Transcript Training - Gonzaga University

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Performance Management
2010
Session Agenda
Performance Management Cycle
Organizational Success
Shared Responsibilities
Setting Goals and Expectations
Preparing and Conducting the Annual
Performance Review
 Gonzaga’s Performance Review Process
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Performance Management Cycle
1
Setting Goals & Expectations
Define job criteria by which performance
will be measured based on job description
Establish goals and objectives
Communicate expectations
Rework objectives or performance
standards, if necessary
3
Annual Performance Review
GU Performance Review
Mistakes to Avoid
Behavior Based Statements
2
Performance Coaching
Give effective feedback
Recognize area of development
Coach for better performance
Document
4
Defining Organizational Success
 All organizations must be wise about their choice of
strategies to remain competitive
 Everyone and everything in the organization must
be doing their part to ensure strategies are
implemented effectively
 Managers are responsible for the results
accomplished by their employees
 Simply put, effective performance management
ensures that goals are consistently being met in an
effective and efficient manner
“Being busy is not the same as producing results”
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Shared Responsibility
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Shared Responsibility
 Ensure both parties are clear on job
expectations, job description and duties
 Engage in on-going communication
 Regular meetings
 Weekly email updates
 Project status reports
 Discuss questions and clarify priorities
7
Shared Responsibility
 Utilize Objective Criteria to discuss
performance
 Compare to job expectations
 Utilize goal statements to assess
progress/struggle toward achieving goals
 Assess competencies
 Use metrics
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Manager:
Roles and Responsibilities
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Manager:
Roles and Responsibilities
 Accountable for your organization’s
success
 Provide on-going assessment and
communication of performance
 Use performance reviews to assist in
determining overall employment status
 Determine employee annual salary
increases as part of the future
compensation system
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Manager:
Roles and Responsibilities
 No surprises
 Poor performance should have been
addressed when it happened
 The Performance Review Discussion is not the
place to mention it for the first time
 If poor performance has been significant, a
Performance Improvement Plan should be in
place
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NO
NO NEWS
NEWS
IS IS
GOOD
NEWS
GOOD
NEWS
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Performance Management Cycle
1
Setting Goals & Expectations
•Define job criteria by which performance will be
measured based on job description
•Establish goals and objectives
•Communicate expectations
3
•Rework objectives or performance standards, if
necessary
2
Annual Performance Review
Performance Coaching
•GU Performance Review
•Give effective feedback
•Mistakes to Avoid
•Recognize area of development
•Behavior Based Statements
•Coach for better performance
•Document
13
Effective Goal Statements
 Provide an excellent basis for setting and
monitoring progress toward strategically aligned
goals
 Ensure objectivity in measurement
 Go beyond an essential job function
 Clarify something specific to focus on for the
upcoming year
 Use SMART formula (Specific, Measurable,
Agreed Upon, Relevant, Timed)
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Smart Formula
 Specific – goals need to be specific in order to be achieved.
“Improving customer service” vs. “Reduce customer dropout rate to less than 20%”.
 Measurable – goals need to be quantifiable and
measurable in a way that leaves no doubt that the goal has
been achieved. employee should know how progress will be
measured.
 Agreed Upon – goals should take into account the
knowledge and needs of the people involved in
accomplishing them. When there is buy-in, people are more
willing to make efforts toward achievement of goals.
 Relevant– A relevant goal aligns with existing plans and
priorities of the organization. It reflects the results which
must be improved or maintained to successfully accomplish
the mission.
 Timed – goals exist within the context of a schedule. There
needs to be an agreed upon timetable that incorporates
regular, structured review and assessment of progress
toward the goal.
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Obstacles to Goal Achievement
 As part of on-going assessment and
communication it may be necessary to
revise or eliminate certain goals
 Objectives may change based on the
organization’s needs. Be sure to adjust
employee goals and objectives
accordingly.
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Performance Management Cycle
1
Setting Goals & Expectations
•Define job criteria by which performance will be measured
based on job description
•Establish goals and objectives
•Communicate expectations
•Rework objectives or performance standards, if necessary
3
2
Annual Performance Review
Performance Coaching
•GU Performance Review
•Give effective feedback
•Mistakes to Avoid
•Recognize area of development
•Behavior Based Statements
•Coach for better performance
•Document
17
Performance Discussions
Definitions
 Feedback = communication regarding the effect one’s
behavior is having on another person, the team, the
organization, or the customer
 Positive feedback = involves telling someone about
behavior that meets or exceeds standards and
expectations. Provide specific examples and explain how
these behaviors benefit the organization
 Constructive feedback = alerts an individual to
behaviors which could improve. Constructive feedback is
not criticism; it is descriptive and should always be
directed to the action, not the person
Effective Feedback
 Useful feedback serves to:
 Keep the performance on track, and
 Get the performance back on track
 Giving and receiving feedback can strengthen
the partnership between manager and
employee.
 Effective feedback creates a positive,
motivating work climate.
 One of the most productive things a manager
can do is provide specific, ongoing feedback
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Effective Feedback
Feedback should be:
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Specific, direct and honest
Focused on the what not the who
Done at the right time in the right place
Consistent
Solution-oriented
Most importantly, treat others with RESPECT
