Performance Management Performance Management SubcommitteeSubcommittee

University of North Carolina WilmingtonUniversity of North Carolina Wilmington

Jenny PayneJenny PayneMatthew KunicMatthew Kunic

PLS502PLS50211/30/0511/30/05

PurposePurpose

To review, access, and make To review, access, and make recommendations regarding changes to recommendations regarding changes to the performance review process of SPA the performance review process of SPA

employees at UNCWemployees at UNCW

TimelineTimeline

ActivityActivity

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MarchMarch

Decide on questions for focus groups XX

Determine focus group composition XX

Identify focus group facilitatorsIdentify focus group facilitators XX

Conduct focus groupsConduct focus groups XX XX

Review focus group resultsReview focus group results XX XX

Agree on research questionsAgree on research questions XX XX

Develop survey instrumentDevelop survey instrument XX

Finalize survey instrumentFinalize survey instrument XX XX

Distribute surveyDistribute survey XX

IR Office interprets resultsIR Office interprets results XX XX

Committee recommendations for changes to performance Committee recommendations for changes to performance appraisal processappraisal process

XX

Focus Group QuestionsFocus Group Questions Can you describe how the SPA performance management process is Can you describe how the SPA performance management process is

handled in your office?handled in your office? What works well in your office? What doesn’t work well?What works well in your office? What doesn’t work well? Do you feel the work plan is a useful tool and does it accurately reflect the Do you feel the work plan is a useful tool and does it accurately reflect the

work that you or your employee perform?work that you or your employee perform? Do you believe that performance is accurately reflected by the current Do you believe that performance is accurately reflected by the current

system? If not, why?system? If not, why? Do you use the “Self-Assessment” questionnaire during your reviews? If Do you use the “Self-Assessment” questionnaire during your reviews? If

yes, is it useful? yes, is it useful? Are the problems you identify a result of the design of the instrument or Are the problems you identify a result of the design of the instrument or

process itself, or a result of inadequate training?process itself, or a result of inadequate training? If you could make one change to the SPA performance management If you could make one change to the SPA performance management

process, what would it be?process, what would it be?

Focus Group ResultsFocus Group Results

Process not administered consistently across campusProcess not administered consistently across campus Perceived value of performance review process has diminished Perceived value of performance review process has diminished

because results do not reflect salary increasesbecause results do not reflect salary increases Work plans and self-assessment tools are not used in all casesWork plans and self-assessment tools are not used in all cases Review process is cumbersome- would be helpful to have online Review process is cumbersome- would be helpful to have online

process to streamline paperworkprocess to streamline paperwork Concerns about rating systemConcerns about rating system Forms are seen as more of a way to document poor performance Forms are seen as more of a way to document poor performance

rather than for growth and development rather than for growth and development Consistent feedback needed- do not wait until “evaluation time”Consistent feedback needed- do not wait until “evaluation time” Process is too subjectiveProcess is too subjective

Best Practices to Improve Best Practices to Improve Performance Appraisal ProcessPerformance Appraisal Process

Six Fundamental RulesSix Fundamental Rules1.1. Evaluate performance- failure to do so assumes acceptable Evaluate performance- failure to do so assumes acceptable

performanceperformance2.2. Measure Tasks PerformedMeasure Tasks Performed3.3. Avoid Inflating EvaluationAvoid Inflating Evaluation4.4. Give Employees an Opportunity to Comment on and Sign the Give Employees an Opportunity to Comment on and Sign the

ReviewReview5.5. Do Your Homework- before conducting the evaluation, Do Your Homework- before conducting the evaluation,

supervisors should consider examination of previous reviews, supervisors should consider examination of previous reviews, actual performance, attendance, or productivity levels to actual performance, attendance, or productivity levels to determine what work and performance trends have developeddetermine what work and performance trends have developed

6.6. Maintain Files ProperlyMaintain Files Properly

www.cupahr.orgwww.cupahr.orgSix Fundamental Rules of Performance EvaluationsSix Fundamental Rules of Performance EvaluationsFall 1999/Winter 2000, Vol. 50, Nos. 3,4Fall 1999/Winter 2000, Vol. 50, Nos. 3,4

Best Practices to Improve Best Practices to Improve Performance Appraisal Performance Appraisal

ProcessProcessConversations, Not EvaluationsConversations, Not Evaluations

Conversations Documents encourage open conversation about shared goals Conversations Documents encourage open conversation about shared goals throughout the year and do not result in appraisals that are biased toward throughout the year and do not result in appraisals that are biased toward future performance. future performance.

