PERFORMANCE MANAGEMENT PROCESS

Agenda

• Overview and Performance Categories

• Planning and Goal Setting

• Feedback and Coaching Conversations

• Assessment

• HKS Process Timeline

• Wrap-Up and Evaluation

OBJECTIVES OF THE PERFORMANCE MANAGEMENT PROCESS AT HKS

Encourage high performance

Encourage continuous dialogue between managers and employees

Provide basis for performance-related decisions (e.g., pay increases and bonuses)

PHASE 1: Transitional Roll Out Spring 2010

Updated Evaluation Forms

Use of four performance categories

Modified roll out of new performance-based compensation plan for exempt staff

Spot Awards become exclusively for staff governed by HUCTW contract

PHASE II: Full Implementation Spring 2011

Pilot 360/Upward Feedback Evaluations in some units

Continue training on competencies

Full implementation of Performance-Based Compensation Plan including a link between performance categories and base salary increases/bonuses for exempt staff

Leading Performance (10%)

Strong Performance (80%)

Building Consistent Performance

Unsatisfactory Performance

Employee Performance Categories

(10%)

2010 Pay for Performance Program

Overall Performance Category Pay for Performance

Leading Performance 2% increase

plus potential bonus

Strong Performance 2% increase

plus potential bonus

Building Consistent Performance 2% increase

plus potential bonus

Unsatisfactory Performance 0% increase

Performance Management Framework

Feedback & Coaching

Assessing

Planning

Planning: Job Description

Managers are accountable for keeping job descriptions current:

• Discuss with staff members• Reflect department mission & needs• Review and update if necessary• Track position changes over time• Discuss during the Planning part of meeting

Planning: Strategic Alignment

HKS Mission, Values, Goals

Department/Center

Goals

ManagerGoals/Competencies

Staff MemberGoals/Competencies

Planning: GoalsGoal=What is to be achieved

• Dynamic in nature, adjustable, iterative• Illustrate clearly how the work of an individual aligns with

and contributes to the achievement of department goals• Manager and Staff Member Agree on Goals• Managers coach, give and receive feedback, and assess

staff performance against the goals on an ongoing basis throughout the year

• Staff Members track their accomplishments, ask for feedback and assistance, and self-assess against the goals

S – Specific/Stretch

M – Measurable

A – Aligned

R – Realistic

T – Time-bound

Writing Goals-“SMART” Principles

“SMART” Principles

Applying SMART Principles• Sentence or bullet format (or a combination) is

acceptable when writing goals. • Recommend that staff members check with their

manager to see if there is a preferred standard.• When first drafting a goal, the following format is

considered most effective: » S Specific» M Measurable» T Timebound

Sample Goals (taken from past PMPs)

Well-Constructed (SMART):•Identify and qualify at least 25 new prospects per year. •Complete initial phase of emergency evacuation project by

writing case studies and co-authoring two academic papers on the subject by the end of the academic year. •Complete redesign of department website by April 30, 2010.

Not:

• Develop fund-raising skills.

• Consider IT solutions for the office.

• Improve communication skills.

Performance Goal: Example

Assist in the planning of effective monthly staff meetings, by:

• Soliciting ideas for speakers from staff in September and January

• Researching and scheduling speakers• Establishing per meeting budget by September by researching cost of alternative locations

• Keeping costs within established budget• Soliciting feedback from staff via email after each meeting

Planning: Development Goals

Articulate Development Needs

• Use “SMART” principles for development goals

• Focus on current and near-future position and department needs

Planning: Development Goals

Training - On-the-job training, Job shadowing,

On-line learning• Reading/studying/research• Working with someone with the skill• Developing a mentor relationship• Attending a conference• Cross team projects• Stretch assignments

Important: What is the person going to do with the knowledge/skills; what is the impact?

How Development OccursExperience

Based LearningRelationship

Based LearningEducation

Based Learning

Projects/Assignments Bosses Courses

Jobs ColleaguesSeminars/

Conferences

Hardships Mentors Training Programs

Community Service Coaches e/Distance Learning

Competencies

Competencies=How work gets done, how assignments are being completed, so that goals are achieved.

