

All:Performance Management Process

○ Assessing Performance○ Delivering Feedback○ Goal-Setting ○ Writing an Individual Development Plan○ Talent Discussion

 

Training Modules:

Supervisors:

New Supervisor Orientation Certificate Program

University Supervisory Development Certificate Program (SDCP)

Training Modules: Elective

Performance Management Organizational Development (ILR)

See the Guide to Workshops

Resources, Tools, and Training Skillsoft training Books 24/7 Other: 1001 Ways to Reward Employees

by Bob Nelson

Questions?