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Performance Management Cycle
1
Setting Goals & Expectations
•Define job criteria by which performance will be
measured based on job description
•Establish goals and objectives
•Communicate expectations
3
•Rework objectives or performance standards, if
necessary
Annual Performance
Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
2
Performance Coaching
•Define coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
21
Manager:
Preparing for the Annual Review
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Manager:
Preparing for the Annual Review
Review Job Description
 Make sure job description is up to date
 Include a copy of job description along
with the self-review and ask employee to
assess whether it is still an accurate
reflection of their job
 Use job description as a starting point for
performance discussion and goal setting
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Manager:
Preparing for the Annual Review
Set Time and Place
 Choose a quiet, private, neutral place where you
will not be interrupted during the meeting
 Give full undivided attention (e.g. don’t
answer cell phone/work on lap-top/allow
others to interrupt/etc.)
 Confirm the time and place of the meeting
 Allot at least one hour. This will eliminate
schedule conflicts and help set the tone for a
productive discussion
Manager:
Preparing for the Annual Review
Utilize Data
 The employee’s self-assessment
 Any notes you made during the year
 Documentation from coaching sessions
 Feedback you gathered from employee’s
colleagues, customers, students, etc.
 Any other information you have that bears
on performance
Employee:
Preparing for the Annual Review
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Employee:
Preparing for the Annual Review
Complete your self-review
 Detail your accomplishments
 Provide specific examples of what
you’ve done well
 Provide specific examples of how you
would like to improve
 Clarify what you would like to
accomplish next
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Employee:
Preparing for the Annual Review
In addition to completing your self-review:
 Confirm the time and the place of the
meeting
 Be prepared to discuss specific examples of
behaviors and performance outcomes
 Be receptive to feedback
 Take ownership to enhance performance
 Be open to assistance to heighten
performance
Manager:
Conducting the Annual Review
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Manager:
Conducting the Annual Review
 Start on a positive note
 Set the tone as one of communication and
feedback
 Discuss responsibilities, clarify
expectations and compare actual
performance to performance standards
 Use documentation to discuss specific
instances of performance
Manager:
Conducting the Annual Review
Ask for the employee's assessment,
comments and suggestions
 Listen carefully and seek to understand
 Ask for examples
 Liberally use the phrase, "Tell me more"
 Don't take it personally
 Be open-minded—there may be a better
way
 Admit mistakes
 Thank the employee
Employee:
Participating in the
Annual Review
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Employee:
Participating in the Annual Review
 Ask for feedback on what you’re doing
well
 Ask for feedback on what to improve
 Ask clarifying questions
 “What else could I have done to improve X?”
 “Do you have any suggestions for me?”
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Employee:
Participating in the Annual Review
 Share what you plan to achieve and
ask what your manager expects you
to achieve by the next review period
 Make sure goals are SMART
 Inform manager of issues or roadblocks
and discuss how to resolve them
 Let your manager know what you need
from him/her to be successful
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Employee:
Participating in the Annual Review
 Discuss your professional
development goals for the year
 Complete the discussion
 Thank your manager for his/her
feedback
 Commit to another successful year
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Gonzaga’s Performance
Review Process
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GU Performance Review Packet
 Overview Document - Compensation philosophy,
guidelines and annual review rating definitions
 Employee Self-Review Document - Contains self
assessment and employee goals
 Annual Performance Review Document Performance and behavior criteria
Performance Review Packet can be found at
www.gonzaga.edu/hr
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Performance Review
Program Guidelines
 Annual performance reviews should be
completed by June of each year.
 Prior to review meeting:
 Manager should present his/her staff with
their job description and self-review document
generally 2-4 weeks prior to the performance
review discussion
 Manager should include any specific job
criteria added to the review
 Manager and Employee should assess past
year’s goals and timelines
 Employee should complete her/his self-review
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Performance Review
Program Guidelines
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Typically, annual salary increases spreadsheets
will be distributed for approval/signature by
Human Resources to the Area Vice President
and should be returned to Human Resources as
part of the annual budgeting process
Any employee concerns regarding performance
review content should be addressed within the
Area Vice President Division
Final annual increase spreadsheets are provided
to Payroll for loading from Human Resources
Annual increases will be communicated by the
President
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Performance Review
Program Guidelines

Manager forwards signed document to
the department head, dean, or area vice
president for signature

Original signed copy of the review should
be sent to Human Resources to file
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Manager should conduct on-going
performance discussions, maintaining
open communication, and work on the
outlined goals throughout the year
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June 2010
 2 % Across the Board (ATB) for
employees in good standing or
adjustment to the minimum whatever is
greater
 Managers should communicate
approved annual increase to their
employees prior to June payroll
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Where is Everything Located?
Performance Management PowerPoint,
Self-Reviews and Review Forms are
located at:
http://www.gonzaga.edu/hr
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Questions?
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