Transcript Orientation to Performance Planning, Feedback and Development

Orientation to
Performance Planning, Feedback
and Merit Allocation
Process for Supervisors of TMG
Purpose of this Training
• Review the goals of Performance Management and their
importance to McMaster University
• Review the Performance Planning Process and the
Performance Management ‘Toolkit’ (PMT)
• Provide hands-on ‘work-through’ objective-setting
examples and answer questions
• Review the annual increase range (merit allocation)
• Discuss critical dates and responsibilities of the Reviewer
Overview of Human Resources
Management
Performance Planning
P/M
Compensation
Succession
Planning
Coaching/
Feedback
Training/
Development
Pay for Performance Philosophy
Performance is variable
Performance can be measured
Emphasis on rewarding sustained high
performance
Distinguish between varying levels of
performance with appropriate merit
recommendations
Performance Management
Planning
The Cycle of Performance
Management
Assessing
Performance
Performance
Planning
Coaching: Feedback
& Development
Positive work climate
• Engaged employees
• Recognition
• Professional Development
Goals of Performance Appraisal
Performance Appraisal provides an
opportunity for discussion between
supervisors and TMG staff:




to
to
to
to
articulate unit/department goals
clarify expectations
discuss training/development priorities
set individual performance goals
Critical Elements
Management commitment
Employee participation
Effective education and training
Objective feedback from multiple sources
Recognition for good performance
2-sided accountability
(supervisor/employee)
Note:
The single most important element to
successful performance management is
effective two-way communication between
the supervisor and the employee
Completing the
Performance Appraisal
Performance Appraisal meeting
Purpose:
• Two-way dialogue between supervisor and
incumbent
• Discuss achievement of objectives/training
priorities for previous academic year
• Clarify goals, expectations for upcoming
year
Preparation by the Supervisor
In advance of the Performance Appraisal meeting:
• Familiarize yourself with the key responsibilities
•
•
•
in the employees’ most recent job description
Review goals/objectives set the previous year
Review employee’s Personal Development Plan
priorities and/or Assessment of Management
Core Competencies results
Review employee’s file and relevant records/
notes/training information
Conducting the Discussion
COACH
• Observe performance
•Guide development
•Give feedback
•Document performance
•Create motivating climate
LEADER
COMMUNICATOR
Objective Setting
An objective is:
“A precise, measurable statement of what you intend to
achieve during a specified period of time toward a
particular desired outcome.”
Purpose:
• To differentiate between varying levels of
•
•
performance
To clarify expectations
To achieve departmental/organizational
goals
Objective Setting cont’d
Process:
•
•
•
•
Evaluate achievement of objectives set the
previous year
Review training/development targets
Acknowledge special contributions
Set objectives for the coming year (include
feedback from personal development plan
and/or core competency assessment to set
training/development priorities)
Mandatory
All managers must include responsibility for Health &
Safety as a key objective for 2007/08
• Complete Due Diligence, WHMIS and fire safety training
• Provide health & safety, and site-specific orientation for
•
•
•
•
•
•
new hires
Complete workplace inspections; participates in
workplace inspections, when required
Host health and safety information sessions
Commend health and safety performance
Document all training
Review/comply with Risk Mgmt policies
Identify department first aid provider(s)
Considerations when Setting or
Assessing Objectives
Objective
What will be accomplished?
How does it tie into the
department/organization
strategy?
Action Plan
How will this be accomplished?
Measures
What does ‘successful achievement’
look like?
Results
What was achieved?
Levels of Achievement
Levels of Achievement:





Below expectations in most areas
Below expectations in some areas
Met expectations
Exceeded expectations in some areas
Exceeded expectations in all areas
Objective Setting
Examples
Example (Below Expectations):
Performance/
Training Objectives
What will you accomplish?
Develop a training
strategy for staff on
utilizing a new
Department
information system
Action Plan
Measures of Success
Actual Results
How will you accomplish this
objective? What resources or
support are needed?
What does success look like?
What was actually achieved?
Identify/prioritize staff
training needs
Identify technical
requirements of
individual workstations,
and ensure those
requirements are in
place, or requested
Develop schedule for
training based on
grouping individual
needs
Identify a strategy for
training new staff as
hired
Staff training needs are
identified and prioritized
appropriately
Workstations are
updated to meet
minimum system
requirements
Individual staff training
needs are grouped, and
training is provided to
maximize attendance/
minimize costs
Survey indicates staff
satisfied with training
provided; comfortable
with using system and
access to assistance
On-going training
strategy in place
Staff training needs were
not prioritized appropriately
Some staff workstations
were not updated prior to
training, requiring additional
sessions which increased
overall costs
Some staff did not receive
the training announcement,
so additional sessions had
to be planned
Trained staff not
comfortable with their
knowledge of the system;
training information was
late; staff aren’t aware of
assistance available
On-going training strategy
partially developed, but not
complete
Example (Meets expectations):
Performance/
Training Objectives
What will you accomplish?
