Welcome! This webinar. celerate your learning of Xavier s NEW performance review form!

Transcription

1 Welcome! This webinar celerate your learning of Xavier s NEW performance review form! is intended for presentation to all staff working at Xavier University. It is designed to be a tool to assist supervisors and employees as they work together to complete annual performance reviews. 1

2 celerate your learning of Xavier s NEW performance review form! Just in Time Training 3 rd in a series of webinars 2

3 Agenda Why Redesign? NEW Review Form What s the Same? What s NEW? Performance Rating Scale What and How we do our job what does that mean? How to Measure the How in your job Resources to assist you as you complete your performance review

4 Objectives 1. Understand how you navigate through the NEW performance review form 2. Understand the benefits and challenges/ opportunities of the new 3-point rating scale 3. Understand the importance of measuring overall performance through what we do our job outcomes; and how we do it demonstrating our values and competencies in doing our work. 4

5 Your Performance Management (PM) IQ Let s assess your PM IQ 5

6 PM IQ Guess your Best! 1. How many rating categories are part of the NEW Xavier performance review? 3, 4, 5, 6 2. Position Descriptions should be discussed as part of the review process: Yes or No 3. How many phases are included in Xavier s performance management program? 2, 3, 4 4. The new Xavier values wheel includes how many values? 4, 5, 6, 7 5. Xavier s core competencies have been removed from the new review form: Yes or No 6

7 Xavier s Performance Management Lifecycle a Yearlong Process Acknowledgement of Performance COMMITTED AND ENGAGED WORKFORCE EVALUATING & REWARDING PHASE PLANNING PHASE Set Goals ACHIEVING OUR GOALS PHASE Ongoing Feedback and Dialogue with Supervisor 7

8 Why Redesign? Driven by leadership and employee feedback 1. Increase conversations with employee and supervisor around expectations and feedback 2. Change the performance review form to be less narrative and more measurable 3. Provide opportunities to learn and grow 8

9 Meet me at the Intersection of. How do I get there? 9

10 Performance Rating Scale Research Fewer categories decrease complexity, leading to decreased subjectivity and increased consistency among ratings. High performing organizations expect employees to regularly perform at a competent level (that would be consistently performing in levels 3 and 4 on our old 5 point scale; middle on track rating reflects high quality work Typical workforce distribution of ratings using a 3-point rating scale: 75% of the workforce competent level; 20% exemplary level; and 5% needs development level Other nonprofit organizations, including universities, across the region and the country have moved or some identified a desire to during benchmarking to a 3-point scale and Xavier will be in alignment with this progressive approach. 10

11 NEW 3-Point Performance Rating Scale 11

12 Level 1: Need for Development Description: Performance does not meet many job requirements on a consistent basis. Critical goals require more than usual supervisor follow-up and direction. Results and contributions are below those of a fully trained competent employee. Action on performance improvement areas is required. 12

13 Level 2: Competent Description: Performance consistently meets and sometimes exceeds job requirements. All critical goals are achieved and behaviors exhibited are valued and effective. Over the review period, employee has made the expected contributions to the department. Consistently met expectations for the performance of duties and responsibilities identified. 13

14 Level 3: Exemplary Description: Performance and demonstrated expertise is consistently at a superior level. Employee achieves outstanding results and models effective behaviors that are an inspiration to others. Over the review period, employee has consistently made exceptional or unique contributions to the department. Regularly exceeded expectations for the performance of duties and responsibilities identified. 14

15 Benefits of a 3-Point Rating Scale Distinguish high and low performers Scale is more understandable; not complicated Minimizes/nearly eliminates inflation of performance ratings More accurate in supervisor ratings honest performance discussions holds supervisors accountable to have performance discussions Middle on track rating portrays high quality work Assists to identify high-potentials and successors Transparency to restructure compensation programs to recognize top performers 15

16 Challenges and Opportunities of a 3-Point Rating Scale Culture change For supervisors: Increased accountability to provide concrete performance examples distinguish behaviors and performance results across 3 levels increased transparency and accountability will result in this type of differentiation more definitive in their explanations of their employee s performance Ultimate goal is to have more direct and honest dialogue between supervisors and employees about what type of behavior/outcomes are required to be an exemplary employee 16

17 The WHAT we do in our work 17

18 The WHAT we do in our work 18

19 Institutional Values Strengthening our culture of Ignatian values and traditions DG I vision DG II vision in action Behavior should be modeled at all levels of the organization Accountable for Xavier values/culture of mission Rigorous review and adaptability of living the mission with changing times 19

