Performance Management Review Guidelines Ver

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1 Perfrmance Management Review Guidelines Ver Table f Cntents Sectin 1.0 Sectin 2.0 Sectin 3.0 Perfrmance Management Prgram Overview 1.1: What is Perfrmance Management? 1.2: Indiana University Suth Bend Perfrmance Review Prgram Perfrmance Review Timelines and Milestnes 2.1: Annual Perfrmance Review Sectin 3.0: Indiana University Suth Bend Perfrmance Review Prcess 3.1: Pre Review Preparatin Enter Gals n the Review Frm Meet with Emplyees fr Gal Agreement Emplyee Self Review (ptinal prcess) 3.2: Annual Review Frm Preparatin Emplyee Self Review Gal Feedback Barriers t Achieving Gals Develpment Plan Praise and Recgnitin 3.3: Emplyee/Manager Final Review Meeting 3.4: Finalizing the Review Sectin 4.0 Appendix 4.1: Indiana University Suth Bend Annual Perfrmance Review Frm 4.2: Develping SMART Gals 4.3: Emplyee Self-Review (ptinal prcess) 1

2 Sectin 1.0: Perfrmance Management Prgram Overview 1.1: What is Perfrmance Management? Perfrmance Management is an nging cmmunicatin prcess that invlves bth the supervisr and emplyee in assessing the emplyee s perfrmance by: identifying and describing essential jb functins and relating them t the missin and gals f the rganizatin develping realistic and apprpriate perfrmance standards develping realistic and functinal gals fr emplyees related t the university and the duties they perfrm giving and receiving feedback abut perfrmance writing and cmmunicating cnstructive perfrmance evaluatins planning educatinal and develpment pprtunities t sustain, imprve r build n the emplyee s wrk perfrmance 1.2: INDIANA UNIVERSITY SOUTH BEND Perfrmance Management Prgram (PMP) Purpse: T cntinually enhance the Indiana University Suth Bend perfrmance management prcess t achieve cmpany best practices standards thrugh the evlutin and implementatin f prcesses, prcedures and tls. Standard Gals f a Perfrmance Management Prgram (PMP) Prvide all emplyees with realistic and measurable perfrmance gals related t the jb they perfrm n a regular basis. Prvide timely and cmprehensive regular feedback t emplyees related t their perfrmance during a review cycle. Engage the emplyee int the review prcesses and create an investment in their perfrmance and develpment. Based n perfrmance management results, prvide the emplyee with develpmental plans that are develped as a jint effrt between the supervisr and the emplyee. Sectin 2.0: Annual Perfrmance Review Timelines and Milestnes 2.1: Annual Perfrmance Review Purpse: T asses and measure emplyee s perfrmance n an annual basis arund predetermined department and individual perfrmance gals. The annual reviews affrd the supervisr and the emplyee t identify and plan fr the emplyee s develpment during the next review cycle. Timelines: The fllwing are milestnes assciated with actins yu will take n preparing a review Perfrmance Review Timelines: Steps Targeted Cmpletin Date Step 1: Friday, Jan. 29,2016 Read: 2015 Perfrmance Management Review Guidelines Step 2: Emplyee Annual Gals Friday, Feb. 5, 2016 Step 3: Friday, Feb. 12, 2016 Emplyee Gal Review Meeting Step 4: Optinal Prcess Friday Feb. 12, 2016 Emplyee Self Review Step 5: Friday Feb. 26, 2016 Review Preparatin Step 6: Friday Mar. 4, 2016 Emplyee/Supervisr Final Review Meeting Step 7: Mnday Mar.11, 2016 Finalize and Submit Review 2

