myperformance is the new online performance management system being implemented throughout Johns Hopkins University and Johns Hopkins Medicine.

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1 FAQ This document serves to provide answers to frequently asked questions on the use and functionality of the online performance management system, myperformance. 1. What is myperformance? myperformance is the new online performance management system being implemented throughout Johns Hopkins University and Johns Hopkins Medicine. 2. What is the purpose of myperformance? This online performance management system will help improve the performance management process and align Johns Hopkins mission, goals, and culture of excellence with individual and organizational performance. 3. Why are we making this change? Current performance management practices vary considerably across the Hopkins enterprise. myperformance will help standardize the process and create alignment of enterprise strategic planning and goal setting. These changes have been proven to be best practices for successful organizations like Hopkins. Standardization and strategic alignment will play a critical role in helping support the people priorities for both Johns Hopkins Medicine s Six Strategic Priorities and the University s Four Strategic Pillars. GENERAL INFORMATION 4. What types of performance information/discussion will be captured in the new system? myperformance accommodates the following types of performance steps: a. Goal Plan 1. Set Goals organization, department, workgroup, individual 2. Identify Professional Development Goal(s) for each employee b. Mid year Performance Review (Checkpoint Meeting) c. Annual Performance Review of: Goals Major Responsibilities/Competencies Core Values Leadership Competencies d. 120 day Introductory Review This review will be initiated in the first 60 days after an employee has been hired or a position change has occurred, and will be submitted to HR by the 120 th day of employment. The form will indicate whether the employee s introductory period should be ended or extended.

2 5. What is the difference between goals, major responsibilities, and professional development goals? Goals are typically aligned with the organization s or department s priorities. Goals describe what the employee will do in addition to meeting the job description responsibilities. A major project that needs to be completed during the review period can be considered a goal. Goals are evaluated at the end of the year and become part of the total annual review. Major Responsibilities are the essential duties that are core to a specified job. Without them, the nature of the job would be severely impacted. Major responsibilities and competencies are evaluated at the end of the year and become part of the total annual review. Professional Development Goals are, typically, varied learning experiences/activities that enhance or add to employees knowledge, skills, and abilities to help them achieve complete their performance goals and major responsibilities. 6. What are competencies? Competencies are characteristics, skills, knowledge, and behaviors that contribute to effective and successful performance in a particular job or role. 7. What are leadership competencies, and how will they be used? Leadership competencies are a set of leadership skills and behaviors. The new leadership model consists of 12 competencies identified by Senior Executives, Deans, and Senior Leaders of the Johns Hopkins University and Johns Hopkins Medicine. The new leadership competency model will serve to clarify expectations and profile leadership success in both organizations. Leadership behavior at all levels will be assessed using these competencies. These competencies will drive the content of Johns Hopkins leadership development strategy and align it with organizational strategic goals. The following 12 competencies make up the new Leadership Competency Model: a. Establishing Relationships b. Developing Talent c. Inspiring and Motivating Others d. Demonstrating Emotional Intelligence e. Acting with Integrity f. Acting Strategically g. Managing Risk h. Navigating Organizations i. Communicating Effectively j. Promoting Diversity and Inclusion k. Setting a Strategic Vision l. Holding Self & Others Accountable 8. Is this change mandatory? Yes. Performance management has been a long standing policy at Johns Hopkins. To improve the process, myperformance will eventually replace any paper forms currently being used to support performance management for staff.

3 9. Who will use myperformance? The current plan is that by FY2016, the new, online myperformance will be used by all full time senior leaders, senior staff, and support staff who are benefit eligible. 10. How will myperformance be rolled out? The phase in will be gradual, with approximately 3,500 users in Phase 1, starting around February 1, 2014 (~750 JHU Users and ~2,750 JHHS Users). These areas have already been identified and selected as earlyadopters. 11. When will myperformance be implemented in my area? This change will be phased in over a three year period. Those starting in FY2015 and FY2016 will be identified soon. Your manager will be contacted with the timeframe for implementation in your area. 12. What are the key stages in the performance review period? There are three stages in the myperformance process each year: Stage 1 Goal Setting and Development Planning: occurs 1 month after hire or annual review Stage 2 Mid year Review (checkpoint): occurs 6 months after hire or annual review (additional checkpoint meetings can be scheduled if needed.) Stage 3 Annual Review: occurs 12 months after hire or previous annual review The dates for these stages will be determined by the common review date selected by the organization. 13. What is a common review date and why should we consider changing from an anniversary date to a common review date? The common review date is a date an organization identifies as its focal date to complete all performance reviews for all staff, versus completing them on each employee s anniversary date. The primary benefit of a common review date is the increased efficiency that results when performance management related budgetary planning and administrative activities can be addressed once a year. Organization goals can be established before the performance management process begins, so all employees can align their goals to these. Managers can assess employee performance in light of actual departmental results, further linking individual and organizational goals. Managers can easily compare employees performance and provide ratings and feedback that are fair and consistent. Any changes to the process, forms or workflow can be rolled out to everyone at the same time. On time completion rates are typically higher than for anniversary processes.