•For all HKS Staff Members:AdaptabilityApplied Learning Building PartnershipsContributing to Team SuccessCustomer Focus Professional ResponsibilityWork Standards

•For Managers:Develops OthersStrategic Thinking and Decision MakingAbility to InfluenceValuing Diversity

FeedbackFeedback is “telling”. The goal of feedback:

Positive=reinforce preferred behaviors

Constructive=change/improve behavior

The Feedback Process (Giving and Receiving)

1. Prepare

2. Conduct/Participate in the Discussion• Behavior + Impact (+ Alternative Behavior)

3. Agree on an Action Plan

4. Follow Up

Performance CoachingCoaching is defined as, “an ongoing conversation between a manager and a staff member, which focuses on using and improving an individual’s skills, knowledge, and abilities to achieve goals”.

Coaching focuses on asking open-ended questions.

Inquisitive• Encourages Reflection First, Then Action• Formal and/or informal• Vary in length of time and topic• Positive• Applicable to teams as well as individuals

• Build on conversations to date (shouldn’t be any surprises)

• Are specific and behaviorally focused• Representative of entire performance period• Provide constructive, job-related feedback on past

performance and outline opportunities for growth• Compare and reflect on progress since the last

performance discussion• Motivate staff member

Assessments

All Year Round…

Discussions concerning goals, progress towards goals and overall performance should take place more than twice each year…they should be happening informally all year round.

No staff member should be surprised by what appears on their performance review. Seize feedback opportunities at weekly or bi-weekly direct report meetings and informally as events take place.

Self Appraisal/Manager ResponseFor Summarizing Results

The Behavior

+

Impact (The Result of

the Behavior)

A clear picture of the behaviors

and the impact and outcome of the

person’s actions

=

Behavior:

I implemented a new program for tracking alumni that attend our events by February 2010.

Result:

The department as well as other staff members can get an accurate sense of which alumni and how many are attending the events throughout the office.

Self Appraisal Example For Summarizing Results

Behavior:

John did a great job on creating a tracking system for our group. He analyzed our existing systems, talked with other Events staff around the University to compare processes and met with other departments at the School to get a complete needs assessment.

Impact:

Staff members throughout the office have access to important alumni information that has increased accuracy and relevance to our business.

Manager Response ExampleFor Summarizing Results

Assessment Tips

Be sure to read the performance category descriptions closely prior to making any rating determinations.

It’s helpful to rate each goal and competency as you go through the documents (this will help decrease the subjectivity of the overall performance summary).

Be prepared to speak to why you are assigning a particular category (especially if it is not aligned with the staff member self-assessment).

Vignettes

HKS Performance Management2010 TIMELINE and CHECKLIST

Date Event

April HKS Training sessions (4/13, 4/27, 5/11 for Managers; 4/26, 4/27, 5/14 for Staff)

April 19th OHR distributes employee rosters to Department/Center contacts (via secure file transfer email)

May 17th Self evaluations completed by staff and sent to managers

May 19th First draft of employee roster with proposed performance categories completed and sent to OHR for review and calibration discussions

After May 19th Calibration of performance categories for Core Administration with Operations Management Group and Research Centers with Executive Directors

June 15th (or before) Second draft of employee roster with performance categories completed and sent to OHR for approval prior to discussions with staff

June 30th Completed evaluations submitted to OHR

July 1st Effective date for staff increases (2% for eligible exempt staff)

Mid-July OHR distributes bonus rosters to Department/Center contacts

July 30th Completed bonus rosters sent to OHR for review and approval

Mid-August Bonus amounts approved and communicated to managers

August/September Annual bonus paid if budget allows

December Mid-Year Goal Review for Managers and Staff

???

Q & A

???

THANKS!!

Contact OHR for more information:

Beth_Banks@harvard.edu 5-9861

Tim_Bowman@harvard.edu 5-7969

Pam_Cozza@harvard.edu 5-2592

Kim_Harris@harvard.edu 6-2231

Pat_Sylvia@harvard.edu 6-4225