Transcript Performance Management - Adams State University

Performance Management
Planning and Evaluations
What Is Performance
Management?


A collaborative process involving the supervisor
and employee to ensure that employee
performance is identified, selected, developed
and rewarded.
Performance Management provides a framework
for employees to participate in establishing their
own performance goals and objectives, and to be
full participants in reviewing their individual
progress toward those goals. It provides the
supervisor with an opportunity to include the
employee in the planning process, as well as
setting the parameters for review of progress,
annual appraisals and appropriate performance
salary adjustments.
Performance Goals
•Are not run of the mill daily chores
•Must be important enough to stimulate
extra
effort
•Must be challenging enough to produce
results that reflect the effort required to
achieve those results.
Adams State College Mission Statement
Adams State College dedicates its resources to
provide opportunity and access for all students.
The College is an innovative leader that
recognizes the inherent educational value of
diversity. It is a catalyst for the educational,
cultural, and economic interests of rural
Colorado, the surrounding region, and the global
community.
Adams State College Vision Statement
We measure our success by the success of our
students in achieving their life goals. We are
Colorado's most effective state-assisted fouryear college. Our efforts provide a high quality
educational experience through a supportive and
rigorous learning environment. Our programs
recognize the value of continual improvement
while embracing diversity of culture and ideas
that stimulate intellectual growth.
Department Mission Statement
Key Job Responsibilities
•What are the things I am accountable for?
•What are the major parts of my job?
•Must be challenging enough to produce
results that reflect the effort required to
achieve those results.
Individual Performance Goals
A well-constructed Performance Plan can be
the key to job satisfaction and success. It
takes commitment to develop a high-quality
Performance Plan.
A Performance Plan should make each
employee feel like part of a winning team.
Identify potential obstacles.
Identify obstacles to goal achievement.
Plan a way to overcome the obstacle.
Develop an effective Action Plan
Detail what activity, material, or equipment
is needed to achieve the planned objectives.
Designate the people required to carry the
plan to success.
Specify when checkpoints need to be met.
Determine alternate courses of action that
should be available.
Schedule

May 1-10, 2011
Updated Performance PLAN Due in
Human Resources for the
April 1, 2011 to March 31, 2012
evaluation period.
Schedule (cont.)
October 1-10, 2011
Midyear Progress REVIEW due in
Human Resources
 March 31, 2011 – April 10, 2012
Performance EVALUATION Due in
Human Resources

Vocabulary
 Performance
Evaluation – Rating of
employee, completed at the end of the
performance period.
 Performance plan – Developed within 30
days of hire or transfer or within 30 days
following evaluation.
 Performance Improvement Plan –
Necessary only for those employees rating
a 1 or if performance problems have
surfaced.
Vocabulary (cont.)
Midyear progress review – Conducted
on/about September 30 at the midpoint of
the evaluation period.
 Interim evaluation – Completed
immediately for employees leaving or
transferring out of your area.
 Core competencies – Knowledge, skills
and abilities, behaviors and characteristics
required for successful performance of all
jobs in Colorado state government,
regardless of level, occupation or work
unit.
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Steps

Planning – Foundation
– Performance management is a tool that helps
organizations, as well as individuals, achieve
their visions, goals and strategic objectives in
the work environment.
– The performance plan should include
“SMART” goals and expectations, i.e. goals
should be Specific, Measurable, Attainable
within a set time frame, Results-oriented and
Trackable over time.
Steps (cont.)

Review – Coaching and Feedback
– Performance management is an ongoing
process, not a one-time event. A successful
performance management system encourages
open, ongoing communication to build trust
and develop a work environment that focuses
on continuous improvement and increased
productivity.
Steps (cont.)

Review – Coaching and Feedback
– Interim and/or ongoing (midyear) progress reviews
shall be provided to the employee by the supervisor
no less than once during any rating period. These
progress reviews shall include a review of the goals
and objectives set forth in the employee’s
Performance Plan, and modification of the
Performance Plan as needed and appropriate.
Steps (cont.)

Evaluation – Rating
– Employees shall receive a written
Performance Evaluation at least annually. The
employee’s evaluation shall be based on the
employee’s past year’s performance plan.
– Performance will be rated based on three
levels, with Level 1 indicating needs
improvement performance.
Preparation
– By the Supervisor
– By the Employee
Discussion
– Give and take on both sides
– Expectations and feedback
Supervisor scores and rates employee
– Meets with 2nd level reviewer
– Discussion
– 2nd level reviewer sees and ensures ratings for
their division reports are as consistent as
possible. (step back look)
2nd meeting between supervisor and
employee
– As formal or informal as the situation dictates
– Score is presented to employee
– Both supervisor and employee sign in two
places, on the front sheet and at the end of the
evaluation on the separate sheet.
Information and forms

http://www2.adams.edu/administration/hr/form/form.php
Page 1
1. Performance
Planning section (Blue)
Due May 1-10.
2. Performance Midyear progress review
(pink)
Due October 10
3. Final Performance
evaluation (green)
Due April 1-10.
Sections in yellow can
be obtained from
PDQ>.
UNIFORM CORE
COMPETENCIES
At beginning of evaluation
period, determine or
choose the core
competencies on which
the employee will be
evaluated. There are five.
(Yellow).
Discuss and agree on how
important the factor is in
the employee’s
performance and put in
the weight .
(green)
These two columns
(weight and factor) will be
reviewed and can be
amended at the midyear
progress review session.
•UNIFORM CORE
COMPETENCIES (cont.)
At the end of the evaluation
period, the supervisor will
insert numbers , from 1-3
(can be decimal points, i.e.
1.5) in the right hand
columns to rate the
performance of the
individual employee (pink).
Section VI.
Individual
Performance
Objectives
(IPOs) .
These are
unique to the
employee’s
duties and
cannot be more
than 25% of the
weight (may be
less).
Key to Rating
Levels.
Explanation of
three rating
levels.
Section VI.
Quantification.
Transfer weights
from Section IV
(Uniform Core
Competencies)
(blue column) from
the previous two
pages to this page.
Transfer scores
from Section IV
(pink columns) to
these columns
(pink).
Section VI.
Quantification (cont.)
Multiply the weight
(blue) times the rating
(pink) for the score in
the far right column
(green) . Add all the
scores for the total.
From the total score,
(green column)
convert the numeric
score to the
descriptive rating and
mark that level (below
Quantification
section).
For employees
whose rating is
“Unsatisfactory
Performance”
or
“Consistently
exceeds
expectations”,
please fill out
the justification
box following
the Key to
Rating Levels.
To be
signed
when
employee is
given final
rating, after
reviewer
has signed.
Interim
Evaluation
Only to be
completed
when an
employee
leaves your
area or the
college
Performance
Improvement
Plan
To be used when
an employee
receives a rating
of 1 – Needs
Improvement.
Where to Get More Information

Human Resources – 7990

Books and CDs available for check out

State of Colorado Website http://www.colorado.gov/cs/Satellite/DPADHR/DHR/1244207391070