Transcript DUH Pay and Performance - Duke Human Resources

DUH
Performance
Planning
FY11
June 2010
1
Objectives
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Performance Planning Overview
PPS Preparation
Kenexa/Career Tracker Requirements & Reminders
Performance Planning Tools
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Job Expectation template
Performance Management Behaviors template
Development Planning form
Policy Reminders & Don’t Forget to’s
P&P Website Review
Manager’s Checklist
Dates to Remember
Resources
Next Steps
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Performance Management Process
July-September
2009
Evaluate performance
results and behaviors
for FY09; Performance
planning for FY10
PLANNING
January/February
2010
Mid Year Reviews Interim meeting with
supervisor to review
progress toward FY10
goals
COACHING/
FEEDBACK
July –September
2010
Evaluate performance
results and behaviors
for FY10; Performance
Planning for FY11
EVALUATION/
DEVELOPMENT
September –
October 2010
Reward paid for FY10
REWARD
Individual goals are linked to department goals.
..
Duke Hospital Goals
Department/Clinical Service Unit Goals
Individual/Team Performance Expectations
Job Results
Behaviors
Performance-based pay
. . . and link pay with performance.
Performance management
Duke University Health System’s Goals
Performance Management
Compliance
Expected Job Results
Expected Behaviors
Staff Member:
Staff Member:
• Population-Specific
• Unit-Specific
• JCAHO
Supervisor:
+DUHS Compliance
• Customer Service
• Teamwork
• Creative ProblemSolving
• Continuous
Learning
• Diversity
• Integrity
Staff Member & Supervisor:
• Quality& Patient Safety
• Customer
• Work Culture
• Finance
Supervisor:
+Strategic Communication
+Performance Management
Y/N
50%
Overall Performance Rating
100%
50%
PPS Preparation

Kenexa
•
Duke Net ID
•
Verify current employees are included in Kenexa Career Tracker
(exclude new hires and transfers)
•
If employees are missing –Email employee(s) name and unique ID or
screen shot from Report Express to Bernie Rice or Meloney Williams
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Schedule Kenexa ‘refresher training’, if necessary
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Mark your calendars for reviews
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To be held in June and July
Post sign-up sheet/schedule evaluations with each employee
Send PPS packets to employees, request completion and return to manager
on date requested
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Get copy of current work unit Balanced Score Card (May)
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Notify your supervisor (managers, directors, AOO, ACNO’s) of all
employees who you anticipate will receive an ‘Exceeds’ or ‘Needs
Improvement’
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Kenexa Training
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June 30 2:00 - 4:30
June 30 8:30 - 11:00
July 08 8:30 - 11:00
All classes are held at
406 Oregon Street, Lab 101.
Online registration is available at the link below:
https://www.hr.duke.edu/training/workshops/
Click on Management Development
Then click on Kenexa Training
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Kenexa Requirements

At Minimum:
 Enter
Population Specific Competencies
(as applicable)
 Enter
overall rating on the last page
 Remember
that “Submit”” locks your
rating
 Electronically
sign each PPS
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Accessing Kenexa

Navigating to Kenexa on revised Duke HR
Website
 Go to http://www.hr.duke.edu
 Click "Compensation" link under
Duke Human
Resources heading.
 Scroll down the page and look for "Performance
Management" on the right hand side - click on
"Duke University Health System".
 On left side, click on PPR Systems and Forms.
 Kenexa link will be on right hand side towards the
top.
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Entering the Final Rating
Navigate to the Duke HR homepage www.hr.duke.edu to enter Kenexa
 Select your direct report
 Enter the Performance Planning Year (2009-10)
 Enter the Population Specific Competencies, if
applicable
 Complete the Behavioral Template (Excel
Version)
 Enter “Overall Rating” on last page
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Kenexa…
 Enter
‘0’ for employees who are ineligible
for a PPS review.
 Enter ratings for employees who transfer.
 Enter ratings for employee who are
promoted.
 Enter ratings for employees on leave.
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PPS Tools
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1.
2.
Employee Instructions/letter/email
Job Expectations Template
Behavioral Template

