Transcript Performance Management Information for Staff

PERFORMANCE
MANAGEMENT
INFORMATION FOR STAFF
2013-2014
Sponsored by Staff
Advisory Council and
OUSL HR
OVERVIEW OF SESSION
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Why manage performance?
Steps/Process
Timeline
What is your role?
Goal setting
Self-evaluation
Preparing for your review
Keys to a successful discussion
Ratings
Merit values
Take aways
Resources
WHY MANAGE PERFORMANCE
 Per formance management is a continuous cycle of communicati on,
between the super visor and employee, focused on helping the employee
achieve his or her best workplace results. It requires thoughtful planning,
ongoing communication, coaching, feedback , development, documentati on
and commitment to follow through on basic elements of good management
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Align effort and behavior with unit, college and university strategic plans and values.
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Plan for the future.
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Optimize available staffing.
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Clarify expectations between supervisors and staff.
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Set goals and support development.
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Evaluate performance fairly and consistently across unit.
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Provide verbal and written recognition and reward with new projects and other
professional development.
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Enhance the quality of the unit, college and university.
Excellence to Eminence!
PERFORMANCE MANAGEMENT STEPS
This is the culminating
communication for the entire
performance cycle, focusing on
areas of achievement, areas for
improvement, and goals for the
future.
Step 4:
Performance
Review
Step 1:
Planning &
Goal Setting
Ongoing two-way
communication
Step 3: MidYear Check-In
Clear performance objectives
should be established and
communicated and align with unit,
university goals and institutional
values.
Step 2: MidYear Check-In
The opportunity to provide
documented coaching and
feedback; to note what's working,
what's not and how to adjust
behaviors moving forward for
success.
TIMELINE
Due Date
Step 1: Planning & Goal Setting
09/15/2013
Step 2: Mid-Year Check-In
12/16/2013
Step 3: Mid-Year Check-In
03/03/2014
Step 4: Performance Review
07/01/2014
WHAT IS YOUR ROLE
 Take responsibility for your own continuous
improvement and development.
 Be co-accountable for the performance
management process and an active
contributor.
 Review and Reflect:
 What are the priorities for this year?
 What is my departments focus? What is OSULs
focus? How does my particular unit support the
goals and mission statements of OSU and OSUL?
 How will this affect your performance goals?
 Ask questions to seek clarification.
 Ask for feedback.
 Share obstacles or needs to meet
expectations.
GOALS
 2 types of goals
 Performance goals
 job-oriented and describe something employees have to
produce (tangible outputs) to make the organizational goal
come true.
 Professional development goals
 focus on learning and development and help you achieve
your performance and career objectives. They fill the “gap”
that may exist between your current skills and abilities and
the skills and abilities that will allow you to achieve your
performance and career objectives.
GOAL SETTING TIPS
 Things to Consider:
 How will this goal add value to your department?
 Does it align with university values and the
libraries strategic plan?
 Reflect on your personal goals and aspirations:
 What are your personal career aspirations?
 What interests you most about your work?
 What are you areas of strength and where are
your opportunities for development?
 Elements of an ef fectively written goal:
 Answers the following: Who, What, Why, When, Where, and How.
 Make it SMART (Specific, Measurable, Action-oriented, Realistic, and Timely)
 Need help?
 Talk with your supervisor about the goals for your team , department, unit,
and the university. Discuss and identify how your work supports those
goals – every role, even though it may seem small, contributes to success.
They can also help you write goals that are SMART so that you can
evaluate your achievements throughout the year and share insights into
potential challenges, as well as alternative opportunities.
EXAMPLE GOALS
 Improve quality of ser vice of fered by weekend student assistants by
reducing process error s by 5% by June 2014
 Attend Microsof t Excel 2007/2010 Training by June 2014.
 Coach overnight team to reduce Thesis scanning error s by 4% by
December 2013
 Create a patron satisfaction sur vey with 10 questions and make
available by December 30, 2013. Compile and distribute results to
circulation super visors by May 30, 2014 with 2 suggestions on
strategies to increase customer satisfaction.
 Reduce the number of depar tmental backlogs by cataloging at least 25
backlog items per week .
 Improve workflow to 10 days or less for processing incoming new books
by December 2013.
 Attend training on original cataloging techniques by November 2013.
 Begin producing original cataloging records by December 2013 and by
March 2014 produce all original cataloging records for X materials.
TIPS FOR WRITING A SELF EVALUATION
Set aside time and write away from distraction.
Consider the full year (the good, the bad & the ugly).
Review the performance plan, mid -year check-ins, and results.
Include written examples to clarify and illustrate your points.
Quantify them whenever possible. Think results, not just
activities.
 Avoid using “always” and “never.”
 Write a draft and review it before submitting.
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PREPARING FOR YOUR REVIEW
 Gather any documentation regarding your performance that
you’ve collected throughout the year.
 Review any feedback from others (customers, peers, etc.).
 Review your job description, performance plan, mid -year
check-ins, and your results.
 Objectively review strengths and weaknesses, candidly
admitting when things went wrong .
 Write down any questions that you want to ask your
supervisor.
 Be prepared to talk about your performance – what you do
well; how you could improve, what you would like to learn or
add.
KEYS TO A SUCCESSFUL DISCUSSION
 Make sure you are given ample time:
 To read the evaluation before discussing it and for the discussion.
