Performance Management
for IT Leaders
Administrative Technologies
Talent Management
May 2015
What is Performance Management?
Why Manage Performance?
 Differentiate & reward top
performers; address & resolve poor
performance
 Focus and align efforts in support of
department and University goals
 Increase employee engagement
 Increase job satisfaction and
therefore retention
Performance Management Life Cycle
Core
Competencies
AT
Development
Plan
Annual
Performance
Evaluation
Job
Description
Goal Setting &
midpoint
check-up
Core Competencies
 Core Competencies are the innate qualities required
for a position
 These are the “must have” characteristics for an
individual to be successful
 Once Core Competencies are identified, they can be
used to write an accurate and comprehensive job
description/posting
 A better job description/posting results in a better
hire!
Staff Core Competencies:
 Attention to Communication
 Building Collaborative Relationships
 Customer Orientation
 Fostering Innovation/Continuous Improvement
 Initiative
 Flexibility
 Reliability
 Managing Change
 Fostering Diversity
 Technical Expertise
Leadership Core Competencies:
 Collaborative Leadership *
 Managing Performance *
 Coaching *
 Visionary and Strategic Thinking *
 Establishing Focus
 Fostering Teamwork
 Interpersonal Awareness
 Judgment
*Specific to AT Leadership Team
Job Descriptions
 Use the Core Competencies identified for a position
to guide the process of writing a job description
 A detailed and accurate job description/posting
should result in a pool of qualified candidates
 Use competency-based interview questions to focus
on how the candidate has demonstrated a
competency in the past
Steps in Writing a Job Description:
1)
2)
3)
4)
5)
6)
Establish core competencies for the position
Review job descriptions for similar positions from other
departments or other universities
The IPATHE Talent Management group will share this
information; HR also has contacts at other universities
Brainstorm the responsibilities and duties of the
position
Outline a “day or year in the life” of the position using
percentages for each duty
Review with HR to determine the appropriate
classification
Why Set Goals?
 Encourage & motivate employees
 Increase productivity & efficiency
 Hold employees accountable
 Demonstrate how individual efforts support
department and University goals
 Inspire & guide professional development
Goals & Performance Standards
Educating Illinois
IT Strategic Plan &
VPFP Strategic Plan
AT FY16 Goals
Individual Employee
Goals
Developing SMARTER Goals:
S
M
A
R
T
E
R
•Specific
•Measurable
•Attainable
•Relevant
•Timely
•Evaluate
•Reevaluate
Goal-Setting Recommendations:
 Involve the employee in goal-setting, particularly
for professional development goals
 Schedule time to discuss with the employee and
be present (no distractions/interruptions)
 Use the Goals & Performance Standards form to
make Performance Evaluation time easier!
 Don’t forget to schedule a midway checkpoint to
address goals that have been completed,
changed or are no longer applicable!
Annual Performance Evaluations
Use Performance Evaluations To….
 Challenge high performers
 Encourage and guide improvement
 Acknowledge accomplishments
 Align employee to organizational goals
Evaluation Recommendations:
 Don’t wait until the end of the year to gather
information!
 Utilize available tools to make your job easier:
 GPS (Refer back to Goals & Performance Standards)
 Drop file (Keep updated regularly throughout the year)
 Set aside quiet time to complete evaluations
 Provide specific and honest feedback
 Schedule time to discuss with the employee
& be present (no distractions/interruptions)
AT Development Plan:
PURPOSE:
Provide guidelines, resources and tools to AT staff,
enabling them to formally progress to a higher level of
responsibility within his/her current position
OBJECTIVES:
 Provide a framework for AT staff to further develop skills
& competencies
 Address potential issues within the broad IT
classifications
 Improve employee retention & job satisfaction
 Provide foundation for succession planning
ATDP Continuum
Development Plan Details:
An AT Development Plan can encompass both long
and short-term goals
 The AT Development Plan is an optional program
separate from annual Goals & Performance
Standards; the ATDP should include action items
above and beyond the scope of the employee’s
current responsibilities
 The ATDP is separate from Annual Performance
Evaluations; an employee should not be
disciplined for failure to complete action items
included in the ATDP.

ATDP Forms & Processes
1) Eligibility Checklist – examples include: passing
probationary periods, having overall rating of
“Meets Expectations” or higher on evaluation,
cannot be under disciplinary action, etc.
2) Assessment – to determine current level on the
ATDP continuum
3) Worksheet – includes sections for core and rolespecific professional competencies, professional
development, and certifications
4) Action Items – should include timeframes, be
challenging, and be consistent
Questions?
#1
Core
Competencies
#5
AT
Development
Plan
#4
Annual
Performance
Evaluation
#2
Job
Description
#3
Goal Setting
& Midpoint
Check-in