Annual Employee Signature Sheet
 Balanced Score Card (suggested)
3.
Professional Development Plan
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Cover Page
Duke University Hospital
Annual Performance Review
SECTION I:
Staff Member Name:
Supervisor Name:
Year:
Manager
to
complete
this form
and have
employee
and
manager
sign and
date
2007-08
Date Completed:
SECTION II:
POPULATION SPECIFIC COMPETENCIES
1. Employee provides patient care/services.
  Yes [ ] No
If Yes, complete #2
2. The above staff member is able to demonstrate the knowledge and skills necessary to provide care appropriate to specific ages as outlined in
the job responsibilities (e.g., knowledge of growth and development; ability to assess population-specific data; ability to interpret populationspecific data; ability to provide population-specific care; possesses communication skills necessary to interpret population-specific response to
treatment; ability to involve family/significant other in decision making related to plan of care).
[ ] Yes, see Population-Specific Competency Validation form
[ ] No*
[ ]Not Applicable
* Entry of a “No” rating automatically defaults to ‘Below Expectations’ in Kenexa
SECTION III
PERFORMANCE EXPECTATIONS
Needs Improvement* Fully Achieves
Exceeds*
(50% of Overall Rating)
Clinical Quality/
Internal Business
Customer Service
Work Culture
Finance
BEHAVIORS
(50% of Overall Rating)
OVERALL RATING
*Provide supporting documentation or comments for an ‘Exceeds’ or ‘Needs Improvement’ rating.
SECTION IV
Acknowledgement & Approval
Please Print/Sign
EMPLOYEE:
Date
MANAGER:
Next Level Approval:
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CNI JOB EXPECTATION TEMPLATE
BSC Quadrant: Clinical Quality/Internal Business. Foster enhanced, clinical care and operational processes to
improve patient safety, clinical quality, operation efficiency and creative problem solving Standards
Fully Achieves
Exceeds
Meets CN I expectations
Meets 75% of the components for the CN II Clinical Ladder tract
Unit compliance meets targets for Balanced Scorecard/Critical
Success Factors
Unit meets targets for documenting nursing process within
hospital standard using standard plans of care ( Pain, Wound,
Restraints, Patient education, Discharge instructions)
Balanced Score Card Data
Falls – Unit target 0.60
Currently ________
-BSI –Target 3.49
Currently ________
- ADEs Unit Target 3.35%
Currently _______
- Pressure Ulcer Target 1.76
Currently ________
Meets 90% of components of Clinical
Ladder CN II tract
Unit compliance exceeds targets for
Balanced Scorecard/Critical Success
Factors
Uses expanded resources to
individualize plan of care based on needs
of patient
Actively monitors individual and unit
compliance with expected standards
Corrects safety deficiencies in a manner
that supports meeting unit targets
Functions as Charge Nurse
Functions as Preceptor
Function as Administrative Resource
(scheduler/patient flow)
Goes beyond unit expectations in
competencies/scope of duty
-Utilizes patient safety principles in practice
-6 Rights of Medication Safety
-JCAHO Patient Safety Goals
-Environment of care
-Recognizes actual or potential safety issues, notifies appropriate
person, and appropriately
-Documents in SRS
Serve as unit expert for specific patient populations
Participates in unit audits (specify)
Demo consistent critical thinking skills
Use appropriate resources to individualize POC
Manager Feedback
Manager adds comments here during evaluation
Employee Feedback
Employees
completes
self
assessment
on achieving
metrics and
key job
expectations
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Behavior Template
Employee
completes
as part of
selfassessment.
Manager
adjusts if
needed
during the
review with
employee.
PERFORMANCE MANAGEMENT BEHAVIORS FOR MANAGERS AND STAFF ( MANAGER-SPECIFIC* )
Name: _______________________________________________________
Date: ___________________
As of July 1, 2008
Key: 1: Below
= Inconsistent Demonstration of Expected Behaviors
2: Achieves = Demonstrates Expected Behaviors
3: Exceeds
= Role Models Expected Behaviors
Behavior
Description of Behavior
All managers and staff are expected to adhere to the Workplace Expectations and Guidelines
Customer Service
Demonstrates a commitment to quality service
