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STAKES Succeeding through Teamwork, Active feedback, Knowledge - - PowerPoint PPT Presentation

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Nin inerTalent STAKES Succeeding through Teamwork, Active feedback, Knowledge transfer, Engagement, and Support NinerTalent STAKES Program Program Philosophy Effectively communicating to engage our workforce and encourage individual, unit,

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SLIDE 1

Succeeding through Teamwork, Active feedback, Knowledge transfer, Engagement, and Support

Nin inerTalent STAKES

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SLIDE 2

NinerTalent STAKES Program

Program Philosophy

Effectively communicating to engage our workforce and encourage individual, unit, and University success.

  • Meeting/Exceeding the business needs of the University & career goals

Succeeding through

  • Working together as a community to achieve our objectives

Team-work

  • Ongoing clear and effective two-way communication on job expectations

Active feedback

  • Preparing employees for future opportunities (Succession planning)

Knowledge transfer

  • Interactions that reinforce each individual’s contribution to mission & goals

Engagement

  • Assisting and encouraging individuals to accomplish their goals

Support

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SLIDE 3

Today’s Agenda

Key Elem lements in in SHR HRA Perf erformance e A Apprais isal l Polic

  • licy
  • Cy

Cycl cle

  • Per

erformance ce Pl Plan

  • Of

Off-Cycle Reviews

  • Per

erformance ce Ap Apprais isals ls

  • Ca

Cali libration

Nin inerTalent STAKES Program

  • Talent Conversations
  • Tim

Timeline

  • Roles and Responsibilities

………………………….…………………………….Break………………..……………..………………………… De Developin ing Perf erformance Pla lan

  • In

Instit itutional Goa Goals ls

  • In

Individual l Goa Goals

  • Ca

Career De Develo lopment Goa Goals

Nin inerTalent – Cr Creating a Perf erformance Pla lan

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SLIDE 4

SHRA PERFORMANCE POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 5
  • Make process clearer and less cumbersome
  • Simplify process by standardizing evaluation

criteria

  • Increase performance goal & rating consistency
  • Standardizing performance categories
  • Increase accuracy and defensibility of ratings
  • Address both job performance and conduct
  • Promote honest and clear communication

SHRA PERFORMANCE POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 6

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

Annual Cycle

April 1st – March 31st

(formerly March 1 – February 28/29)

State Deadline

May 30th

Performance Plan & Appraisals Due

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SLIDE 7

5 Institutional Goals (Standard) 3-5 Individual Goals

+

(6 for supervisors)

COMPLIANCE & INTEGRITY ACCOUNT- ABILITY EXPERTISE CUSTOMER- ORIENTED TEAM- ORIENTED SUPERVISION

(specific tasks)

GOAL #1 GOAL #2 GOAL #3 GOAL #4 GOAL #5

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 8

EXPERTISE

Precision Resourcing Innovation Development

ACCOUNTABILITY

Productivity Autonomy Prioritizing Coordination

COMPLIANCE & INTEGRITY

Policy Safety Ethics Respect

SUPERVISION

Oversight Goal-Setting Managing Talent Leading

CUSTOMER- ORIENTED

Clarity Awareness Attentiveness Diplomacy

TEAM- ORIENTED

Collegiality Collaboration Contribution Attendance

Success Tip! Use the given verbiage to help you communicate your expectations

In Institutional Goals

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SLIDE 9

5 Institutional Goals (Standard) 3-5 Individual Goals

+

(6 for supervisors)

COMPLIANCE & INTEGRITY ACCOUNT- ABILITY EXPERTISE CUSTOMER- ORIENTED TEAM- ORIENTED SUPERVISION

(specific tasks)

GOAL #1 GOAL #2 GOAL #3 GOAL #4 GOAL #5

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 10

10%

COMPLIANCE & INTEGRITY

10%

ACCOUNT- ABILITY

10%

EXPERTISE

15%

CUSTOMER- ORIENTED

5%

TEAM- ORIENTED

10%

GOAL #2

10%

GOAL #4

5%

GOAL #5

10%

GOAL #3

15%

GOAL #1

Institutional Goals 50% Individual Goals 50%

Weighted Goals

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 11

Performance Plan Approver’s Workflow

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration Next Level Supervisor Review - ensure goal alignment and consistency across similar positions

