Excerpt from performance management training flipbook

Document Background Information

CSL Plasma contracted me to develop a quick reference training manual for their new

performance management compensation system. Since this system is only used several times

throughout the year, rather than daily, it is important to quickly refresh their memory on the

operation of the system when they are ready to use it again. This Performance Management

Flipbook is designed to provide step-by-step navigation so that they can quickly get up to

speed.

The entire design of this project was conceived from scratch, including the physical design and

all graphic elements. The convenient easel design makes it easy to position and utilize at the

desktop as they work with the system. The tab graphic in the footer aligns with the actual

physical tabs and provides a quick reference organization. This project included both a regular

version as well as a Manager’s Version.

Performance Management System

HRIS—Stepstone

Manager’s VersionManager’s Version

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Getting Started Setting Objectives Annual Performance Development

Mid-year Performance

Getting Started (continued) Performance Management Cycle

CSL Guidelines: The CSL performance management cycle includes the following steps:

Develop objectives- including manager and second level manager approval.

Ongoing consultation and feedback between manager and employee.

Mid-year assessment feedback and Learning & Development planning.

Annual performance assessment and Values & Capabilities feedback (including manager and second level manager approval).

Second Level Review, Calibration and Executive sign off.

Rating transfers to compensation module to determine salary increase and performance bonus. Once confirmed final discussion conducted with employee.

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Getting Started (continued)

Roles and Responsibilities

While everyone has a different role in the IPM process, all participants—employees, managers, second-level managers and HR staff—are responsible for making sure that communication is consistently open and frequent. Without communication, IPM will not be successful.

As an employee, you need to:

Work with your immediate manager to set and monitor your objectives, create your development plan and assess your performance

Be accountable for achieving all your objectives as outlined in your work plan

Adjust your objectives during the year, if required, to respond to business needs

Talk to your manager about any barriers to achieving your objectives and/or working on your development plan

Your manager is responsible for coordinating work across your team, and coaching and assessing your performance. To do this your manager will:

Help you and your team members understand the CSL group, functional and site objectives, and how your team’s work aligns with those objectives

Distribute key objectives for the year among team members

Provide support as you set career goals and create a development plan

Work with you to assess your performance at mid-year and year-end, and determine your performance rating

Provide recognition, feedback and coaching throughout the year to help you and your team achieve individual and overall objectives

The second-level manager in the organization ensures equity between people in similar roles within the organization or department. To do this they will:

Review all work plan objectives to make sure they are appropriate and aligned, without necessarily directly participating in the discussions

Assist a manager and employee if, after significant effort, they cannot reach agreement at any point in the process

Ensure a fair and timely conclusion to the IPM process

The Human Resources representative provides advice to managers and employees to ensure effective implementation of IPM. They will:

Monitor the completion of performance appraisals

Provide effective learning and development solutions

Coach managers and employees through performance conversations

Help resolve questions and issues

Monitor individual development activities and needs

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Outline of Performance Management Cycle

1 - Setting Objectives - July/August:

Before you start the objective-setting process each July, CSL has already set the objectives for the company, based on its strategic plans. This information is shared with senior leaders and site managers and then cascaded throughout the organization to line managers and employees.

Using this information, each manager develops individual objectives with his or her direct reports, making sure those objectives are aligned to the CSL strategic plan and business priorities.

By communicating objectives in this way, all employees can focus on the strategic, functional and site priorities and the key indicators required for a successful performance at CSL.

1.1 Confirm or update your personal information.

Log on to the HRIS system to access your IPM work plan template. Review a copy of your position (job) description. If you and your manager agree that this section needs updating, provide that information to HR.

1.2 Set your objectives. With guidance from your manager, develop four to six individual objectives.

1.3 Weight your objectives (optional). Objectives should be weighted based on their level of difficulty and their importance to the work group—meaning you give a higher weighting to a more difficult objective. The total weighting of all objectives needs to equal but not exceed 100%.

1.4 Define how you’ll demonstrate the Values.

Review the CSL Group Values and consider how you will demonstrate them in your work.

1.5 Complete the IPM form and meet with your manager.

Once you have entered your objectives, review the information in a meeting with your manager.

