Performance Evaluation
Training: Phase 1
Spring 2016
Background
TWU determined that the current performance
evaluation process should undergo a committee
review to evaluate if the performance management
plans are consistent and could be effectively and
equitably linked to compensation.
Two committees were formed to review the current
program and make recommendations:
– Professional & Administrative Committee
– Classified Committee
Committees’ Work
Committee: Goals and Objectives
To review current program and recommend to
cabinet a streamlined evaluation process that could
be used for a merit based performance review
program.
• Evaluate the strengths and weaknesses of the current
performance evaluation program.
• Prepare drafts of revisions to the current performance
evaluation form formats.
• Design/revise the performance planning and evaluation
process to incorporate the desired changes to the plan.
• Present the proposed performance planning and evaluation
program to HR staff and forwarded to the cabinet for final
approval.
Committee: What the Committees
Were NOT Charged to Accomplish
• Compensation – although we made recommendations
regarding merit pay, we were not charged to address
compensation in general nor specifics regarding merit pay
• Job descriptions – although we understood that there were
concerns with some job descriptions, we were not charged
to modify nor recommend changes to job descriptions
• Succession planning and career paths – although we were
not charged to address either of these, we recognized the
importance of each
• Address the equality in evaluations
• Determine the score for merit compensation
Committee: Process
Held a series of weekly/bi-weekly meetings with crosssectional committee.
Reviewed the current TWU forms and forms from other
institutions:
• Tarleton State University,
• University of North Texas,
• Texas A&M University System, and
• Massachusetts Institute of Technology.
Developed the best forms and process considering feedback
and consensus of opinion from committee members.
Solicited feedback regarding forms and process from:
• Anonymous survey,
• Town Hall meeting, and
• Staff Council.
Committee: Response to Charge
• Considered and incorporated, where appropriate,
feedback into final DRAFT version of document
for management consideration.
• Revised evaluation forms using suggestions from
committee and best formats from review of other
college and university evaluation forms.
• Coordinated process and output with the other
sub-committee addressing review of classified
employee documents.
Committee: Survey
• An employee performance review survey
was distributed to all staff employees.
• 13 questions were asked.
• Responses were compiled and
incorporated into the committees’
recommendations.
Committee: Survey Respondents
–
–
–
–
–
–
–
–
Professional and Administrative Staff
Clerical
Custodial, grounds-keeping, maintenance
Health Care Professionals
Commissioned Police Officers
Do not know
Total
Campus
• Denton
281
(87.8%)
• Dallas
21
(6.6%)
• Houston
18
(5.6%)
• Total
320
(100%
223
78
11
10
1
5
328
(68%)
(23.8%)
(3.4%)
(3%)
(.3%)
(1.5%)
(100%)
Committee: Survey Top 10 Comments
on Current Performance System
1. No merit raises
2. No benefit
3. Too lengthy
4. Lack flexibility
5. Gives feedback
6. Too complex
7. Good if used effectively
8. Not been evaluated
9. Issue with goals
10. Too subjective
Committee: What Employees Would Like to
Change about the Current Performance Review
System
1. Merit based pay
2. Customized evaluation
3. Nothing
4. Shorter
5. Meaningful
6. Merit based benefits
7. Two-way evaluation
8. Simplify
9. More frequent reviews
10. Merit based promotions
Committee: Assumptions,
Recommendations, Concerns
• Review year will continue to coincide with
calendar year
• Evaluation due dates range from March
through April to accommodate different
departmental “life cycles” (recommendation)
• Process be wholly electronic
(recommendation)
Committee: Assumptions,
Recommendations, Concerns
• Divisional supervisors allocate merit pay
(recommendation)
• Merit pay distributions be transparent by
department not person (recommendation)
• Supervisors be evaluated anonymously by
supervisees (recommendation)
Committee: Assumptions,
Recommendations, Concerns
• Training for supervisors to ensure appropriate
evaluations and distribution of merit
(recommendation and concern)
• Training for employees to seek timely
feedback and formal review and to better
understand rationale for merit distribution
(recommendation and concern)
Committee: Recommendations
Regarding Merit
• Merit pay consideration to become a
permanent item in the budget
• Merit pay may be added to the base pay
or as a one time payment (depending on
reason for merit pay)
• Additional paid time off – has been
implemented as Recognition Pay
Performance Evaluation
System
Phase 1 Goals
Reminder
• Prior review period: Old forms
– January 2015 – December 2015
• Current review period: New forms
– January 2016 – December 2016
Overview
• Roles & Objectives
• Linking Performance to Pay
• Forms Overview
• Performance Evaluation Steps
• Set Goals
• Summary
Roles & Objectives
Roles & Objectives
Roles:
• Supervisors, Employees, HR and IT share a role to implement
the performance evaluation system developed by the
committees.