 Prepare for feedback:
 Be open to hearing critical feedback and stay curious. Even if you do not
agree, at least be curious about the feedback and ask questions to
understand the points being made.
 Remember Feedback is necessary for you to be successful.
 Don’t take feedback personally. The intent is to help you grow and
improve.
 Let the feedback settle before you respond.
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Take the opportunity to ask questions for clarity.
Provide specific examples to clarify and illustrate your thoughts.
Ask to meet again about the evaluation if you feel the need.
Seek regular communication thereafter.
RATINGS
0 - Did Not Meet Expectations
Fell short of required performance and improvement is required.
1 - Occasionally Did Not Meet Expectations
Met some job expectations, however fell short of required performance.
2 - Fully Met Expectations
Demonstrated an on-going pattern of performance that fulfilled the job expectations.
3 - Often Exceeded Expectations
Demonstrated performance that had a significant impact on the unit or the
Libraries.
4 - Consistently Exceeded Expectations
Reserved for recognition of specific, exceptional, “above and beyond” performance in
the particular year under review, and not to recognize high-level performance that is
generally consistent from year to year. It’s the achievement of eminence.
 S o w h a t ’s t h e d i f fe r e n c e b et we e n a 3 a n d a 4 ?
 It’s not black and white and involves some level of subjectivity.
 It’s not a one or two time thing, it’s consistently exceeding on the what and living the
values every day.
 Ask yourself have you…
 fully met and often exceeded all regular work expectations
 volunteered for a committee?
 taken the lead on a unit project or committee sponsored project?
 volunteered to help with work/projects outside your regular discipline and/or unit?
 had significant impact on the unit and/or Libraries as a whole?
 Ask your supervisor what behaviors and duties you can exhibit that will help you achieve
top performance.
ANNUAL MERIT COMPENSATION
PROCESS
 What is it?
 The annual process of determining salary increases, processing those
changes and notifying faculty and staff.
 How is the merit pool determined?
 The merit pool aggregate is set by central administration. This past year
a 2% aggregate was set.
 How is the merit distributed?
 The university does not administer step, across-the-board, longevity, costof-living, or other similar types of increases.
 At OSUL we exhaust all available funds and increases are tied directly to
performance ratings.
 The aggregate percent of increase for faculty, unclassified, and classified
staff must remain separate and there can be no more than a .25%
difference between each.
 For every employee receiving more than the aggregate another employee
must receive less than the aggregate.
SAMPLE AMCP
SPREADSHEET
2013
Aggregate 2%
A&P Key
CCS Key
Faculty Key
Rating
%
Rating
%
Rating
%
0
1
2
3
4
0
0
1.20%
2.25%
3.75%
0
1
2
3
4
0
0
1.30%
2.25%
3.75%
<3
3
3.5
4
4.5
5
0
1.25%
1.75%
2.25%
3.00%
3.75%
2012
Aggregate 3%
A&P Key
Rating
0
1
2
3
4
CCS Key
%
0
0
2.00%
3.00%
5.00%
Rating
0
1
2
3
4
Faculty Key
%
0
0
2.25%
3.25%
5.25%
2011
Aggregate 2%
A&P Key
CCS Key
Rating
<3
3
3.5
4
4.5
5
%
0
2.00%
2.50%
3.00%
3.50%
5.00%
Faculty Key
Rating
0
1
%
0
1.10%
Rating
0
1
%
0
1.30%
Rating
<3
3
%
0
1.10%
2
3
2.10%
4.00%
2
3
2.30%
4.00%
3.5
4
4.5
5
1.60%
2.10%
2.60%
4.00%
2010
Aggregate 2%
A&P Key
Rating
0
1
2
3
CCS Key
%
0
1.10%
2.10%
3.40%
Rating
0
1
2
3
Faculty Key
%
0
1.42%
2.40%
3.40%
Rating
<3
3
3.5
4
4.5
5
%
0
1.10%
1.60%
2.10%
2.60%
3.40%
4 YEAR
SNAPSHOT
TAKE AWAYS…
 Performance management focuses on communication, goal
setting and continuous improvement.
 It is important to build a good working relationship with your
supervisor.
 Meet/Talk regularly.
 Ask for clarification when needed.
 Keep your supervisor informed so they are not blindsided.
 Performance management is not an event – it is a 365 day
cycle.
 Even successful employees need both positive and
constructive feedback to grow and improve. Be open to
hearing critical feedback and stay curious.
FORMS AND RESOURCES
 OSUL Forms and Resources
 https://portal.lib.ohio-state.edu/intranet/display/Performanc
 Resources from OHR
 Preparing for your Review
 http://hr.osu.edu/hrpubs/pm/PreparingYourReview.pdf
 Receiving Feedback
 http://hr.osu.edu/hrpubs/pm/ReceivingFeedback.pdf
 Feedforward: http://hr.osu.edu/hrpubs/pm/AskingFeedback.pdf
 Preparing for Performance Planning
 http://hr.osu.edu/hrpubs/pm/PlanningConversation.pdf
 Goal Setting
 http://hr.osu.edu/hrpubs/pm/GoalSetting.pdf
 Sample Individual Development Plan: http://hr.osu.edu/hrpubs/pm/FAQs.pdf
 Frequently Asked Questions
 http://hr.osu.edu/hrpubs/pm/FAQs.pdf
QUESTIONS?