1.6 Finalize the work plan.

Once you have agreed on the content in the meeting with your manager, you will formally submit your work plan to your manager for approval. At this point, your work plan is finalized and locked down in read-only format.

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Outline of Performance Management Cycle (continued)

1 - Setting Objectives - July/August (continued):

1.7 Direct Manager will review and approve your work plan.

After your Direct Manager approves the work plan, they will then submit it for approval by the Second-Level Manager.

1.8 Second-Level Manager will review and approve your work plan.

Note: If changes are needed, either your direct or second-level manager can decline your objectives. This will move the work plan back to the “Develop Objectives” status so you can edit the plan as needed.

2 - Mid-year Performance - December/January:

Open communication and ongoing feedback and development are essential to effective performance management. The mid-year assessment and development plan is an opportunity to make sure this happens effectively. Since CSL follows a fiscal year of July to June, this step occurs in December and January.

You and your manager have a shared responsibility to monitor your progress in achieving objectives, including what is being achieved, how it is being achieved and the overall impact to the business.

Identify any potential barriers—and possible solutions—to make sure you achieve your objectives and complete your development plan. There should be no surprises during the formal reviews.

Continuous learning and career development are important for your professional success and the superior performance of CSL. The mid-year review is the formal opportunity to review your learning and career development goals.

2.1 Document your mid-year performance. At least one meeting between you and your manager is required to complete the mid-year process. During this review, you will give and receive feedback on your performance To prepare for this meeting, you will first complete a self assessment where your will document and rate your performance for each objective.

2.2 Direct Manager will then rate your mid-year performance Your manager will provide a rating and comments for each of your objectives to provide feedback on your performance up to that point.

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2 - Mid-year Performance - December/January (continued):

2.3 Complete your Development Plan.

Review the CSL Competencies and assess your skills in context to your career at CSL. Talk to your manager about your career goals, including future roles in other departments or locations. In the Development Plan define your competency targets and document some actions—such as coaching—to develop your skills. When developing your action steps, keep in mind that 70% of career development at CSL happens “on the job,” with 20% in coaching/mentoring and 10% in training and classes.

3 - Annual Performance - June/August:

During the year-end assessment process, which occurs in June and July, you will document your performance throughout the plan year, focusing on the work since your mid-year review.

3.1 Complete the self-assessment.

Document and rate your performance for each objective. Comments from your mid-year review will be available on the screen for your reference.

3.2 Review the self-assessment with your manager. Meet with your manager to review the outcomes and evidence, and discuss the rating you assigned to each objective. Give examples of your performance and demonstration of CSL Group Values (where applicable). Highlight strengths and identify areas that need improvement. This information will guide your future goal setting and development planning. If you and your manager cannot reach agreement, your manager will refer the issue to the second-level manager to resolve the issue.

3.3 Get your manager’s assessment. Once all objectives are assessed and documented, your manager will share their feedback on your performance, confirming and clarifying your work contributions during your review meeting. After this discussion, your manager will enter their comments for each objective into the system.

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4 - Second-Level review and calibration - July/August:

The summary assessment provided by your manager in Step 3 helps define your compensation recommendation, based on your performance. First, the managers’ recommended rating is forwarded to the second-level manager for an initial level of calibration of results. Then additional calibrations may occur based on the size of your work group.

5 - Final confirmation - July/August:

After the ratings have been confirmed, the information is returned to your manager. Your manager will then submit the annual salary increase amount and bonus to be awarded. Once all details are confirmed, your manager will meet with you to discuss your final performance rating, annual salary increase (effective September 1) and bonus (if applicable) in Step 5, the final confirmation.

5.1 Final Performance Review

Once Step 4 is completed, your manager will meet with you to share the final performance and compensation information, releasing the final ratings and comments to you in the system

5.2 Finalize the review. This is an opportunity for you to enter any final comments in the system. Once you’ve had the conversation and entered your comments, click ‘Submit’. This completes the annual IPM cycle.

