Performance Management System

Transcription

1 Toolkit December 2012 Is staff performance management a priority for your organization? A focus on building clear and consistent processes for developing salaried employees will ensure you have the best talent on your team. The performance management process is really a series of ongoing conversations throughout the year based on each individual s job description and annual goals. There should be no surprises when it comes to the end of the year performance review. In this toolkit you will find a processes overview, including document templates ready to be updated for your situation. This is the system that Vantage Point currently uses to align the activities of each its salaried employee to the annual strategic plan and to the delivery of our organization s mission. Table of Contents: Process Overview 2 Template: Annual Goal Setting & Development Worksheet 5 Template: Personal Brand Equity Form 7 Template: Annual Performance Review Colleague Comments 8 Template: Annual Performance Review Form 9 Template: Probationary Period Performance Review Form 11 Page 1 of 12

2 PROCESS OVERVIEW A. Ongoing Performance Management Vantage Point values a culture of continuous learning and open and honest feedback. On an ongoing basis, all employees are encouraged to provide positive and critical feedback at appropriate opportunities. Supervisors will schedule weekly check-ins with all employees to ensure regular opportunities to: Review and track current work activities Provide timely and concrete feedback Answer questions and concerns from employees as they arise Provide additional performance management support, as required B. Formal Performance Review Process Step 1: Preparing for the annual performance review Timing: November of each year To prepare for the upcoming performance review employees will undertake the following activities: Identify 2 peers from which information on strengths and areas of improvement will be solicited; Complete the Personal Brand Equity Evaluation; Review their current job description, outlining areas that are no longer relevant and noting new areas for inclusion; and Reflect upon their contribution to the organization, goal achievement and summarize their performance. Simultaneously, the supervisor will embark on a similar preparation schedule, including: Follow-up with the identified peers and solicit information on strengths and areas of improvement; Review the employee s current job description, noting its relevancy and outlining areas that need to be updated; and Reflect upon the employee s overall contribution to the organization, goal achievement and overall performance during the past year. The final step for both the employee and supervisor in preparing for the performance review is to separately review and make notes on the Annual Performance Review Form. Page 2 of 12

3 Step 2: Discussing annual performance Timing: November / early December of each year Once the supervisor and employee have each completed their preparation, a performance review meeting will take place between them to discuss the employee s performance. Allow a minimum of an hour for this face-to-face meeting. It is to be an honest and candid two-way communication in which both the supervisor and the employee discuss the employee s performance and the elements of the Annual Performance Review Form. Goal achievement, developmental activities, strengths, areas of improvement and overall performance will be discussed by both the supervisor and the employee. Concrete examples are key. Allow time to move to Step 3, Goal-Setting for the next year if you can. If you need more time to think and reflect, set up a separate meeting to discuss Step 3, Setting Annual Goals. Step 3: Setting annual goals Timing: To be completed in coordination with the individual work plans (approx January of each year) The supervisor and employee will set a reasonable time to meet and discuss individual goals as they relate to the role. The goal(s) are to be determined together by the employee and the supervisor annually after completion and announcement of the organization s strategic plan. The aim is to set results-based goals. Goals will be SMART: Specific, Measurable, Achievable, Realistic and Timely as articulated in the definitions. The employee and supervisor set the year s goals, define performance measures and required resources, and establish target dates. Setting one or two realistic goals for the year, which can move the organization ahead, is sufficient, especially in year one of implementing goal setting. It is better to set up to three modest, achievable goals than be immobilized by a huge list of goals that can never be achieved. These goals may inform the employee s development plan. Step 4: Reviewing goals / development plan (quarterly) Timing: To be completed in April, June, & September each year (prior to management quarterly strategy reviews) The supervisor and employee will set a reasonable date each quarter (April, June, and September) to have an informal face-to-face review. Together the employee and the supervisor will review the employee s: Goals: to discuss ongoing progress; to provide feedback and to re-assess the priority or relevance of the goals. Sometimes goals will change due to circumstances and this will be noted. The Annual Performance Review Form is a living document. Revision, as and if necessary, is essential. Page 3 of 12

