TalOp s End-to-End Employee Life Cycle Process. HowattHR

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1 TalOp s End-to-End Employee Life Cycle Process HowattHR

2 Contents Overview of Integrated Performance System Position Profiling & Analysis Aligning Competencies for Talent & Operations Competency-Driven Performance Employee Life Cycle Management for Managers D

3 Integrated Performance System Position Description Frames the job functions Defines expectations Provides traits/ behavior profile for recruiting & interviewing Feedback Profiling & Competency Analysis Core Competency Domains e.g., Banking Core Competencies Behaviors/ Skills/Knowledge needed for the Domain e.g., Banking Fundamentals Performance Feedback Model Standards for Each \ Level The expectation of performance for each competency as it relates to specific job function e.g., ASC 2, Stage 3 1. Prepare Performance Appraisal (can be single or multi-rater) 2. Job specific feedback (out-ofcycle reports of contributions and recommendations for improvement) Manager delivering review will: A. Review feedback B. Perform a Resource Needs Analysis C. Complete and deliver performance review D. With employee, create goals for development when appropriate, cascading goals and performance targets. E. Ensure action plan and measures are clearly defined Assessment & Development Resources (to bridge performance gap) Assessment & Development Resources Key Performance Behaviors If employee below standard, determine micro-skills Micro Skills Review Micro-Skills for Career Development Map Competency: Career Development Map KPB: Skills Skills Skills Skills Micro-Skills Resources Strategies to support development e.g., training, mentoring

4 Position Profiling & Analysis

5 Aligning Talent with Business MISSION VALUES CULTURE ENVIRONMENT Business Need Business Objectives Business Vision Talent Needs Talent Management Strategy Position Profiles Core Functions Job Descriptions Standard Expectations Core Competencies 1 x 2 Core Competencies Key Performance Behaviors Key Performance Indicators Performance Management & Feedback Competency Management Performance Reviews Reward/Recognition Professional Development Programs Career Paths Hiring Standards On-Boarding Loyalty Production Profitability Efficiency Retention Influenced by business mission, values, culture, and environment, Position Profiles identify the Core Competencies that define the behaviors to be managed, reviewed and recognized in performance management and feedback systems. In turn, these direct hiring, learning, development, career pathing, and on-boarding strategies; these strategies create loyalty, production, profitability, efficiency, retention.

6 What is Position Profiling? A tool for ensuring that people skills and abilities align with operational needs Provides a framework for developing position descriptions Supports management performance Establishes bona fides of job requirements Note: All the core competencies are job related. The methodology used in this presentation complies with Uniform Guidelines on Employee Selection Procedures & Equal Employer Opportunity Commission (EEOC), the Ethical Principles of Psychologists and Code of Conduct (APA, 2002) and Use of Personnel Selection Procedures (SIOP, 2003).

7 Position Profiling Process A structured process for collecting information about a position, such as duties, responsibilities, necessary skills, outcomes, and work environment using two tools: 1. Qualitative position analysis and, 2. Quantitative position analysis. The resulting Position Profile Report defines the core competency profile, highlighting the core knowledge and skills required to perform the position.

8 Steps for Profiling Conduct organizational Discovery to orient analysis Gather and review O*NET information Draw on knowledge of subject matter experts (SMEs) One focus group for quantitative critical position analysis (3 hours) One on-line job analysis questionnaire (30 minutes) One on-line psychometric tool (Hogan HPI) Results in Technical position profile report defining the core competencies Core Competency Map

9 Value of Profiling Provides rationale for talent management program. Provides a road map for selection training and development recognition programs performance development, and succession planning

10 From Profile to Description Provides the framework for Maintaining critical organizational intelligence, Transferring knowledge to new hires, Directing and defining successful behaviors, and Platform for performance management

11 Value of Position Description Creates snapshot of core functions Provides a consistent standard for duplication Establishes an IMPORTANT legal document Sets clear performance expectations for behavior and productivity Helps employees understand their responsibilities and those of others Foundational document for onboarding and job handoff tools

