November 2013
System Office Performance Management
Agenda
•
Performance Management:
–
What are the key elements?
–
How can it benefit staff?
–
Why is it important?
•
Goal Setting
•
Performance Reviews
•
What’s next?
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USNH Talent Management
• Performance management is one
component of the overall USNH Talent
Management philosophy.
Performance
Management
Process
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USNH Performance Management
Process
Performance Review
and Goal Setting
(1)
Development
Planning
(6)
Coaching,
Feedback,
Recognition
Compensation
Changes
(5)
Bi-annual
Check In
(2)
Self Assessment
(3)
Performance Review
(4)
Budget
Process
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




Establish a standard process for monitoring
employee progress, providing constructive
feedback, and evaluating performance
Encourage more frequent performance
conversations
Develop a ‘performance–based culture’
Align employee performance and goals with
USNH strategic goals and objectives and
campus goals
Provide appropriate and effective employee
development
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USNH Guiding Principles of
Performance Management
1
Performance management is an ongoing process of
setting expectations, executing plans and evaluating
results.
2
Expectations should be explicit and mutually
understood.
3
Engagement is increased when people are involved in
planning the work.
4
How work gets accomplished is as important as what
gets accomplished.
5
Regular, honest feedback increases understanding
and positive performance.
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Performance Management Roles
Managers
Employees
•
Plan and manage staff performance
•
Communicate division and department
goals to staff. Guide staff expectations
to align with broader organizational
goals
•
Foster a work environment that
encourages active staff participation
•
•
Provide regular, clear, constructive
feedback
•
Monitor performance throughout the
year to support the formal evaluation
•
Devote the time and effort needed to
plan and evaluate performance, and
support staff
•
Help guide and coach staff in their
professional development
•
Understand how their performance
expectations align with division and
department goals, and participate
actively in setting expectations
Be open to feedback and take it to heart
to improve performance and/or remain
on track
•
Monitor their own performance
compared to expectations. Seek advice
and guidance as needed from their
supervisor
•
Complete a Self Assessment and
participate actively in the performance
evaluation
•
Be open and honest about professional
growth and development plans and
interests
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Performance Management Feedback
•
•
Feedback is an essential
component of a performance
culture
– Most beneficial if on-going
– Intended to support staff
performance and
development
– Applies to both positive and
constructive situations
– On-going feedback ensures
no surprises
Framework assists in preparing
to deliver feedback effectively
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USNH Performance Management Process
Starts with
Goal
Setting
• Drives ongoing need to support campuses and ensure highest
levels of customer service, efficiencies, “value added”;
• Provides clarity and structure on individual, team and department
priorities and effectiveness;
• Fosters ongoing communication between manager and employee;
• Encourages performance improvements and strategies, and
• Follows S.M.A.R.T. method
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USNH Performance Management Process
Goal
Setting
Specific: Goal objectives should address the five “Ws:” who, what, when, where, and
why. Make sure the goal specifies what needs to be done with a timeframe for
completion. Use action verbs such as create, design, develop, implement, produce, etc.
Measurable: Goal objectives should include numeric or descriptive measures that define
quantity, quality, cost, etc. How will you and your staff member know when the goal has
been successfully met? Focus on elements such as observable actions, quantity, quality,
cycle time, efficiency, and/or flexibility to measure outcomes — not activities.
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USNH Performance Management Process
Goal
Setting
Achievable: Goal objectives should be within the staff member’s
control and influence; a goal may be a stretch but still feasible. Is the
goal achievable with the available resources? Is the goal achievable within
the timeframe originally outlined? Consider authority or control, influence,
resources, and work environment support to meet the goal.
Relevant: Goals should be instrumental to the mission of the department
(and ultimately, the institution). Why is the goal important? How will the
goal help the department achieve its objectives? Develop goals that relate
to the staff member’s key accountabilities or link with departmental goals
that align with the institutional agenda.
Time-bound: Goal objectives should identify a definite target date for
completion and/or frequencies for specific action steps that are important
for achieving the goal. How often should the staff member work on this
assignment? By when should this goal be accomplished? Incorporate
specific dates, calendar milestones, or timeframes that are relative to the
achievement of another result (i.e., dependencies and linkages to other
projects).
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Is this a SMART goal?
No!
GOAL: Develop a performance management
guide for System Office supervisors beginning
in January and finishing by the end of June,
2014
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

Specific? Performance management guide for
System supervisors
Measurable? A document will be created
Achievable? Six months to finish it
Time-bound? January -June 2014
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USNH Performance Management Process
Performance
Review
An ongoing process with a mid-year review and annual review
Components of annual review:
 Job description review
 Assessment of Job success
 Key responsibilities
 Core competencies (such as problem solving, communications, customer service)
 Evaluation period goals
 Overall rating
 Signatures
 Next Evaluation Period
 Goals for upcoming CY
 Development plans
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USNH Performance Management Process
Performance Review
Ratings
Consistently
Exceeds (CE)
Frequently
Exceeds (FE)
Partially
Meets (PM)
Fully Meets
(FM)
Core Standard for USNH staff;
represents a competent,
successful and engaged
contributor to USNH
Does Not
Meet (DM)
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USNH Performance Management Process - Ratings
Consistently
Exceeds (CE)
An employee whose work is characterized by:
• sustaining exemplary performance throughout the rating period;
• providing excellent service in support of the mission of the organization;
• consistently exceeding and sometimes far exceeding the criteria of the job responsibilities;
• consistently demonstrating initiative for the benefit of the College and Department;
• demonstrating full mastery of knowledge, skills and abilities, required work, and basic competencies.
Frequently Exceeds
An employee whose work is characterized by:
• consistently high level of accomplishment;
• often exceeding performance expectations;
• providing significant service in support of the mission of the organization;
• independently demonstrating highly proficient knowledge, skills, and abilities, required work and
behavioral competencies.
(FE)
Fully Meets (FM)
An employee whose work is characterized by;
• achieving results at a level that generally meet and may at times exceed performance targets;
• providing commendable support to the contributions of the organization;
• demonstrating fully proficient knowledge, skills and abilities, required work, and behavioral
competencies; with only a few areas in need of some improvement.
Partially Meets
(PM)
An employee whose work:
• requires substantive improvement to fully meet the performance targets;
• provides basic support to the mission of the organization;
• is at the beginner or developmental stage of demonstrable knowledge, skills and abilities;
• exhibits inadequate behavioral competencies;
• requires guidance and training to improve performance.
Does not Meet
(DM)
An employee whose work:
• fails to meet the criteria of the job function;
• falls short of performance targets;
• provides inadequate support to the mission, vision or strategic objectives;
• performs below the beginner or developmental stage of demonstrable knowledge, skills and abilities;
required work and behavioral competencies.
(May conduct an
interim performance
evaluation and
improvement plan )
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Performance Management Timeline (CY Basis)
Switch made to calendar year for performance
management
• Formally begins in CY 2014
• 2013 considered a hybrid year
• Allows for cascading of goals and goal setting (Fall): USNH,
Campus, Department, Employee
• Allows for review to be completed following financial results
(R+30)
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USNH Performance Management – HR ‘s Next
Steps
 Complete the build-out of USNH System HR Office website
for performance management materials
 Provide training to supervisors
 Provide training to staff
 Develop related sessions, such as goal setting
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