4 Current Job Description: to assess whether all areas are still relevant and noting new areas for inclusion; to provide feedback on employee s ability to meet responsibilities outlined in position description. Feedback from colleagues: as appropriate, the supervisor may solicit feedback from the employee s peers and other colleagues, in order to inform the quarterly performance reflection. This cycle will be repeated annually, enabling the achievements, milestones and challenges of one year to inform the development plan for the following year. C. Additional Steps for New Employees Step 5: Setting performance expectations (Upon hire) Timing: Within 1 week of hire date The supervisor will create a summary of the performance expectations for the first 3 months of employment and discuss these with the new employee. Performance expectations normally include expectations around key activities to be learned or undertaken, demonstration of the organization s values and mission and integration with the team or work group. The supervisor can also request that the employee gain an understanding of the various programs and initiatives the organization operates. A probationary performance review will be scheduled for the 3 month mark in advance to ensure it occurs within an appropriate timeframe. Step 6: Reviewing performance expectations (At 3 months) Timing: Shortly before or at 3 month anniversary of new employee. A probationary performance review meeting will take place between the supervisor and employee to discuss the employee s performance. Allow an hour for this face-to-face meeting. It will be an honest and candid two-way communication in which both the supervisor and the employee s discuss the employee s achievement of the defined performance expectations and the elements of the Probationary Performance Review Form. This is to confirm the employee is a good fit with Vantage Point. If an employee is to remain with the organization, a goal setting meeting (Step 3) will take place, unless the annual performance cycle is set to recommence in less than 2 months. The goals the supervisor and employee set will take the period of time remaining in the performance year into consideration. Page 4 of 12

5 TEMPLATE Annual Goal Setting & Development Worksheet Employee Name: Job Title: Date Created: Applicable Year: Goal Setting Goal #1: Related to specific organizational directive: Key Activities Measurement Resources Time Frame Goal #2: Related to specific organizational directive: Key Activities Measurement Resources Time Frame Page 5 of 12

6 Development Plan Development Focus #1: In support of: On-going role performance Goal I will know I have developed this skill when I (am able to) / (achieve the following business results): Activity Activity Type Target Date Completed Development Focus #2: In support of: On-going role performance Goal I will know I have developed this skill when I (am able to) / (achieve the following business results): Activity Activity Type Target Date Completed Activity Type: SD=Self-directed, PB=Project-based, FT=Formal training, M/C=Mentors & colleagues. By signing, both parties are acknowledging that they have jointly created and are committed to the goals and development plan. Employee Name Employee Signature Date Supervisor Name Supervisor Signature Date Page 6 of 12

7 TEMPLATE Personal Brand Equity Form - Adapted from Tom Peters, Talent: Develop It, Sell It, Be It Employee Name: Job Title: Supervisor: Review Period: to I am known for By next year at this time I plan also to be known for My current project is provocative/challenging me in the following ways New learnings in the last 90 days include My public visibility program consists of My important new additions to my contact list in the last 90 days are Important relationships nurtured include My principal resume enhancement activity for the next days is My resume is specifically different than last year s at this time in the following ways Page 7 of 12

8 TEMPLATE Annual Performance Review Colleague Comments Employee Name: Reviewer Name: Date: Toolkit Summary of Strengths Potential Areas for Improvement Page 8 of 12

9 TEMPLATE Annual Performance Review Form Employee Name: Job Title: Supervisor: Review Period: to Goal and Development Plan Progress Tracking Goal #1 Goal #2 Goal or Development Objective End of 1 st qtr Quarterly Progress Rating End of 2 nd End of 3 rd End of Year qtr qtr Development Focus #1 Development Focus #2 Rating: 1 Activities to support goal achievement / development progress have not been undertaken. 2 Activities to support goal achievement / development progress are underway. 3 Goal / development objective has been achieved. Review of Performance in Role Key Strengths Areas for Improvement Page 9 of 12

10 Review of Performance in Role Overall Performance Values Demonstration Comments Employee Supervisor By signing, both parties are acknowledging that they have read and discussed the contents of the performance review form. Employee Name Employee Signature Date Supervisor Name Supervisor Signature Date Page 10 of 12

11 TEMPLATE Probationary Period Performance Review Form Employee Name: Job Title: Supervisor: Review Period: to Role summary: As outlined in [name] role description Training and Orientation This employee has satisfactorily completed our on-boarding process for new employees This employee has reviewed, understands, and has access to the tools and information required to perform his/her complete role description Performance Elements Job knowledge: Understands and performs the requirements of the role description Technical ability: Demonstrates the technical knowledge required for the role Quality of work: Completes all responsibilities to our standards of excellence Quantity of work: Completes the expected amount of work with a minimum of follow up Values: Demonstrates our organizational values, including [insert values]. Seeks opportunities to learn about and demonstrate values alignment. Attitude: Displays enthusiasm, self-motivation, cooperation and a sincere interest in the role, team and our customers. Maintains high energy level. Overall Assessment Exceeds overall expectations Meets overall expectations Does not meet overall expectations Page 11 of 12

12 Supervisor s Comments Employee s Comments (optional) By signing, both parties are acknowledging that they have read and discussed the contents of the performance review form. Employee s Signature: Date: Supervisor s Signature: Date: About Vantage Point Vantage Point offers leading-edge learning opportunities for not-for-profit executives and boards of directors. We work with you to attract, meaningfully engage and integrate the abundance of talent available to you. By mindfully engaging passionate citizens you can stretch budgets and human resources further to create an abundant not-for-profit. facebook.com/vantagepnt Page 12 of 12