3 Cmpletin f Annual Perfrmance Reviews: all reviews shuld be cmpleted and submitted t Indiana University Suth Bend HR by Friday, March 11, 2016 Supervisr Expectatins: All Annual Perfrmance Reviews shuld be cmprehensively cmpleted accrding t the timelines abve. Sectin 3.0: Indiana University Suth Bend Perfrmance Review Prcess 3.1: Pre Review Preparatin Enter Gals n the Review Frm: Enter any and all agreed upn SMART gals that were active during the review perid n the Indiana University Suth Bend Annual Perfrmance Review Frm. (See Appendix 4.1 fr example frm) If a supervisr did nt assign gals, prepare gals based n the duties utlined in the emplyees psitin descriptin and/r prjects/assignments the emplyee wrked n during the year. (See Appendix 4.2 fr instructin n writing SMART gals) Meet with Emplyees: Set up and cnduct a 1:1 meeting with each emplyee wh will be reviewed. Review the gals that the emplyee will be reviewed n fr the last review cycle (2015) and reach agreement that the stated gals are relevant and timely. Tips: Allw enugh time (30 minutes-1 hur) with n interruptins, in a private lcatin. Encurage a dialgue arund the gals that will be used in the annual review. NOTE: Emplyee Self Review: Self Reviews are an ptinal step fr the 2015 reviews. If yu typically ask an emplyee t submit a self-review, please see Appendix 4.3 fr guidelines. If yu d nt, then yu can skip this step. 3.2: Annual Review Frm Preparatin Using the Indiana University Suth Bend Annual Perfrmance Review Frm cmplete the fllwing activities: Enter Gal Feedback Prvide feedback summarizing the achievement r lack f achievement f the gal during the review cycle (2015) Barriers t Achieving Gals List any precipitating events and/r situatins that prevented the emplyee frm fully meeting the gal(s). Develpment Plan List areas fr develpment based n the emplyees reprted needs (in their self-review) and the manager s assessment f develpmental needs. Praise and Recgnitin List any key accmplishments beynd what is listed in the gal sectins r in the feedback. 3.3: Emplyee/Manager Final Review Meeting Preparing fr the Final Review Meeting Set Time with the Emplyee t review Gal(s) results/feedback, Prfessinal Develpment/Grwth Plans and Outline and discuss 2016 Gals. Allw enugh time (30 minutes-1 hur) with n interruptins, in a private lcatin. Have tw cpies f the cmpleted Indiana University Suth Bend Annual Perfrmance Review Frm DO NOT simply hand the review t the emplyee and tell them t read it and then ask fr cmments. Present the Cmpleted Indiana University Suth Bend Annual Perfrmance Review Frm: Perfrmance Gals: present, discuss and agree upn the results/feedback f each gal. 3

4 Tips: Develpmental needs: present, discuss and agree upn develpmental needs yu believe the emplyee needs t fcus n. Mutually utline with the emplyee the gals they will wrk n during 2015 review perid. Give the emplyee ne f the review frms and ask them prvide cmments regarding the feelings abut the cmpleted review results. Invite cmments and dialgue. Prepare examples f behavirs and results. (This is why it is imprtant t keep supervisin ntes, etc. during the year.) If the emplyee has had perfrmance issues ver the last year, be direct regarding yur cncerns. Yu may want t ask the emplyee t develp a plan f hw he/she is ging t crrect the issues. Give the emplyee psitive feedback and recgnitin when and where it is deserved. 3.4: Finalizing the Review Make any agreed upn adjustments t the review dcument Secure signatures Emplyee Signature Supervisr/Review Supervisr (persn preparing the review) Supervisr Administrative Head (the persn apprving supervisr review) Submit final signed final review dcument t the HR department either by paper cpy r scan and t Revised and updated Interim Vice Chancellr fr Administrative and Fiscal Affairs January 29,

5 Emplyee Name: Psitin: Date f Hire: Department: Date f hire in psitin if different frm riginal hire date: Supervisr: Review perid: 2015 Department Objectives: Grup/department/team gals: determine via hlding a department meeting and/r asking fr input via . If yu have several emplyees perfrming the same type f wrk, the same gal can be applied t all. This sectin may als include a 5- year plan fr the department that encmpasses individual gals fr each emplyee. Initial Gals: End f Year Feedback: Individual Objectives: Gals fr upcming evaluatin perid: Initial Gals: End f Year Feedback: Barriers t achieving gals set fr evaluatin perid: Initial Cmments: End f Year Feedback: Custmer service: wh are yur direct and indirect custmers, hw des yur psitin interact with custmers, what will yu d t prvide psitive custmer service. Initial Gals: End f Year Feedback: 5