• HR and Supervisors share a role to provide education and
training to employees. HR is responsible to provide training in
the form of education and training sessions. Supervisors have a
role to guide employees through the system where needed on a
continuing basis.
• Staff Council, the Performance Evaluation Committees, HR, IT,
Supervisors and Employees share a role to monitor, evaluate
and recommend as we move forward through the process. We
may discover a way to improve processes as we move into
subsequent review cycles.
Roles & Objectives
Presentation Objectives:
• To provide supervisors and employees with an overview of the
performance evaluation system developed by the committees.
• Introduce the concept of linking pay to performance for future
increases.
• Provide the training and tools necessary so that employees and
supervisor’s can work together to establish goals.
Linking Performance to Pay
Performance Pay
• The University is committed to linking pay to performance.
• The cabinet has made a commitment to adopt the committees’
recommendation for this evaluation period to designate a dollar
amount to fund a performance increase.
• Performance increases will be based on a pay for performance
concept whereby increases are linked to the performance scoring
system.
• The amounts and method depends on the University’s financial
position, which among other factors will depend greatly on state
funding.
• The University is in the process of reviewing the performance fund
and methods of distribution. There will be additional
communication and training when approved by the Cabinet and
Board of Regents.
Performance Pay
• The performance fund has been designated to distribute the funds
based on individual performance. Therefore, performance increases in
this upcoming cycle will be tied to the performance scoring system
and not across the board.
• The next performance increase will be based on the annual review
period from January, 2016 – December, 2016 and projected to be
paid early 2017.
New Forms Overview
New Forms Overview
Similarities:
• There will continue to be separate forms for Classified staff
employees and Professional & Administrative staff employees.
• Employees will continue to complete a Self-Appraisal Form and
a Performance Review Form. Goals will continue to be
completed for all staff employees.
New Forms Overview
Changes:
• The Committees’ developed simpler Self-Appraisal and
Performance Evaluation forms.
• Forms will be available on the Pioneer Portal in web format.
Paper format is optional for facilities staff members.
• The new system no longer uses weighting of the 2 evaluation
sections.
• Supervisors are no longer required to set priority levels for
questions.
 Goals are not individually scored; questions in the performance
review address goal performance.
New Forms Overview: Self Appraisal
New Forms Overview: Self Appraisal
New Forms Overview: Self Appraisal
Highlights:
 Accomplishments and contributions
 Duties outside scope of position
 Professional development activities
New Forms Overview: Self Appraisal
Goals:
Details to follow
New Forms Overview: Self Appraisal
Goals:
Details to follow
New Forms Overview: Performance Review
New Forms Overview: Performance Review
New Forms Overview: Performance Review
Additional Performance Competencies:
 Police Officers
 Custodians, Groundskeepers and Maintenance
Staff
 Supervisor Responsibilties
New Forms Overview: Performance Review
Goals:
Details to follow
Performance Evaluation
Steps
Performance Evaluation Steps
1.
Set Goals (Employee & Supervisor)
• Supervisors and employees meet to establish mutually
agreed upon goals and complete Goals and
Development Form.
2.
Conduct Informal Meetings (Employee & Supervisor)
• Throughout the year meet with the employee on a
regular basis to discuss progress and areas where
additional attention is needed.