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SLIDE 12

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

Interim Reviews

Completed mid-cycle (~October) Required if…

Employee Requested

  • Employee

can request

  • nce a cycle
  • Must be at

least 60 days after last review

Transfer Reviews

Completed when supervisor

  • r employee

transfers

Probationary Reviews

Completed quarterly

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SLIDE 13

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

Norm Niner

Hermione Granger Hermione Granger Harry Potter Harry Potter

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SLIDE 14

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

Review Date Off-Cycle Review Type Current Performance Status Add new event “Add Entry”

  • Comments
  • Issues/areas for improvement
  • Deliverables to aid in

improvement

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SLIDE 15

Institutional Goal and Individual Goal Scores 3 = Exceeding Expectations A+ 2 = Meeting Expectations A 1 = Not Meeting Expectations D Final Overall Rating 2.70 to 3.00 = Exceeding Expectations 1.70 to 2.69 = Meeting Expectations 1.00 to 1.69 = Not Meeting Expectations

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 16

Scoring

INSTITUTIONAL Weight x Rating = Score INDIVIDUAL Weight x Rating = Score Expertise 10% 3 0.30 Goal 1 25% 2 0.50 Accountability 5% 3 0.15 Goal 2 10% 2 0.20 Customer-Oriented 15% 3 0.45 Goal 3 5% 2 0.10 Team-Oriented 10% 2 0.20 Goal 4 5% 3 0.15 Compliance & Integrity 10% 2 0.20 Goal 5 5% 3 0.15

50% TOTAL 1.30 50% TOTAL 1.10

Overall Score: 1.30 + 1.10 = 2.40 Meeting Expectations

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 17

Scoring

INSTITUTIONAL Weight x Rating = Score INDIVIDUAL Weight x Rating = Score Expertise 10% 3 0.30 Goal 1 25% 2 0.50 Accountability 5% 3 0.15 Goal 2 10% 2 0.20 Customer-Oriented 15% 3 0.45 Goal 3 5% 2 0.10 Team-Oriented 10% 2 0.20 Goal 4 5% 3 0.15 Compliance & Integrity 10% 2 0.20 Goal 5 5% 3 0.15

50% TOTAL 1.30 50% TOTAL 1.10

Overall Score: 1.30 + 1.10 = 2.40 Meeting Expectations

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 18

Scoring

INSTITUTIONAL Weight x Rating = Score INDIVIDUAL Weight x Rating = Score Expertise 10% 3 0.30 Goal 1 25% 2 0.50 Accountability 5% 3 0.15 Goal 2 10% 2 0.20 Customer-Oriented 15% 3 0.45 Goal 3 5% 2 0.10 Team-Oriented 10% 2 0.20 Goal 4 5% 3 0.15 Compliance & Integrity 10% 2 0.20 Goal 5 5% 3 0.15

50% TOTAL 1.30 50% TOTAL 1.10

Overall Score: 1.30 + 1.10 = 2.40 Meeting Expectations

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 19

Institutional Goal and Individual Goal Scores 3 = Exceeding Expectations A+ 2 = Meeting Expectations A 1 = Not Meeting Expectations D Final Overall Rating 2.70 to 3.00 = Exceeding Expectations 1.70 to 2.69 = Meeting Expectations 1.00 to 1.69 = Not Meeting Expectations

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

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SLIDE 20

Things to note:

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

  • 1. Overall Score ≠ “exceeding expectations” if employee:
  • was disciplined in current cycle or
  • has any appraisal rating of “not meeting expectations”
  • 2. Any rating ± “meets expectations” must be supported by

specific examples

  • 3. Weighting should not be changed at or near the end of a

performance cycle unless due to significant extenuating circumstances

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SLIDE 21

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

Performance Appraisal Approver’s Workflow

Next Level Supervisor Review - ensure ratings comply w/ policy and are consistent across similar positions

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SLIDE 22

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

Calibration

Establish goals and metrics to ensure consistent application of performance expectations and ratings across similar positions

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SLIDE 23

Not

  • t Meeting

eting Meet etin ing g Exceedi eeding ng

P R O A C T I V E R E A C T I V E

A On-Time C 5 min. late B In Early Leaves Late

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration Calibration of Performance Goals & Ratings

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SLIDE 24

Not

  • t Meeting

eting Meet etin ing g Exceedi eeding ng

P R O A C T I V E R E A C T I V E

A On-Time C 5 min. late B In Early Leaves Late

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration Calibration of Performance Ratings

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SLIDE 25

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration

“Meeting Expectations”

Are there any standards of performance across job groups that you want to define?