6 Attendance: what is expected Initial Gals: End f Year Feedback: Technical skills: Initial Gals: End f Year Feedback: Prfessinal Grwth: educatin; experience; attendance; custmer service; relatinship building; technical skills, etc. that will be necessary fr desired grwth. Praise and Recgnitin: Genuine praise and recgnitin fr tw (r three) things where the emplyee excels. What he/ she particularly cntributes t the university cmmunity, r specific things he/ she did in the past year that was particularly utstanding. Examples culd be participatin n search and screen cmmittees; biweekly r prfessinal staff cuncils; assistance n special event cmmittees; vlunteerism, etc. 6

7 Emplyee Cmments: By signing belw yu are acknwledging that yu have received and discussed this evaluatin with yur supervisr and have been given the pprtunity t respnd. Signature des nt imply agreement with evaluatin. Emplyee Signature Date Supervisr Date Supervisr s Administrative Head Date Cmpleted and signed annual evaluatin shuld be submitted t the Office f Human Resurces n later than March 11,

8 Appendix 4.2: SMART Gals S.M.A.R.T. is an acrnym fr the 5 steps f specific, measurable, achievable, relevant, and time-based gals. It s a simple tl used by businesses t g beynd the realm f fuzzy gal-setting int an actinable plan fr results. Specific - A specific gal has a much greater chance f being accmplished than a general gal. A specific gal shuld be: Detailed, Fcused, Well-defined, Straight-frward, Actin-riented, start with wrds such as develp, implement, execute, cnduct, build and answers the fllwing questins: What am I ging t d? Why is it imprtant t d this? Wh is ging t be invlved? Hw am I ging t d this? Purpse r benefit f accmplishing the gal. Measurable - Establish cncrete criteria fr measuring prgress tward the attainment f each gal yu set. When yu measure yur prgress, yu stay n track. Gals must be able t be measured t determine if they have been achieved If yu can t measure it, yu can t manage it Tangible evidence f cmpletin Hw will I knw when it is achieved? What measurements can I use? Attainable - Make sure that yu can actually accmplish them and they are nt just a visin. They shuld challenge yu but nt be unattainable and cause frustratin. D yu have the resurces t accmplish, i.e. skills, funding, equipment, and staff. Relevant -D the individual gals align with the department gals r cmpany gals? The cmpletin f the gal shuld be imprtant t yu and the rganizatin and shuld be significant Time-bund - Have specific deadlines fr cmpletin and creates sufficient urgency and leads t actin. Pssibly break int small parts with separate dates fr cmplex bjectives r when individuals need t be kept n task 8

9 Appendix 4.3: Emplyee Self Review Meet with Emplyees/Outline Self-Review Prcess: During the gal review meeting (see abve) instruct the emplyee n what they are expected t cmplete n the selfreview. Emplyee cmpletes the End f Year Feedback sectin under each gal n the Indiana University Suth Bend Annual Perfrmance Review Frm. The emplyee shuld utline their impressins f hw they feel they did in achieving each specific gal. Emplyee utlines any needs r ideas fr their develpment in the Prfessinal Grwth sectin. Either; prvide the emplyee with a hardcpy f the gal ppulated review frm (if they d nt have cmputer access) r them a cpy f the gal ppulated review frm. Cmpletin and Return: Emplyee returns cmpleted review frm t their manager nce cmpleted and within the predetermined timelines. (all self-reviews must be cmpleted by Friday February 6, 2015) NOTE: If an emplyee des nt cmplete their self-review in the time frame agreed upn, the manger shuld cmplete the review withut the emplyee input. Using the Self-Review Once the supervisr has received the emplyees self-review they shuld begin the review writing prcess. The review prcess invlves the supervisr prviding feedback n each specific gal listed taking int accunt bth the supervisr and the emplyee s perceptin f gal attainment. Supervisrs shuld cnsider the emplyees develpment needs utlined in Prfessinal Grwth sectin f the selfreview. 9

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