Reduce Department
printing costs by
10% by end of
budget year
2005/06
Action Plan
Measures of Success
Actual Results
How will you accomplish this
objective? What resources or
support are needed?
What does success look like?
What was actually achieved?
Review current users
of printing services
Review current paper
supplier against
alternate suppliers and
determine cost savings
Review copier service
contracts and meet
with service supplier to
review alternatives
Meet with
departmental
administrative staff to
brainstorm ideas
Costs will be reduced
through a number of
strategies:
Areas of potential costrecovery identified (e.g.,
faculty research
photocopying, research
centres, students)
Alternate paper
suppliers are identified
that provide a costsaving
Trade-in older
photocopiers for newer
models that will provide
greater efficiency overall
Printing costs reduced
by10%
Identified alternate paper
supplier that provided
cost savings
Cost recovery strategies
implemented for
research-areas
Reviewed copier
contracts; replaced those
expiring with machines
with printing/fax
capabilities, reducing the
need for some planned
printer/fax purchases
Increased staff
satisfaction by being
included in the process
Example (Exceeds Expectations):
Performance/
Training Objectives
What will you accomplish?
Host a High School
parent-student Day
in Spring, 2006
Action Plan
Measures of Success
Actual Results
How will you accomplish this
objective? What resources or
support are needed?
What does success look like?
What was actually achieved?
Identify internal
departments that need
to be involved
Work with High School
reps to ensure
coordination with
parents/teachers
Event is planned to
maximize attendance
and value to
participants
All appropriate internal
departments have been
included
Coordinates with High
School reps to maximize
attendance of
teachers/parents
Teachers/parents/
students able to attend
Survey of attendees
indicates high
satisfaction with venue,
planning, and value of
information received
Internal departments
highly satisfied at
coordination and timing
of event.
Unsolicited positive
feedback received from
students/parents
Attendance exceeded
projected numbers, and
contingency planning
enabled seamless
accommodation
Met projected cost
projection
Many parents/students
indicate changing their
1st selection to McMaster
Work-through Objective-Setting
Choose a required objective for one of your direct
reports, and write it in column A. Complete
columns 2-3 for that objective.
In groups of 2, or as a group, review and discuss
Make sure the objective follows the SMART
principle (Specific, Measurable, Attainable,
Realistic, Time-bound)
Work-through Example:
Performance/
Training Objectives
What will you accomplish?
Action Plan
Measures of Success
Actual Results
How will you accomplish this
objective? What resources or
support are needed?
What does success look like?
What was actually achieved?
Objective Setting cont’d
Timing:
• May, annually (with reviews scheduled
September and January)
Participants:
• Supervisor, TMG Staff member
Use:
• Level of achievement used to determine merit
award
Core Competency Assessment
Purpose:
•
Identify training and development needs
•
Facilitate discussion of personal
developmental priorities
Core Competency Assessment
cont’d
Process:
• Supervisor/Incumbent:
or
•
Complete assessment, discuss outcomes, agree on
training/development priorities
360 degree assessment:
Incumbent, supervisor discuss and agree on a
number of ‘evaluators’ who complete the
assessment, provide confidential feedback that
supervisor summarizes for discussion to identify
training/development priorities
Core Competency Assessment
cont’d
Timing:
•
March, April annually
Participants:
•
Supervisor, incumbent (+ peers, subordinates,
others for 360 degree review)
Use:
•
Identify training and development priorities
that will become a ‘key objective’ for the
upcoming year
Other Tools:
Personal Development Plan
Purpose:
• Assist incumbent to identify personal
priorities for training and development
 Optional
 Completed by incumbent to facilitate
discussion about training/development
priorities
Total Performance Results
Purpose:
•
•
•
To summarize achievement of set
objectives
To identify progress toward training and
development targets
To support individual merit
recommendations
Periodic Review Meetings
Purpose:
• Continuous opportunity for two-way
discussion
• Timely feedback on projects
• Review progression toward achievement
of goals
• Identify challenges
• Modify objectives, as needed
Available in March/07 on the
Working at McMaster website:
• Guidelines and forms to support
Performance Management process
• Examples to assist understanding
