Champlain College Performance Management

Transcription

1 Champlain College Performance Management 2014/2015 Training Session for Employees 1

2 Objectives 2015 Themes: Reflect, Review and Plan Development and Performance Engagement Connection to the 2020 Plan 2

3 Champlain Aligned Champlain College Mission and Vision 2020 Strategic Plan Institutional Priorities Divisional Strategies and Priorities Department Goals Individual Employee Goals Individual Performance and Development Planning 3

4 Achieve Distinctive Academic Excellence Enrich Student Life and Career Opportunities Excite, Engage, and Empower Faculty & Staff Fostering an Inclusive & Diverse Community Enhance Financial Stability 4

5 Components of Performance Management PLANNING GOAL SETTING PROFESSIONAL DEVELOPMENT COACHING FOR PERFORMANCE PERFORMANCE EVALUTION 5

6 Timeline June-August 2014 Goals established for 2014/2015 January 2015 Mid-year performance discussions March/April Manager & Employee Training sessions March/April Self- Evaluations Completed May/June Performance Review Discussions held June Compensation Planning 4/17 5/15 6/19 Employees submit selfevaluations Evaluations due to next level Mgmt. Performance meetings completed 6

7 Timeline Dates Actions March 30 April 10 Employee and Manager training March 30 th Workday Performance Management launched March 30 th Managers request from employees their written self-evaluations Managers schedule performance evaluation meetings March 30 April 17 Employees submit self-evaluations to managers Managers may hold pre-evaluation meetings with employees where desired 7

8 Dates Actions April 20 - May 15 Managers draft employee performance evaluations Managers submit evaluation to next level of management for review and/or discussion NOTE: Evaluation are due to next level of management by May 15 th May June 1-19 June 19 th Next level of management reviews evaluation and provides managers feedback Managers hold performance evaluation meetings with employees NOTE: All performance evaluation meetings must be completed by June 19 June 19 th Completed Performance Evaluations must be fully approved and through the Workday process by June 19th 8

9 Employee completes Self- Evaluation Manager approves Employee Self- Evaluation Manager completes Manager Evaluation on Employee Manager s Manager approves Manager Evaluation Manager provides Manager Review Comments Employee provides final Employee Review Comments Please make sure you are fully satisfied with your self evaluation before you submit. This should be your final draft. All within Workday 9

10 Performance Evaluation Tool Performance Goals Job Responsibil ities Competency Development Needs Excite, Engage, Empower Additional Performance Evaluation Comments Overall Summary Functional Process Workday Technology 10

11 Performance Evaluation Tool Performance Goals Established last summer 4 7 Goals SMART goals Establishing SMART Goals Specific Measurable Achievable Realistic Time Bound Include unplanned goals 11

12 Performance Evaluation Tool Overall Rating Scale Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals. Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected. Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected. Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve. Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period. 12

13 Tips: Use the Pull in Goal feature to access all your entered goals. Use not applicable as a status if goal is not rated. May select more than one category. Unplanned Goals? Add as an additional goal and indicate they were unplanned. Not applicable vs Not Started Next year s goals will be a separate process 13

14 Performance Evaluation Tool Job Responsibilities Summary of current job responsibilities Not a task list Section is rated 14

15 Tips: Summarize your job responsibilities in one section (do not use the (Add) button multiple times). 15

16 Performance Evaluation Tool Staff competencies Achievement Orientation Adaptability Client Focus Continuous Learning Critical Thinking Diversity & Intercultural Understanding Teamwork &Inclusion Comments Observations, clarification, examples Tool Staff Competencies Development Workbook Competencies will not be rated 16

17 Tips: Review this section to verify that you have commented on each competency. 17

18 Performance Evaluation Tool Development Needs Reflection on past year Has the need been completed? Ongoing? Time well spent here will pay off in spades Purposeful development plans Monitoring, coaching and supporting along the way Regular check-ins 18

19 Performance Evaluation Tool Tips: You can use the Add Existing box if you have already entered these into Workday. Relates To gives the option of linking to a staff competency. Use the (+) button to add a new item. 19

20 Performance Evaluation Tool Excite, Engage, Empower What would excite you? How do you like to be engaged? What will make you feel empowered? Opportunity for employees to provide feedback to your manager, your department or the institution Review the employee s last self-evaluation what did they say? 20

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22 Performance Evaluation Tool Additional Performance Review Comments Feedback received from colleagues, stakeholders, vendors Catch-all Summary 22

23 Additional Performance Evaluation Comments: 23

24 Performance Evaluation Tool Overall rating Does the rating match the writing? Performance rating calibration 24

25 Performance Evaluation Tool Overall Rating Scale Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals. Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected. Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected. Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve. Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period. 25

26 Tips: The Overall rating is based on the ratings from the Performance Goals and Job Description Can override default You will receive an error if rating is empty 26

27 Performance Evaluation Tool Summary Review the summary of your full Performance Review for 2014/2015 Submit to your manager via Workday No changes can be made by employee after submitted 27

28 Tips: You may exit at anytime (by going to the Workday homepage or clicking the Save for Later button) and it will save and resume where you left off (note: if you time out it will not save). Once submitted no changes can be made. You can print the review before submitting. When you are complete your self-evaluation you will need to click the green submit button. You will not be able to make any changes after you submit. When manager approves they are acknowledging receipt does not mean they agree with every piece. 28

29 Overall Process in Workday 1. Employee completes Self-Evaluation 2. Manager approves Employee Self-Evaluation 3. Manager completes Manager Evaluation on employee 4. Manager s manager approves Manager Evaluation 5. Manager provides Manager Review Comments (releases Manager Evaluation to employee) 6. Employee provides final Employee Review Comments (receipt of Manager Evaluation) All within Workday 29

30 Resources Last performance review form Staff Competency Development Workbook Establishing SMART Goals Work paper Your manager The People Center Instructions within Workday via Canvas 30

31 Thank You! 31

32 SMART Goal Setting S Specific M Measureable A Achievable R Relevant T Time Bound SMART goals allows leaders to: Maintain clarity of what it is they wish to achieve Monitor their progress on an ongoing basis Allocate resources in support of reaching a goal Plan an employee s progress towards reaching goals Redirect or refocus an employee s energy back towards a goal when necessary SMART goals allows employees to: Understand what is expected of them Monitor their own performance against the goals Empower them to achieve results Be clear on the criteria for evaluation Know what the target for solid performance looks like, so that they can hit it 32

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