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Getting Started Annual Performance Development Mid-year Performance Setting Objectives

Setting Objectives

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Setting Objectives

Adding Objectives

CSL Guidelines:

Once the CSL Strategic plan has been approved the CSL Executive Team develops specific objectives to support the achievement of the plan. These objectives are cascaded throughout the organization to ensure alignment.

Managers develop objectives with their direct reports to ensure a focus on contributing to key strategic/functional/site priorities.

Employees should consult with their manager to set four to six individual objectives.

The objectives need to be:

o SMART - Specific, Measurable, Achievable, Realistic & Time Constrained

o Aligned to strategic/functional/site priorities

o Challenging – beyond tasks stated on the job description Consider including a stretch objective in your work plan. Stretch objectives define how performance can exceed the expectations of your role, with elements of operational, financial or resource complexity and a significant strategic impact for the business. Some examples may include:

Completing a special project outside the usual scope of responsibility

Significantly improving the results of a strategic or critical objective

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Setting Objectives (continued)

Adding Objectives

To Add Objectives:

Click on the Objectives tab

at the top of the screen.

(See Getting Started – Accessing the IPM Template on p. 10 for details on getting to the Objectives

tab.)

On the right-hand side under Available Actions, click Add self-defined objective.

Notes:

The arrow on the top of your screen confirms what IPM stage you are at. If your manager has cascaded objectives into your plan they will be identified with a flag and you can modify as required.

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Workflow Status confirms what IPM stage you are at

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Enter Your Objectives

To Enter your Objectives:

Enter the Objective text.

Click Save located on the

bottom of the screen. Notes:

During the drafting process you can have unlimited objectives, however when you submit the plan for approval the maximum amount is ten.

You must enter at least one Objective into the field provided.

“Spell check” and “legal scan” are available here. The legal scan option provides a search filter of text included in the system to assess if any inappropriate terms may have been used. This is an optional feature.

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Adding Actions

CSL Guidelines:

Actions describe how an objective is going to be achieved.

You may have multiple actions for each objective.

To Add an Action:

Click the + under “Action” and enter your text.

Click the Save button once text is entered.

Notes:

Once an Action is entered, you may add further actions by clicking on the + on the page.

There is no limit to the number of Actions that can be added to an Objective, but you must have at least one action.

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Adding Expected Results

CSL Guidelines:

Expected results clearly state the indicators for each objective success. The expected result provides a measurable target that can be used as criteria when assessing achievement of an objective.

Expected results can include expected outcomes, timelines, numeric measures.

Employees can have multiple expected results that correspond to each action and support the overall achievement of an objective.

To Add an Expected result:

Type the text in the box next to the Action.

Click the Save button once text is entered.

Notes:

For each Action, you can enter up to nine Expected results.

Each Action must have at least one Expected Result.

You can enter more than one expected result in a field if desired.

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a number of fields if this is desired

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Cascading Objectives

CSL Guidelines:

The CSL Executive Team develops objectives based on the approved strategic plan.

All or part of these objectives can be transferred to employees using a cascade approach.

By cascading objectives to the next level it ensures all employees are focused on contributing to the current business priorities and linked to the achievement of The CSL Strategic Plan.

Cascade All Objectives on Your Work Plan

Click on the Cascade All button on the bottom of the objectives page.

Notes:

Selecting the “Cascade All” option means all objectives, actions and expected results are cascaded.

After clicking this option, you will see a list of your direct and functional reports who you may select to receive all of your objectives.

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Managing Your Team

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Select Employees to Receive All Cascaded Objectives

Select Employees:

Click on the checkbox of the specific employee you want to receive the work plan objectives.

You can select any number of employees to receive all objectives by clicking multiple check boxes opposite the relevant names.

If you want to cascade to all employees on the list, click on Select All and it will check the boxes for the entire list.

Click Cascade objective to employees to forward all objectives to the selected employees you have chosen.

Notes:

If an Objective was previously cascaded, a green checkmark will appear in the column on the right to indicate that.

Each time an Objective is cascaded, it adds to your employee’s list but does not overwrite any existing Objectives. At this stage of the process employees can delete and modify Objectives, Actions and Expected results cascaded to them.

Managing Your Team

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Healthcare

Excerpt from performance management training flipbook