• Articles related to Performance
Management
• TMG Merit Distribution history
• Training/development resources
• Frequently Asked Questions
Merit Allocation
Goals of Merit Allocation
 Recognize different performance levels
or contribution to the work unit
 Move individual salary toward the
appropriate section of the salary range
 Help retain professional high performing
employees
 Progression through the salary range
Other considerations
 Pay-Performance link
 Flexibility for Managers to allocate merit
 Performance appraisal is required to
process a merit award
 Merit award reflects overall performance
 Merit is NOT an ATB increase
Salary Ranges
Minimum
Minimum amount of pay for a job in the band
P60 Rate
Maximum pay for an employee who can consistently
perform all the responsibilities of the job in a fully
competent manner
Marker for all decisions concerning pay
60th percentile in comparison with average salaries in the
market place for jobs of similar relative value
High Performance Range Maximum (HPRM)
Highest salary for a job band
Recognizes performance consistently exceeding
expectations
Merit Awards
Supervisors determine merit awards
based on the following factors:
 Consideration of annual increase range
 Assessed performance of job
accountabilities and/or achievement of
objectives
 The employee’s compa-ratio and position
in the salary range
Guiding Principles
Employees with performance that is less than satisfactory
receive little or no merit
 The exception to the above point is an employee very
low in the salary range whose performance is
steadily improving on the learning curve (typically a
new employee)
Larger awards are given to employees who consistently
demonstrate fully-competent or better performance with
salaries below P60
The salary of a employee who demonstrates successful
performance should be moving toward the 100%
compa-ratio (e.g., compa-ratio increasing)
Compa-ratio
Measure of an employee’s salary within the
salary range in relationship to P60
 At minimum, compa-ratio = 80%
 At P60, compa-ratio = 100%
 At HPRM, compa-ratio = 120%
Compa-Ratio Consideration
Current Salary: $40,000; 3 years in position
Pay line increase: 2.5%
Annual Increase range average: 3.5%
Across-the-board (ATB): 0.75%
Min.
Min.
$35,200
35,200
P60
P60
$44,000
44,000
Max.
Max.
$52,800
52,800
Pay line movement: 2.5%
2006
2007
80
100
90
80
87.5
90
94.25
95
120
100
120
Impact on compa-ratio (example):
2.5% range movement + ATB + annual increase range (merit)
Below Expectations: <2.5% range movement + 0.75% ATB + 0% merit < 3.25% total
Meets Expectations:
2.5% range movement + 0.75% ATB + 3.5% merit = 6.75% total
Exceeds Expectations: 2.5% range movement + 0.75% ATB + > 3.5% merit > 6.75% total
Compa-ratio Considerations
cont’d
2.5% range movement + ATB + annual increase range (merit)
Goal:
To maintain the compa-ratio (e.g., 90)
When:
Performance is below expectations
Increase: <2.5% range movement + 0.75% ATB + 0% merit
<3.25% total
Goal:
To increase the compa-ratio (e.g., to 93)
When:
Performance meets expectations
Increase: 2.5% range movement + 0.75% ATB + 3.5% merit =
6.75% total
Goal:
To increase the compa-ratio more significantly (e.g., to 95)
When:
Performance exceeds expectations
Increase: 2.5% range movement + 0.75% ATB + >3.5% merit
>6.75% total
Challenges:
What can I do if there is not enough money in my merit
pool to recognize performance?
 Request additional dollars from the envelope
budget
 Envelope manager has oversight for several work
units. Some work units may not spend all the
allocated merit pool, especially if the compa-ratio
in the unit is greater than 100%
 Use department budget
 Reallocate “gapping” attrition
Critical Deadlines:
March/07
• Performance memo/web materials available
• Training sessions held
• Assessment of core competencies
April/07
• Supervisor/incumbent meeting to
– Review 2006/07 objectives; set objectives for 2007/08
May/07
• Merit/Salary Decisions submitted
September/January annually
• Periodic review and realignment of objectives
What to submit?
With an employee’s merit allocation
recommendation, submit:
• Objectives for 2006/07 – completed and signed
• Total Performance Results 2006/07 – summarize
achievements of objectives; training and
development achievements
• Objectives for 2007/08 – link to department
goals; prioritize training; include health & safety
Human Resources Services
We’re here to help you. Our role is:
 stewardship
 support for the process, reference tools,
training and consultation
 retain TMG staff files, job descriptions, past
performance reviews
 maintain Total Rewards website
http://www.workingatmcmaster.ca/totalrewards
Thank You!
QUESTIONS/COMMENTS?