Consistently demonstrates a personal commitment to Patient Health and Safety.
Score
Practices good customer service: Seeks patient/visitor interaction, makes eye contact, smiles, says
"thank you", listens actively, and responds to patients/visitors and fellow staff with Courtesy and
Respect; practices service recovery when needed (using the "HEART" model, for example).
Maintains patient confidentiality, gives undivided attention to patients/visitors, never exposes them to
inappropriate personal conversations.
Uses respectful, courteous and helpful language when communicating with supervisors, co-workers
and customers
Dress
for work in accordance with the DUH Dress policy and /or department guidelines.
Teamwork
Contributes to the team environment
Understands own role, appreciates what others do, and supports the team through good attendance.
Helps and supports other team members to address patient concerns, foster team health and safety,
solve problems, and accomplish team goals.
Contributes to a positive team by acting positively…discourages gossip and negative talk.
Communicates openly and respectfully and helps to resolve conflicts within the team.
Celebrates when the team does well.
Is productive and uses all available time to accomplish expected work - personal business is
accoomplished outside of work time and/or during scheduled time off.
Identifies safety issues, and reports all hazards, incidents and safety concerns on a timely basis.
Cooperates and collaborates with supervisors and co-workers in performing assignments and service
requests.
Attends work as scheduled - arrives on time fully prepared to begin work and remain at work through
Creative Problem Solving
the entire work period and requests authorization according to established department procedures if
there is a need to leave the workplace.
Helps the team solve problems
Shares ideas to solve problems.
Continuous Learning
Diversity
Integrity
Tackles problems and accepts solutions with positive and "can-do" attitude.
Supports learning and development for self and others
Participates in personal and professional learning opportunities, and supports others when they
participate.
Understands diversity and how it contributes to the team
Communicates in a respectful manner with consideration for a person's race, color, religion, national
origin, disability, veteran status, sexual orientation, gender, age, or position.
Helps provide a comfortable work environment that is free of harassment.
Is aware of own biases, doesn't assume that his/her perspective is the 'right' one, and remains
sensitive to cross-cultural differences.
Acts in good faith and honesty.
Behaves with honesty and integrity in all employment actions including the maintenance and
completion of records, and the accurate recording of time worked.
Uses and safeguards the property of others and of Duke through proper and authorized use
Uses Duke's property only for legitimate work purposes.
*The 2 behaviors below are only applicable to managers. These should not be rated for non-managers
Performance Management* Acts in the best interests of DUHS, the Hospital, and the Department
Consistently manages departmental and individual performance by providing influential leadership
through
Conveyschange.
a message of Strength, Hope, and Caring in who we are and what we do for patients/visitors;
Strategic Communication*
recognizes staff through recognition programs.
Meets performance management deadlines; takes the time to provide feedback, professional
development planning, and coaching/mentoring throughout the year, and maintains strict confidentiality
with each staff member.
Leads by example
Learns from mistakes, allows staff to also learn through mistakes as appropriate.
Coaches, counsels, mentors staff about performance and development; provides clear and timely
feedback and suggestions.
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The Professional Development Plan ...
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Documents goals, skills,
competencies, experience and
objectives to be accomplished
over the next year
Supports continuous
improvement and career
development for the staff member
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Is a core component of workforce
planning