  • Institutional Goals (%)
  • Individual Goals – tasks & (%)
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SLIDE 26

Not

  • t Meeting

eting Meet etin ing g Exceedi eeding ng

P R O A C T I V E R E A C T I V E

Expertise Accountability Customer-Oriented Team-Oriented Compliance & Integrity 20% 5% 5% 10% 10%

KEY ELEMENTS OF POLICY

Performance Plan Off-Cycle Reviews Ratings Cycle Calibration Calibration of Performance Goals

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SLIDE 27

WHAT TO REMEMBER

Cycle Performance Plans

OLD CYCLE (2016-2017) NEW CYCLE (2017-2018) March 1 – Feb 28/29 April 1 – March 31 Work Plan

  • Job Duty – SMART Goals
  • Behavioral Goals

Performance Plan

  • Institutional Goals (50%)
  • Individual Goals (50%)

Off-Cycle Reviews

Prioritized Job Duties Weighted Goals (%)

Ratings

5 Ratings 3 Ratings Required

  • Probationary

Recommended/requested

  • Interim, Transfer/Exit

Probationary (quarterly), Interim (mid-cycle) Transfer (employee or supv.) Employee (60 days of last rev.)

Calibration

None required Performance Goals Performance Appraisals Next-Level Review (consistency) N/A Next-Level Review (consistency & score compliance) Customary stop

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SLIDE 28

NinerTalent STAKES Program

  • 1. Talent

Conversations

  • 2. Timeline
  • 3. Roles &

Responsibilities

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SLIDE 29

A Shift to Talent Conversations

PAST One-way, one- time Lecture with 75% focused on the past

(Around performance appraisal time)

FUTURE 2-way talent conversation with a 50/50 time split on the past and future

(At least 4 per year)

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SLIDE 30

A Shift to Talent Conversations

PAST One-way, one- time Lecture with 75% focused on the past

(Around performance appraisal time)

FUTURE 2-way talent conversation with a 50/50 time split on the past and future

(At least 4 per year)

Remember! You’re not just a supervisor… You’re a Coach

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SLIDE 31

A Shift to Talent Conversations

PAST One-way, one- time Lecture with 75% focused on the past

(Around performance appraisal time)

FUTURE 2-way talent conversation with a 50/50 time split on the past and future

(At least 4 per year)

Remember! You’re not just a supervisor… You’re a Coach

When Should You be Coaching?

  • 1. When employee is looking or has the potential to

develop professionally.

  • 2. When employee is looking or needing to make

improvements in their performance.

  • 3. When employee needs to talk through a specific

situation at work.

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SLIDE 32

A Shift to Talent Conversations

How can I deliver feedback in an effective way?

“Delivering Feedback” Skillport Training Video

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SLIDE 33

NinerTalent STAKES

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SLIDE 34

February Leaders ensure consistent performance ratings & goal standards Define “Need” (Meets) vs. “Want” (Exceeds)

Calibration Sessions

NinerTalent STAKES Timeline

Talent Conversation #1 Calibration Sessions Talent Conversation #2 Talent Conversation #3 Talent Conversation #4

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SLIDE 35

March-April Conduct Annual Performance Appraisal Discuss Performance Plan for Upcoming Cycle Finalize document through NinerTalent by established due dates

Talent Conversation #1

NinerTalent STAKES Timeline

Talent Conversation #1 Calibration Session Talent Conversation #2 Talent Conversation #3 Talent Conversation #4

(The end and the beginning)

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SLIDE 36

June-July Check-in Discuss goals, assess progress and resources If needed clarify or redefine expectations for remainder of cycle

Talent Conversation #2

NinerTalent STAKES Timeline

Talent Conversation #1 Calibration Sessions Talent Conversation #2 Talent Conversation #3 Talent Conversation #4

(3-month follow-up)

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SLIDE 37

September-October Conduct Interim Performance Review

Let employee know where they are in terms of meeting goals and expectations Detailed documentation required for some employees

Talent Conversation #3

NinerTalent STAKES Timeline

Talent Conversation #1 Calibration Sessions Talent Conversation #2 Talent Conversation #3 Talent Conversation #4

(6-month follow-up)

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SLIDE 38

December-January Final conversation prior to appraisal Is the employee on track? Begin to discuss goals for upcoming cycle Has position changed?