12 Elements of Position Description Purpose of the organizational unit Primary purpose of the position Particulars of position: (location, hours, etc.) Working conditions General areas of responsibility listed Functions to be performed and approximate time allocation (%) Required education and experience (weighted) Required knowledge, skills, and abilities (competencies profile) Reporting structure Success indicators On-boarding Mandatory organizational training for position

13 Best Practices for Position Description 1. Have clear process in place for new position (request, approval and signoff) 2. A process flow chart for generating or retrieving position descriptions 3. Verify facts for any bona fide occupational requirements prior to attaching prima facie discriminatory criteria to description 4. Conduct Position Profiling (qualitative & quantitative analysis) 5. Set standards for Position Descriptions and provide templates 6. Create SME team (3-5 people) to work collaboratively to complete the position description template for each position 7. Ensure Management completes final review, approval and sign off. 8. Forward completed profiles to Knowledge Management and Quality Assurance teams for next steps.

14 Aligning Competencies for Talent & Operations

15 Integrative Core Competency Model Business Mission, Values, Culture, Environment Management 4. Staffing 5. Business Corporate Model Model Objectives Offering Philosophy + + Operations Business Plan + Funding Target Market + Talent Needs Talent SOPs Structure Performance Measures Recognition Risk Mgmt Org Design Communication Plan Performance Review System + Business Success Reporting GOAL Audit OUTCOME Size and Workforce Demographic Human Capital Performance For all positions, define: Position Profiles Position Competencies (see Position Profile Formula & 1x2 Core Competencies) Vertical and Horizontal Career Progress for Each Position Define Key Behavioral Performance, Standards, and Expectations Career Planning On-boarding Work Readiness Professional Dev Learning Models Training & Dev Talent Continuous Performance Improvement

16 Profiles Drive Competencies Position Profile Formula Core Functions: Job Description Position Title: Core Objective: Area of Impact: Responsibilities: Daily Activities: Reporting: 1 x 2 Core Competencies People Business Interpersonal Intrapersonal Specific General Specific Industry General

17 Competency-based Key Performance Behaviors and Indicators Core Competency Key Performance Behaviors Key Performance Indicators Core Competency Key Performance Behaviors Key Performance Indicators Core Competency Key Performance Behaviors Key Performance Indicators

18 Performance Management Competency-Based Goal-Driven

19 Performance Goals The competency-based key performance behaviors and indicators support goal-driven performance management. There are three types of goals: Linking Goals Ensure individual goals support organizational goals. This alignment is crucial to ensuring employees and managers are focused on business objectives. Performance Target Goals Measure output against core job functions. This ensures that the goals are appropriate to the competencies identified. Developmental or Career Goals Close performance gaps (for employee to meet organizational goals) Offer growth opportunities (for employee to achieve personal goals)

20 The Goal-Driven Performance Management Step 1 HR Support Responsibilities: Step 6 Training & Development Plans Address shortcomin Succession planning Set Annual Business Goals Set Goals Individual Business Linking Step 2 Kick off Annual Goal Setting Assigning Linking Goals Kick off Mid Year Evaluations Mid Year Scorecard Report Kick off Year End Evaluations Year End Scorecard & 9-Box Reports Step 5 Analyze Performance Reports Scorecard 9-Box Talent Matrix Year End Evaluation Mid Year Evaluation Goal Checkpoint Performance Self- Reflection Development Plans Step 3 HR Support: Helping Managers set individual development plans Advising on Performance Improvement Plans Advising on Succession Planning Rate Competencies & Goals Step 4 20

