We HAVE to do Performance Reviews We GET to do Career Development

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1 We HAVE to do Performance Reviews We GET to do Career Development Engaging Employees through Career Development NCCI 2014 Conference Presentation Dr. Kathy Burkgren Chris Halladay

2 Employee Engagement: What We Know Performance Reviews are necessary, but not necessarily engaging

3 How excited do you get about your Annual Performance Review? On a scale of = please shoot me now! 10 = I m so excited I think I wet myself

4 Employee Engagement: What We Know Performance Reviews are necessary, but not necessarily engaging Higher Ed isn t immune from Engagement dynamics

5 Engagement in Higher Education Higher Education National Average Quantum Workplace quantumworkplace.com

6 Engagement in Higher Education Top 5 Engagement Drivers 1. Leadership commitment to making it a great place to work 2. Trust in leadership to set the right course 3. Understanding of fit within the organization s future plans 4. Professional growth and career development opportunities Higher Education 5. Leadership values people as its most important resource Quantum Workplace quantumworkplace.com

7 Employee Engagement: What We Know Performance Reviews are necessary, but not necessarily engaging Higher Ed isn t immune from Engagement dynamics Engaged workers are more productive and creative, and wasteful processes, redundant systems and roles, retention issues are expenses we can t afford

8 The Situation in Fall of years after: Adopting an ambitious Strategic Plan calling for Faculty Renewal Cornell s first Early Retirement Incentive removing nearly 5% of the staff workforce (432 retirements) Dramatically declining budgets in all administrative units Additional shrinkage of another 5% of the staff workforce (~480) Increased Span of average direct reports per supervisor Reduced Layers of management thus reducing number of supervisory roles

9 Cornell s First Full Staff Survey Cornell s Employee Assembly called for a Staff Survey to measure Engagement. This was conducted in Nov Gathering employees perspectives on their work experiences and the ways the university operates will help Cornell s leaders understand what works well and what needs to be improved. Areas for improvement are best addressed when we openly solicit candid and confidential feedback from all critical stakeholders and act upon this feedback.

10 Survey by the Numbers 60: Multiple choice questions 67% Response Rate: 1,734: Comments Web responses: 5,165

11 Initial Results Overall, how satisfied are you with your job at Cornell? 0% 20% 40% 60% 80% 100% Staff % 42% 80% Faculty % 35% 80% Seniors % 53% 88% Very satisfied Somewhat satisfied Total

12 What We Learned 63%: My workload is manageable 56%: Have enough time to do high-quality work 50%: Workloads are distributed fairly in my unit 49%: Cornell recognizes contributions of staff 37%: Satisfied with opportunities for promotion 36%: Across units, policies are administered fairly 35%: Can provide feedback about my supervisor s performance

13 Career Development Tools Annual Performance Dialogue Characteristic of Performance Levels Career Development Plan https://www.hr.cornell.edu/life/career/performance_management.html

14 Supervisor Feedback Questions 1) Communicates and shares information to ensure a clear understanding of objectives and desired results. 2) Understands the work of the department sufficiently to provide job-related constructive feedback to assist with professional growth and learning. 3) Fosters meaningful, challenging, and engaging work. 4) Exhibits a positive attitude, shows respect for others, even in difficult situations. 5) Encourages teamwork and individual contributions. 6) Creates and supports a welcoming and trusting environment where all feel valued. 7) Effectively listens and seeks to understand. 8) Receives and acts on constructive feedback. 9) Cares about me and my well-being. 10)Encourages risk-taking as an opportunity for learning while keeping individuals and the university s best interests in mind.

15 Stakeholder Feedback Questions 1) Actively listens to others, seeks to understand and then be understood. 2) Manages emotions and responds calmly in stress inducing situations. 3) Is honest and trustworthy, strives to do the right thing. 4) Is an effective team player who is able to successfully navigate with people and systems within the university to get things done. 5) Is able to synthesize information towards a positive outcome. 6) Communicates in a way that people have a clear understanding of their point of view and when called for, the objectives and desired result of a vision, project, or task. 7) Completes projects and tasks in a responsive and competent manner. Rating Scale: Not enough interaction to respond Fails to Achieve Expectations Needs Improvement Fully Achieves Expectations Frequently Exceeds Expectations Consistently Surpasses Expectations

16 Professional Development Guide

17 Potential Talent Management Matrix Not Delivering Quality Results Delivering Quality Results Leveraging to Maximize Results Focus on coaching and a solid development plan. If an individual has been in the role for some time, there may be a serious issue (derailer). Assertively seek opportunities aligned with strengths while working through Performance Improvement Plan. Develop Work through Performance Improvement Plan. Explore roles and assignments better aligned with strengths. Maximize performance in current role. Focus on increasing performance contribution to Enhancing Results, after which greater challenge and/or broader scope are likely. Seek opportunities to increase breadth of abilities and contributions; support growth through Experiential Learning Opportunities. Stretch and Develop Focus on development. Increase performance contribution to Enhancing Results Continue to develop through assignments of greater complexity requiring increased expertise and exposure. Reward, recognize and engage to retain. Advocate for immediate promotion, and develop for further promotional opportunities. Increase visibility by representing unit on and off campus. Challenge and provide greater scope through assignments to build skills. (These are future leaders of the organization.) Develop and Promote Reward, recognize and engage to retain. Develop through increasing complexity of assignments. Identify specific areas for development. Seek immediate promotion. Increase visibility by representing unit on and off campus. Manage and Support Develop Stretch and Develop Work through Performance Improvement Plan. Failure to deliver results within an established timeframe supports termination. Optimize performance. Continue to maintain skill level; ensure ongoing effectiveness through solid development plan. Reward, recognize and maintain skill development. Involve in training and leading others while sharing institutional knowledge. Continue providing challenging opportunities to engage and retain. Manage and Support Manage and Support Performance (based on current position) Develop and Support Fails to Achieve Expectations Needs Improvement Fully Achieves Expectations Frequently Exceeds Expectations Consistently Surpasses Expectations

18 Career Ladders Enhance career planning Market competitive performancebased pay Promotional recognition opportunity within each career level

19 Questions & Comments

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