Characteristics of the Conversations Document include:Characteristics of the Conversations Document include:-Feedback should be given frequently, not once a year-Feedback should be given frequently, not once a year-Create the right context for discussion-Create the right context for discussion-Ask the employee to rate his/her performance before the session-Ask the employee to rate his/her performance before the session-Recognize effective performance through praise-Recognize effective performance through praise-Focus on solving problems when they happen-Focus on solving problems when they happen-Focus feedback on behavior or results, not on the person-Focus feedback on behavior or results, not on the person-Minimize criticism-Minimize criticism-Agree to specific goals and set a date to review the process-Agree to specific goals and set a date to review the process

www.cupahr.orgwww.cupahr.orgConversations, Not Evaluations: An Alternative Model of Performance ManagementConversations, Not Evaluations: An Alternative Model of Performance ManagementSpring 2003, Vol. 54, No. 1Spring 2003, Vol. 54, No. 1

Best Practices to Improve Best Practices to Improve Performance Appraisal ProcessPerformance Appraisal Process

Invigorating Morale in Higher EducationInvigorating Morale in Higher Education

The morale of employees in higher education has plummeted in recent years The morale of employees in higher education has plummeted in recent years due to fiscal crisis, program cuts, staff reduction, and bulging due to fiscal crisis, program cuts, staff reduction, and bulging enrollments. enrollments.

The following motivating strategies can boost morale and improve work The following motivating strategies can boost morale and improve work culture:culture:-Confront problem behaviors as they occur and communicate clearly that -Confront problem behaviors as they occur and communicate clearly that they will not be tolerated.they will not be tolerated.-Allow others in your organization open access to yourself so that ideas -Allow others in your organization open access to yourself so that ideas and problems can be communicated freely.and problems can be communicated freely.-Communicate what you stand for, have a clear sense of purpose, and -Communicate what you stand for, have a clear sense of purpose, and manage with honesty and authenticity.manage with honesty and authenticity.-Learning new professional knowledge-Learning new professional knowledge-Job Enrichment/ Job Enhancement-Job Enrichment/ Job Enhancement

www.cupahr.orgwww.cupahr.orgIdeas for Invigorating Morale in Higher EducationIdeas for Invigorating Morale in Higher EducationSummer 2003, Vol. 54, No. 2Summer 2003, Vol. 54, No. 2

Suggestions for Best Practices:Suggestions for Best Practices:UNC-Wilmington EmployeesUNC-Wilmington Employees

-Honor birthdays each month-Honor birthdays each month

-Supervisor recognition of employee of the month-Supervisor recognition of employee of the month

-Have “just because” days to take team to lunch-Have “just because” days to take team to lunch

-Give employees a performance evaluation schedule so -Give employees a performance evaluation schedule so documentation is held throughout year documentation is held throughout year

-Send regular and personal congratulations e-mails when -Send regular and personal congratulations e-mails when a job is well donea job is well done

-Advise employees of training opportunities for superior -Advise employees of training opportunities for superior performanceperformance

Survey DiscussionSurvey Discussion

Rough DraftRough Draft Final DraftFinal Draft Justification for survey alteration (scale changes, loaded Justification for survey alteration (scale changes, loaded

questions, open vs. closed) questions, open vs. closed) Implementation Strategy Implementation Strategy Survey software and Interpretation of ResultsSurvey software and Interpretation of Results

Questions?Questions?

Special Thanks To:Special Thanks To: UNCW Performance Management UNCW Performance Management

SubcommitteeSubcommittee Heather Smith, Assistant Vice Chancellor of Heather Smith, Assistant Vice Chancellor of

Student AffairsStudent Affairs Lisa Castellino, Director, UNCW Office of Lisa Castellino, Director, UNCW Office of

Institutional ResearchInstitutional Research Dr. Tom Barth, Dean, UNCW Masters of Public Dr. Tom Barth, Dean, UNCW Masters of Public

Administration programAdministration program Liz Grimes, Director, Staff Development and Liz Grimes, Director, Staff Development and

Employee RelationsEmployee Relations