Requires review between the
staff member and supervisor
throughout the year
Professional Development Plan
• Goals
• Skills/Competencies/
Experience
• Objective/Action Plan
The Game Plan!
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Introduce the employee to the plan
Explain the coaching and feedback process
 Introduce the feedback tools that will be used
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Assess individuals’ strengths and weaknesses
Evaluate employee’s present skills, background, strengths
and preferences.
 Identify area(s) for development
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Identify organizational needs
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what are critical skill needs?
Develop the feedback partnership
Partner with employee to identify skill development
strategies
 Align the individual development plan with the
organizational goals

Policy Reminders
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Transfer Guidelines

Greater than six months on previous
unit
 Previous
manager should complete
evaluation with employee and forward to
new manager
 New manager should facilitate the
process
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New manager enters final rating into
Kenexa
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Pay Policy Reminders
Increase to base pay
 Employees at or over the band
maximum will receive a lump sum
increase
 Staff hired Jan 1-March 30 are eligible
for 50% of the PPS increase
 Staff hired after April 1
are not eligible for a PPS increase

Nursing Pay Policies

Promotions from CNI to CNII will receive a lump sum
payment of 3% of annual pay.
• Lump Sum Payment = hourly rate of pay multiplied by FTE
multiplied by 2080 hours multiplied by 3% (payment calculation
does not include overtime, premiums, etc)

CN I will be eligible to receive a merit increase in
October. This is based on the standard eligibility
requirements.
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Hired between January 1 thru March 31 – eligible for 50%
merit
Hired between April 1 thru June 30 – no merit increase
P&P Website
Review
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www.hr.duke.edu
Click
Here
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HR Website
Scroll Down
Until you can
see the whole
Performance
Management
Section
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HR Website
Click on
Duke
University
Health
System
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HR Website
Click on PPR
System &
Forms
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HR Website
Click on PPR
System
(Kenexa
Career
Tracker
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Manager’s Checklist
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Manager Checklist
Access Kenexa/Career Tracker (www.hr.duke.edu)
 Click on the ‘Compensation’ tab - Scroll down to Performance Management (DUHS) –
Click on PPR Forms (on the left hand side of the screen)
 Enter your Net ID
 Enter the Performance Feedback and the weights for each BSC quadrant
Note: Customer Service should be at least 25%
 Enter the Overall Rating into Kenexa beginning July 1. Deadline will be
determined.
 Verify that you can view all your current employees
 If employees are missing, contact Bernie Rice @ 681-2484 or Meloney Williams @
668-2170
o Send an email with employee’s name and unique ID or screen shot from Report
Express of the missing employees.
 Schedule refresher training, if needed
 Schedule Evaluation date
Performance Management Process – Paper Process
 Distribute PPS Employee packets to staff (include casual, transfer, promotions)
o Cover page with instructions and date/time for evaluation
o Job Expectations Template for employee feedback
o Employee Self-Evaluation with due date
o Population Specific Competencies*
Manager Preparation
 Review Self Evaluations before meeting with employee
 Review progress since midyear (peer feedback and developmental goals)
 Consult with next level Supervisor regarding employees with questionable ratings
 Meet with employee to finalize ratings
 Enter ratings into Kenexa by deadline
 Be diligent of ratings (DUHS)
Reminders
 Be aware Kenexa/Career Tracker may respond slowly if the majority of users are
accessing the system at once.
 Staff hired after April 1 are not eligible for a PPS increase - Enter ‘N/A’ for the
overall rating.
 Ensure current licensure, safety training, education record/Active Staffeer, CBO
Note: Entry of a “No” rating automatically defaults to ‘Below Expectations’ in Kenexa
& receipt of Duke Staff handbook on file
o Annual Competencies
 Use most recent data for ratings (typically May)
o Behavioral Template (Excel version)
o BSC/CSF
 Follow the instructions provided above to access Kenexa
o NDNQI
 Enter the Overall Rating into Kenexa beginning July 1
o Work Culture
Performance Management Process - Using Kenexa
 Navigate to the Duke HR homepage - www.hr.duke.edu to enter Kenexa
 Select the appropriate direct report
o Unit Audits
 If development planning occurs at annual evaluation session, update/revise
template without BSC targets until available
 Enter the Performance Rating Year
 Enter the Population Specific Competencies*
Note: Entry of a “No” rating automatically defaults to ‘Below Expectations’ in Kenexa
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Dates to Remember

July 1 – Begin entering ratings into
Kenexa

August 20th - Deadline for entry of
final ratings into Kenexa
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Next Steps
Blue Line memo will be sent by June 17
and will include key forms and deadline
for ratings submission into Kenexa
 Notify your supervisor (managers,
directors, VP’s, ACNO’s) of all
employees who you anticipate will
receive an EX or NI

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Resources
Kenexa/Career Tracker/Templates
Bernie Rice
681-2484
Meloney Williams
668-2170
Policy Questions
Tanya Griffin
668-7235
P&P Website
Heather Gaudaur
684-5024
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Questions???
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