20 Xavier s Values Wheel Magis Reflection Discernment Cura Personalis Solidarity and Kinship Service Rooted in Justice and Love 20

21 VALUES lay the foundation for our University Strategy Plan 21

22 The HOW we do our work 22

23 Xavier Core Competencies 23

24 The HOW we do our work ssdfadadfadadfaadadfadfadfffffffffffssf 24

25 Job Specific Competency Examples Payroll or Accountants = Attention to Detail Achieves thoroughness and accuracy when accomplishing a task through concern for all the areas involved Major Donor Officer = Ability to Influence Gaining others' support for ideas, proposals and solutions, and getting others to take action to advance work objectives Administrative Assistant Working with Others Interacting with others to complete a task, e.g. team member, partner, helper Groundskeeper Achievement/Results Orientation Achieving efficient, timely, quality results by directing efforts on expected outcomes while providing exemplary client service within expected timeframes HR Business Partner Adaptability/Flexibility Willingly adapting to constantly changing circumstances while maintaining an institutional perspective Writer/Editor Creative Thinking Discovering new opportunities and solutions for problems by looking beyond current practices and using innovative thinking Assistant/Associate Provost Innovation Applies original thinking in approach to job responsibilities and to improve processes, methods, systems, or services. 25

26 Measuring the HOW The WHAT can be relatively easy to measure Created process to document intake of admission applications Completed landscape work around St. Francis statue on time and under budget Secured 5 new donors to FY12-13 endowment fund The HOW can be a bit trickier behaviors and actions are unique Evaluating your interaction with a project team member How effective you handled a recent conflict with a co-worker How you went about making an important business decision Important to have clear and transparent expectations about your job especially when it relates to HOW you do your work. Discuss these expectations with your supervisor often 26

27 Measuring HOW through Discernment 27

28 Measuring HOW through Solidarity and Kinship 28

29 Measuring HOW through Managing Work 29

30 WHAT we do Overall Rating on Review Form Overall Rating includes: Institutional Values Competencies Goals/Objectives Job Responsibilities HOW we do our work 30

31 Attributes that remain the same During the review meeting: Review your position description with your supervisor Update any duties/responsibilities that have changed Sign your performance review 2 copies should be made of your review form and position description You keep a copy Your supervisor keeps a copy The original documents are forwarded to your division leader (or designee) NOTE: Inquire with your supervisor about the review process logistics in your respected division 31

32 The NEW Review Form the Performance Management Lifecycle includes 3 phases: Planning phase, Achieving your goals phase, and Evaluating and rewards phase 2. Our Performance rating scale is moving from a 5 point to a 3 point rating 3. The 6 institutional values are integrated into our new review form 4. We explained that the HOW we do our job includes our institutional values and core competencies; and the WHAT we do are outcomes in our work, driven by our goals, objectives and job duties 5. Position descriptions should continue to be discussed with your supervisor during annual review time

33 Your Performance Management (PM) IQ Let s re-assess your PM IQ 33

34 PM IQ And the Answer Is.. 1. How many rating categories are part of the NEW Xavier performance review? 3 2. Position Descriptions should be discussed as part of the review process: Yes 3. How many phases are included in Xavier s performance management program? 3 4. The new Xavier values wheel includes how many values? 6 5. Xavier s core competencies have been removed from the new review form: No 34

35 Performance Review Timeframe Check with your supervisor Division leaders may have a division specific timeframe for completing reviews 35

36 Resources For You Your supervisor Performance Management website Performance Review Form slide deck Recorded webinar available March 12th FAQ s HR Business Partners Connie Perme & Teri Compton 36

37 In Closing As we continue to grow as a university, we need to ensure that our processes change appropriately as well. Continuous process improvement must be on our radar, states John Kucia, Administrative Vice President. And as competition for faculty, students, rankings and funding continues to increase among universities, the need for an effective performance management process is critical to ensure we are hiring the best and brightest employees and nurturing their development and growth, Kucia adds. 37

38 A BIG shout out to Kat Hollowell Sr. Web Designer Erik Ball - Director, Infrastructure Services Nike Cline Bailey - HR Generalist John Kucia VP, Administration DG II team members President s Cabinet Anyone and Everyone who participated in the employee survey and focus groups 38

39 Thanks for joining us today for the celerate your learning of Xavier s NEW performance review form! webinar Please visit the Performance Management website for additional information 39

40 References Discernment Group II Human Resource Leadership Council Corporate Leadership Council Linda Gravett and Associates Society of Human Resource Management 40