3. Complete Self Appraisal Form (Employee)
4. Complete Performance Review Form (Supervisor)
5. Performance Review Meeting (Employee & Supervisor)
Step 1: Set Goals
Step 1: Set Goals
• Goals:
 Are statements of the important
outcomes you are working to
accomplish.
 May include both Performance Goals
and Development Goals.
Step 1: Set Goals
• Why Set Goals?
• To set specific expectations of what work
should be done.
• To create clear, measurable performance
standards.
• To make the connection between an
individual employee's work, department
and University goals.
Step 1: Set Goals
What is the difference between
Performance and
Development Goals?
Step 1: Set Goals
• Performance Goals:
 Set objectives for the current review
period.
 Relate to the department's overall
mission.
 Include clearly defined expectations for
success.
Step 1: Set Goals
• Development Goals:
 Help employees and managers plan for
an individual's development with an eye
toward future needs.
 Help employees develop a new set of
skills and knowledge base in order to
grow into a new area of responsibility.
 Should be learning-oriented.
Step 1: Set Goals
• SMART Goals
– The SMART acronym can help managers and
employees share the same understanding of
goals set during performance review
conversations.
 Specific
 Measurable
 Achievable
 Relevant
 Time-Based
Step 1: Set Goals
• When creating goals, answer the following questions
to be sure that you are following the SMART
approach:
 What is specific about the goal?
 Is the goal measurable? (How will you know the
goal has been achieved?)
 Is the goal achievable?
 Is the goal relevant to performance expectations or
professional development?
 Is the goal time-based? (How often will this task be
done? Or, by when will this goal be accomplished?)
Step 1: Set Goals
• Performance Goal Examples:
 Manage the department budget to stay within
appropriations and accomplish 85% of service results by
the end of the fiscal year.
 By December 1, 2016, implement a new performance
review system for University staff using clearly defined
processes and guidelines so employees and managers
can more competently evaluate performance and
develop their careers.
 Coach and support my direct reports resulting in them
reporting that I provided them with clear expectations,
meaningful feedback and fair performance evaluations
by the end of the fiscal year.
Step 1: Set Goals
• Development Goals
 Utilize Lynda.com by November 1, 2016, complete
an advanced Excel training course to upgrade my
skills so I can prepare budget reconciliation reports
with an analysis of trends
 By November 1, 2016, facilitate and complete the
office cross-training project to develop procedures
for all units to ensure all critical functions are
covered during absences.
 By November, 2016, complete course work and
attain a certification to enhance job related skills
and assist in accomplishing performance goals.
Step 1: Set Goals (Classified Form)
The following slides are screenshots of the
web forms to be completed for goals. Links
to the goals forms will be available soon.
Step 1: Set Goals (Classified Form)
Step 1: Set Goals (Classified Form)
Step 1: Set
Goals
(P&A Form)
Step 1: Set Goals (P&A Form)
Step 1: Set Goals (P&A Form)
Step 1: Set Goals (Classified and P&A)
Step 2:
Conduct Informal Meetings
Step 2: Conduct Informal Meetings
• Throughout the year meet with the employee on a
regular basis to discuss progress and areas where
additional attention is needed.
 Current projects and activities.
 Current level of performance and ways to increase
it to the next level.
 Any performance deficiencies so that there will be
no surprises on the performance review.
 Status of performance and development goals.
 Document changes in expectations due to
modifications in work process or job duties.
Next Steps
Next Steps:
The next steps in the performance evaluation
system will be addressed in Phase 2 training. These
steps will include:
•
•
•
How to complete the Self Appraisal Form
How to complete the Performance Review Form
Pay for Performance calculation and distribution
method.
Summary
Summary
• There will be additional training sessions to assist
employees and supervisors.
• Performance calculation and distribution methods
will be communicated in Phase 2 training.
• The goals forms will be accessible on SharePoint; a
link to the goals form will be sent out soon.
• The web versions of the self appraisal and
performance review forms are in the process of
being placed on the new system.
Thank you !