4 14. What happens at each stage of myperformance process? At each stage in the performance/compensation management process, the key event is the face to face meeting between the employee and his or her manager. During that meeting, performance goals, major responsibilities, development goals, competencies, and results are discussed; however, there is a different focus at each stage: Goal Setting stage agreeing on at least 2 3 performance goals, which are linked to JHU Four Pillars of 10x20, or the Six Strategic Priorities for JHM for the coming year; agreeing on 2 3 major responsibilities for the employee s job; and determining what personal development goal(s) is needed to support the attainment of those goals. Mid year Review stage reviewing what has been achieved during the first half of the review period; are there any gaps between what was expected and the actual results so far? If so, how can these gaps be closed to ensure a favorable performance rating at the end of the year? Annual Review stage reviewing what has been achieved throughout the year, through consideration of the overall achievement of each goal and major responsibility and the application of weights for each. Both the employee and manager will provide their assessment. The manager s assessment of achievement will be factored into the overall performance rating (70%). Provided that the original objectives were SMART and an open and honest discussion took place during the mid year review, the final rating should not come as a surprise. As a part of the annual review stage, the employee will complete a self assessment for core values, leadership competencies (for all leadership roles), functional competencies (where appropriate), and area competencies (where applicable). This overall manager assessment will be factored into the overall performance rating (30%). It is important to note that, although there are only three formal stages, effective performance involves regular updates, feedback and reviews throughout the year. myperformance provides excellent tools and resources to facilitate this continuous dialogue. 15. What other new capabilities will myperformance offer? myperformance offers a number of new functions that will be helpful for all, particularly those who supervise others. Here are just a few of the new capabilities: Online internet access 24/7 Organizational goals cascaded Leadership competencies defined with potential for 360 feedback A Legal Scan that allows managers to check the text box for potentially inappropriate words or phrases A Writing Assistant that gives managers sample text to help provide meaningful feedback about competencies A Coaching Advisor that offers mentoring and development suggestions for managers to use when providing feedback 16. Who will be able to access my information online? Only you, your manager and designated Human Resources personnel will be able to access and track your information online.

5 17. How can I access myperformance? At the time of implementation, you will receive complete instructions on accessing and utilizing myperformance. 18. Is my information secure? Yes. It is only accessible to Johns Hopkins employees through a cloud based platform (internet) requiring you to sign in with your JHED ID and password. 19. When will I hear more about the rollout of myperformance? Communication of the new system will begin in late November and continue throughout the three year rollout period. 20. What training will be provided to help me become familiar with using myperformance for performance management? We understand that individuals have different ways they prefer to learn. A variety of training approaches and resources will be available to help each individual transition to the new myperformance performance management process. Training will consist of FastFacts (live and pre recorded), downloadable job aids, instructor led courses, and e Learning sessions. 21. What type of post launch support will departments receive? We plan to have a whole team of well trained individuals ready to provide support to the departments and ensure a successful rollout of the system. In addition to on going support from trained system administrators, trained facilitators, and the JHU & JHM Project Delivery Team, we plan to ask departments and divisions to identify super users to provide basic support to the users in their areas. Super users will receive inclassroom, enhanced training to prepare them for this role. 22. How will success of the implementation of myperformance be measured? Increased Organizational Efficiency and Effectiveness: myperformance will enable managers to make better distinctions in performance, manage personnel budgets more efficiently, and monitor compliance with greater accuracy. Improved Performance Management (PM) Participation: Increased percentage of employees will have established current Goals, Major Responsibilities, and Development Goals. Improved Performance Management Timeliness: Improved timeliness of PM discussions (e.g., goal planning, mid year review, and annual review) will in turn improve organizational compliance. Increased Performance Management Consistency: Consistent PM policies will be implemented across Johns Hopkins entities. Gallup Employee Engagement impacted positively: Measured and improved progress will be made in at least three of the six questions that pertain to performance management; a. I know what is expected of me at work. b. In the last seven days, I have received recognition or praise for doing good work.

6 c. There is someone at work that encourages my development. d. The mission/purpose of my company makes me feel my job is important. e. In the last six months, someone at work has talked to me about my progress. f. This last year, I have had opportunities at work to learn and grow. Effective Training Provided: Transition to myperformance will be made as easy as possible by providing multiple training approaches and having user friendly resources readily accessible. Successful Project Completion Demonstrated: Project will be completed within budget and schedule parameters.