Talent Conversation #4

NinerTalent STAKES Timeline

Talent Conversation #1 Calibration Sessions Talent Conversation #2 Talent Conversation #3 Talent Conversation #4

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SLIDE 39

Roles & Responsibilities

Next-Level Supervisor Supervisor Employee

  • Ensure supervisors are aware of unit goals
  • Review perf. plans & evals - ensure goals

align & ratings are consistent/compliant

  • Clarity in expectations & Honesty in

appraisal (consistency across unit)

  • Timely feedback & use of available

resources to help employee succeed

  • Actively participate & own the work
  • Ask questions & keep supervisor

informed

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SLIDE 40

Roles & Responsibilities

In In Nin inerTale lent

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SLIDE 41

WHAT TO REMEMBER

  • Continuous and effective two-way communication

is key to employee & unit success

  • Talent Conversations are not only for those

employees who are “not meeting expectations”

  • Strive to have at least 4 Talent Conversations with

your employee each cycle

  • Encourage your employee to participate in the

process and ensure consistency in establishing goals & assigning ratings

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SLIDE 42
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SLIDE 43

EXPERTISE

Precision Resourcing Innovation Development

ACCOUNTABILITY

Productivity Autonomy Prioritizing Coordination

COMPLIANCE & INTEGRITY

Policy Safety Ethics Respect

SUPERVISION

Oversight Goal-Setting Managing Talent Leading

CUSTOMER- ORIENTED

Clarity Awareness Attentiveness Diplomacy

TEAM- ORIENTED

Collegiality Collaboration Contribution Attendance

Success Tip! Use the given verbiage to help you communicate your expectations

In Institutional Goals

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SLIDE 44

Success Tip! Use the given verbiage to help you communicate your expectations

EXPERTISE

Precision - Produces work that is accurate, thorough, and demonstrates sufficient analysis and decision‐making to meet requirements of the employee’s position and profession. Resourcing - Makes efficient and appropriate use of materials and documents work appropriately. Innovation - Looks for ways to improve efficiency or quality. Development - Maintains technical skills and relevant professional credentials.

EXPERTISE

ACCOUNTABILITY Productivity - Completes required volume of work by established deadlines and stays productive throughout workday. Autonomy - Generally completes work with few reminders and/or infrequent

  • versight.

Prioritizing - Takes sufficient/appropriate measures to plan and organize work, prioritize tasks, and set realistic goals. Coordination - Seeks needed information to complete work and timely communicates status with relevant parties.

ACCOUNTABILITY

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SLIDE 45

Success Tip! Use the given verbiage to help you communicate your expectations

EXPERTISE

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SLIDE 46
  • 1. Expertise
  • 2. Accountability
  • 3. Customer-Oriented
  • 4. Team-Oriented
  • 5. Compliance &

Integrity

  • 6. Supervision (for

supervisors only)

Three Rules to Institutional Goals:

  • 1. Total weight of the institutional

goals must equal 50%

  • 2. Each goal must be weighted at

least 5%

  • 3. Weight the goals in accordance

with it’s importance to the successful execution of the position.

Success Tip! To keep goals clear in your mind, review them in three main parts. 1-2, 3-4, 5-6

In Institutional Goals

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SLIDE 47

Weig ighting Non-supervisory ry Posit itions

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% 10% ACCOUNTABILITY 10% 10% 10% 15% CUSTOMER- ORIENTED 10% 20% 5% 5% TEAM-ORIENTED 10% 10% 5% 15% COMPLIANCE & INTEGRITY 10% 5% 15% 5% TOTAL 50% 50% 50% 50%

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SLIDE 48

Weig ighting Non-supervisory ry Posit itions

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% 10% ACCOUNTABILITY 10% 10% 10% 15% CUSTOMER- ORIENTED 10% 20% 5% 5% TEAM-ORIENTED 10% 10% 5% 15% COMPLIANCE & INTEGRITY 10% 5% 15% 5% TOTAL 50% 50% 50% 50%

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SLIDE 49

Weig ighting Non-supervisory ry Posit itions

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% 10% ACCOUNTABILITY 10% 10% 10% 15% CUSTOMER- ORIENTED 10% 20% 5% 5% TEAM-ORIENTED 10% 10% 5% 15% COMPLIANCE & INTEGRITY 10% 5% 15% 5% TOTAL 50% 50% 50% 50%

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SLIDE 50

Weig ighting Non-supervisory ry Posit itions

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% 10% ACCOUNTABILITY 10% 10% 10% 15% CUSTOMER- ORIENTED 10% 20% 5% 5% TEAM-ORIENTED 10% 10% 5% 15% COMPLIANCE & INTEGRITY 10% 5% 15% 5% TOTAL 50% 50% 50% 50%