21 Sample Schedule HR asks Employee to write goals or self-review. Sends to Manager. The Manager reviews, comments and either accepts the goals or returns it to the Employee for changes. Final work is submitted to HR. If an employee s overall performance rating falls outside of acceptable ranges, the review is routed to HR for review and follow up with the Manager. After each evaluation: HR runs and sends performance reports to all Managers Managers hold performance discussions with direct reports Sequence Performance Phase Length Of Time Time Period Employee Time Allotted Manager Time Allotted 1 Goal Setting 4 weeks Jan. 2 Jan weeks 2 weeks 2 Mid Year Evaluation 4 weeks July 1- July weeks 2.5 weeks 3 Review Mid Year Scorecard Report Only avail after event closes? 4 Formal Manager-Employee Discussion 5 Training & Development Plans Performance Improvement Plans July 15-July31 N/A As needed As needed As needed As needed 6 Year End Evaluations 6 weeks Dec. 1 Jan weeks 4 weeks 7 Review Year End Scorecard & 9-Box Talent Matrix Reports Only avail after event closes? N/A 8 Formal Manager-Employee discussion Dec. 15-Jan

22 Performance Ratings Performance levels can be measured more accurately and objectively with weighted scoring from goal and competency evaluations. Competency Rating Based on scored performance levels using a 5-level scale and weights for each competency type. Section Weights Leadership Skills weight based on Job Profile Role Specific Skills weight based on Job Profile Interpersonal weight based on Job Profile Goal Rating Based on scored performance levels using a 5-level scale and weights for each goal type. Section Weights Performance Target Goals 25% Linking / Organizational Goals 15% Development/Career Goals 10% Employee Overall Rating 22

23 Performance Scorecards Aggregate evaluation data to allow managers to compare peer-to-peer performance against benchmark norms. Performance Benchmark: Leadership Competencies Interpersonal Competencies Role Specific Competencies Linking Goal #1 Linking Goal #2 BENCHMARK Employee Employee Employee Employee Employee

24 Talent Matrix for Succession Planning Aggregated performance scores from Year End Evaluations can generate a Nine-Box Matrix for talent management and succession planning. Nine-Box Grid Performance Potential 24

25 Example of HR Administration for PM Cycle Performance Event / Period Performance Task Audience # Workday Notifications # Workday Templates # HR Activities GOAL SETTING Jan. 2 (thru Jan. 31) Start Annual Goal Setting Event All Employees Send 1 st reminder notification s (1 week before due date) Manually Close Event. Run Report to audit noncompliers All EEs & Managers 2 n/a 2 n/a n/a 1 Send 2nd reminder notice to non-compliant employees. (Event closes Jan. 31) Noncompliant EEs & Mgrs 2 n/a 2+ MID YEAR EVALUATION July 1 ( thru July 31) Start Mid-Year Self Evaluation Event All Employees Send 1 st reminder notifications (1 week before due date) Manually Close Event & Run Report to audit noncompliers All EEs & Mgrs 2 n/a 2 n/a n/a 1 Send 2 nd reminder notice to non-compliant employees Manually Close Event & Run Report to audit noncompliers Send 3 rd reminder notification Noncompliant EEs & Mgrs Noncompliant EEs & Mgrs 2 n/a 2+ n/a n/a 1 2 n/a 2 Run report(s) after Event closes to generate Scorecard Report (Mid Year) & Year End), 9-Box Matrix (Year End) Send Report(s) to Managers (Discuss audience with HR) Outlook s n/a YEAR END EVALUATION Dec 1 (thru Jan 15) Start Year-End Self Evaluation Event. NOTE: Same as Mid Year except each Job Profile has its own review template All Employees 1 (1 per Employee) 50 (approx) (1 per Profile) 50 (approx) 25

26 Training Support for Performance Management Performance Management Framework: Manager Primer Training on the purpose and components of the performance management system, and the importance of setting goals Position Profiles and the Talent Management System Training on how clear job profiles drive performance and talent management. Employee and Manager Self-Service Refresher software training on how to maintain and access personal data in HRIS HRIS Job Aids Step-by-step instructions for completing performance management tasks in HRIS Approve Annual Goal Setting Complete Mid Year Manager Evaluation Complete Year End Manager Evaluation Complete Performance Improvement Plan Set and Assign Linking Goals SMART Goal Methodology Training on how to write effective and actionable goals SMART Goal Setting Tool HRIS Templates to simplify writing SMART Goals. How to Hold a Performance Discussion with an Employee Training for Managers How to Have a Performance Discussion with a Manager Training for Employees 26

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