Performance Management Program Procedures Ob Objectives ectives - - PowerPoint PPT Presentation

Performance Management Program Procedures

Ob Objectives ectives

• To understand the Performance Management Program

Process

• To understand how to complete the Work Plan and Appraisal

Form

Ov Overview erview Proc rocesses esses

• What is the Performance Management System?
• Why Do We Use the Performance Management Process?
• Challenges With Process
• Your Role as Coach & Motivator
• Performance Appraisal
• Plan the Work
• Work the Plan

Wh What at Is Is th the e Pe Performance rformance Man anagement agement System ystem?

• Process used by WSSU to provide a method of

insuring services are met at the highest possible level.

• System is based on the importance of managing

each individual’s work and continuous communication between employees and their supervisors

Wh Why y Do We

• We Use

e th the e Per erformance formance Man anagem agement ent Process rocess (P (PMP)? MP)?

• It is desirable that each department use this process with a two-

fold purpose:

• (1) establishing, monitoring, and evaluating departmental and strategic

goals

• (2) establishing individual expectations, monitoring progress, and

appraising performance.

Wh Why y Do

• We

We Us Use the PMP? (Cont’d)

• When used as intended it:

 Helps supervisors show value of their

work units

 Helps individual employees grow and

develop

 Encourages employee and supervisor to

dialogue

 Helps the organization succeed

Ho How w Do Do We We Us Use e th the e PMP? P?

• As supervisor PMP is used to:
• Help your organization succeed
• Create a climate in which employees can perform effectively
• Manage performance of your employees & work unit

Wh What t Ar Are e th the Chal allenges? lenges?

• Some employees say it isn’t

meaningful:

 It has become a paperwork process, not

a people process

 It isn’t tied to the real work of the

• rganization

 Focus is on the final appraisal meeting,

not on the work performed throughout the year

 It doesn’t seem to matter

Yo Your r Role e as Co s Coach ch & & Motiva tivato tor

• It is up to you to make the Performance

Management Process MEANINGFUL:

 Create a climate in which employees can

perform effectively

 Manage performance of your employees

and your work unit

 Help your organization succeed

Per erformance formance Man anagement agement Proc rocess ess (P (PMP) MP)

• Three Part Process:
• Planning
• Managing
• Appraising

Planning anning

• Supervisor and employee meet to develop plan
• Employee should understand role’s impact on organization
• Discuss & record current responsibilities and results
• Discuss EXPECTATIONS and how success will be tracked

Man anaging aging

• Track regularly the employee’s progress of achieving

performance expectations including an interim review

• Track based on sources & frequency agreed upon in work plan
• Information should provide basis for feedback and discussion

App ppraisin raising

• Supervisor & employee meet at end of work cycle to discuss

employee’s work performance

• Record actual results & behavior for each expectation
• Discuss performance improvement plan with employees with

rating of “1” or “2”

• An effective Work Plan should:
• Clarify EXPECTATIONS regarding goals established and tasks

performed at the beginning of the work cycle

• Work with employees to improve performance and plan development

for enhancing skills

• Reflect organization and work unit and strategic goals
• State means of tracking performance data and adjust as duties and

priorities change

Pl Plan n th the Wo Work

Plan the Work (Cont’d)

• Expectations should:
• Reflect the goals of the organization and the work unit
• Measure what MATTERS
• Be clear, specific and measurable
• Good expectation:
• “Responds to calls and e-mails within one working

day; follows up with callers to ensure problem is resolved; forwards unresolved issues to appropriate manager.”

• Weak expectation:
• “Provides good customer service.”

Wo Work k th the Pl Plan

• Initial Work Plan session to Interim Evaluation:
• Meaningful feedback
• Adjustment to plan
• Employee feedback
• Clear documentation
• Interim Evaluation to Final Evaluation:
• Meaningful feedback
• Adjustment to plan
• Employee feedback
• Clear documentation
• Final Evaluation:
• NO SURPRISES!

Pe Perform formance ance Ap Apprai raisals sals

• There should be no surprises if you

have:

 Communicated your expectations  Provided ongoing coaching and feedback  Established a climate of good

communication with your employees

Ov Overview erview of

• f Work

Work Plan an & Ap Appraisal praisal Fo Form rm

• SHRA Career-Banded Work Plan & Appraisal Form
• Key Responsibilities
• The “what”
• Strategic Goal
• My impact
• Development
• Enhance and/or Broaden skills

Wo Work k Pl Plan an & Ap & Appraisal praisal Fo Form

Implement the Work Plan within 30 days of:

• Start of employment
• Transfer
• Promotion
• Change in band/level
• Start of each appraisal cycle

(SHRA-April 1/EHRA-May 1)

Key ey Re Resp sponsibili

• nsibilities

ties

• Key Responsibilities are developed, assigned

and evaluated in order to help meet departmental goals

• Supervisors provide interim and annual

comments

• For the annual appraisal:
• Each Key Responsibility will receive an annual rating (1-5)
• Supervisors will assign a summary overall Key Responsibility

rating (1-5), reflecting the employee’s overall performance on all Key Responsibilities

St Strategic tegic Go Goals

• Select two to three of the five strategic goals

most relevant to the employees’ role

• Describe how the employees’ daily activities

support and impact the selected strategic goal

Methods of Evaluation

• All contained within one page
• Determine how employees will be evaluated

and check the appropriate boxes

• Important to let employees know what methods

will be used to evaluate them

• Add additional methods of evaluation as

necessary

Bringing It All Together

• Performance improvement plans
• Required for any Key Responsibility that falls

below a “Good” (3) rating that fails to meet documented expectations at any time

• Career development plans
• Document voluntary training or activities (classes,

certification training, licensing, mentoring programs) that will enhance the employee’s ability to do his or her job more effectively or broaden his or her skill set

• Remember: Signatures page!
• Located on the front page of the document
• Ensure that your supervisor signs before you present to the

employee

Moving Right Along

Human Resources will offer or assist in identifying courses to help employees reach goals and meet expectations

Contact

• Aretha Sutton
• Employment and Recruitment Manager
• 336-750-2839
• suttonar@wssu.edu