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SLIDE 51

NinerTalent - Pla lan In Input

2017-2018 SHRA Annual Review for Norm Niner 2017-2018 SHRA Annual Review for Norm Niner 2017-2018 SHRA Annual Review for Norm Niner

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SLIDE 52

NinerTalent - Pla lan In Input

SHRA Annual Performance Review (2017-2018)

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SLIDE 53

NinerTalent - Pla lan In Input

Enter Goal % “Weight” Goal Definitions Comments and/or Improvement Plan

  • Add any (SOPs) you feel are necessary to

document for employee

  • Note any improvement expectations

from previous appraisal Goal Definitions

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SLIDE 54

Individual Goals Critical Function Goals Project- Oriented Goals Forward- Focused Goals

3-5 In Individual Goals

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SLIDE 55

Individual “SMART-ER” Goals

  • What needs to be accomplished? What outcomes?

Specific

  • What data can be used to define success?

Measureable

  • Is this challenging but realistic?

Achievable

  • Does this align with broader goals/needs?

Relevant

  • What are the deadlines/milestones?

Time-bound

  • Is it ethical and enjoyable? Is the energy sustainable?

Expectations

  • What assistance (resources) will be provided for this?

Resources

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SLIDE 56
  • Three things to keep in mind while preparing

SMART-ER goals:

  • 1. The Goal Itself
  • 2. The Specific Deliverables
  • 3. What “Exceeding Expectations” looks like.

Individual “SMART-ER” Goals

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SLIDE 57

Individual “SMART-ER” Goals

  • Goal: Present the new PM plan to all SHRA supervisors

before April 1, 2017 in order to provide sufficient guidance to supervisors on new program so that they will be ready to develop performance plans in 2017.

  • Specific Deliverables: 1. Develop a PowerPoint

presentation to be used by all involved. 2. Determine what handout materials are needed.

  • Exceeding Expectations: Not only present new PM plan

to all supervisors face-to-face but develop online Skillport training based off of face-to-face presentation material as well.

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SLIDE 58

Individual “SMART-ER” Goals

NinerTalent STAKES Performance Program Participation Become familiar with campus’s new Performance Program in order successfully implement the new program and help your employee succeed.

  • Attend supervisory training and review Performance Guides for clarity
  • Schedule three talent conversations for the transition cycle
  • Assist in the completion of your Performance Plan by May 15
  • Regularly document and discuss your efforts, successes, and challenges within

your role to be more prepared for each talent conversation Exceeding expectations may include attending all available Performance training workshops and programs (including e-learning; serving as a model and enthusiast

  • f the NinerTalent Performance program within your unit; taking a consistently

proactive approach by preparing ideas, materials and resources for each talent conversation.

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SLIDE 59

Individual “SMART-ER” Goals

NinerTalent STAKES Training HR deadline your new skills successfully implement the new program 10am & 3pm daily mail ensure departmental staff receive information on a timely basis

  • Oct. 2017
  • Jan. 2017
  • Apr. 2018

July 2017 employee and your department meet the goals for this cycle ensure your Attend Deliver participate two-way quarterly conversations

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SLIDE 60

NinerTalent - Pla lan In Input

Enter Goal % “Weight” Goal Name Goal Description

  • SMART-ER Goal
  • Deliverables
  • Exceeding

Expectations

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SLIDE 61

Career Development Goals

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SLIDE 62

WHAT TO REMEMBER

  • Be able to explain how the institutional goals relate

to the duties in the position description

  • Ensure individual goals connect to your strategic

goals for the cycle

  • Make them SMARTER
  • Weight goals in accordance of importance to job

execution and identify standards of performance

  • Create at least one career development goal to help

employee maintain or gain skills or knowledge

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SLIDE 63

Things to Note

  • Review NinerTalent

STAKES Tools & Resources

  • NinerTalent & Goal

Setting Workshop

  • Performance Plans Due

(New Policy)

  • Questions on new

policy or program?

  • Available now at

hr.uncc.edu/performance/new

  • TBD - June 2017
  • TBD – July 15, 2017
  • Paulette Russell x.70660
  • r P.Douglas@uncc.edu
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SLIDE 64

Succeeding through Teamwork, Active feedback, Knowledge transfer, Engagement, and Support

Nin inerTalent STAKES