Transcript Slide 1

Performance Management 2012
Creating and Modifying EWPS in
Careers
Office of Human Resources
UMW: “Putting U First”
Before we get started…
Introductions
Experience/Apprehensions about Process
Performance
Management
Two Components of Fall Review Process:
1.
Evaluating Performance for previous
cycle
2.
Establishing new goals and objective for
upcoming cycle on Employee Work
Profile (EWP) form in Careers.
2011-2012 Cycle
• NEW THIS YEAR -- EWPs will be collected at the same time
as the Evaluations.
• The deadline to submit EWPs and Performance
Evaluations to the Office of Human Resources is October
12, 2012
• A suggested supervisor timeline with all of the necessary
forms is available:
http://publications.umw.edu/supervisorhandbook/perfor
mance-evaluations/evaluating-classifiedemployees/evaluation-cycle/
Creating an EWP in Careers
Before you start, have available:
EWP from previous year or EWP from previous
employee (if new hire)
Evaluation for employee (if part of yearly process)
Strategic goals for area and your vision for what
needs to be accomplished.
Assess Necessary Changes
Before you enter into Careers, consider:
Organizational Objective & Purpose
KSA’s and Required Education & Experience
Core Responsibilities
Special Assignments
Performance Factors
Employee Development Plan
EWP: Performance Management
PART II – Work Description & Performance Plan
15. Organizational Objective:
Should represent the work unit’s vision of how it supports the
agency’s mission, values and goals
16. Purpose of Position:
Should describe how this position supports the Organizational
Objectives and business needs of the work unit.
EWP: Performance Management
PART II – Work Description & Performance Plan
17. KSA’s and or Competencies Required:
18. Education, Experience, Licensures….
Both need to be checked yearly to reflect the way the
position is now, with advances in our workplace.
EWP: Performance Management
Identify Core Responsibilities
19. Core Responsibilities
A.
B.
C.
D.
E.
F.
20. Measures for Core
Responsibilities
EWP: Performance Management
Identify Core Responsibilities
PERCENTAGE OF TIME:
 Make sure is actual (clarifies where focus of work should be) and
considers all responsibilities
CORE RESPONSIBILITIES:
 Review responsibilities from the previous cycle
 Jot down all responsibilities (small, new, expanded)
 Link employee’s responsibilities to the current needs of the position.
 Describe the desired outcome or value that the task or duty should
produce. Example: Provide advice to managers on financial policies and
their implementation so managers receive timely and accurate decisions
that reflect financial management best practices. You have to answer the
“So what?” question.
EWP: Performance Management
Measures of Core Responsibilities
Measures: Describe how success in core responsibility can be
achieved.
Should be:
Specific
Measurable
Attainable
Relevant
Wording:
 Choose words that note the complexity and accountability
expected for this position.
DHRM- Helpful Resource:
Former Compensation Classes
EWP: Identify Special Assignments
21. Special Assignments
22. Measures
• Identify at the beginning of performance cycle;
• During the cycle, use judgment to determine whether the special
assignment is time consuming or significant enough to be documented
within the EWP.
• Review special assignments with employees and agree to the required
time and resources and also agree how the assignment will impact
regular job responsibilities.
EWP: Outlining Performance Measures
• Describes factors that all expected while performing all
core responsibilities
• Can be evaluated through comments
• Can be considered when deciding overall rating
• Add factors specifically relevant to your area and
current University values/Mission.
EWP: Employee Development
• Develop Personal Learning Goals with each employee
• Link development activities to business needs and desired
outcomes
• Encourage learning and personal growth
• Consider how the employee development could lead to
higher level duties for the employee (potential In-Band
Adjustment for the employee)
Ask yourselves…
• Does the employee have the resources needed to succeed?
– Time
– Training
– Money
•Can the supervisor provide the necessary resources?
• Can the two of you prioritize what goals could be
accomplished this year, and which ones next year?
Employee Development can happen in a variety of ways– On-the-job learning- assign the employee on a project that is
outside of his/her area of expertise to develop knowledge in that
new area (cross-training)
– Assign the employee as a task lead for a project so that the
employee can develop his/her leadership skills
– Help employee take advantage of Employee Development
courses offered by UMW Human Resources
– Look into courses offered through the State (i.e.. VCU Office of
Public Policy)
– Certificates and Licenses and course requirements
– Educational Aid for college courses
Performance Planning Interaction Guidelines
CLARIFY
KEYS:
Esteem
Empathy
Involvement
Share
Support
DEVELOP
OPEN
AGREE
CLOSE
Check for
Understanding
Make Procedural
Suggestions
Putting it all in Careers
1.
2.
3.
4.
5.
Access the right site:
https://careers.umw.edu/HR
Follow instructions in booklet.
Print document
Get appropriate signatures.
Return to HR by 10/15/10 deadline
* Call HR if you have problems.
Thank you, Again!!
Your contributions have made
a difference