PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE

Transcription

1 PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please, place cellular phone & pagers on silent mode. Thank You! Module 1 Aligning Job Performance with the Strategic Plan

2 Agenda 1. Performance Management Overview 2. Strategic Goals 3. The Process (forms and usage) 4. Employee s role in Performance Management 5. Supervisor's role in Performance Management At the end of today's session, please complete the Survey before leaving. (The survey will also be used for attendance) Note: Not all slides are in the handout. All handout material may not be updated with Slides! All Handout material may not be covered

3 Quote: The magic comes when two people communicate, break through their problems and obstacles, celebrate their success, and plan for more. -K. McKirchy

4 Section One Performance Management

5 Activity 1: Truths and Fallacies GPC Performance Management Overview # A Handout

6 Truths, Fallacies A. GPC Performance Management Overview F The performance appraisal is the only process organizations use to describe, measure, and evaluate individuals contributions. T The performance appraisal process is only one part of a larger system that regulates performance. S Design, adjust, and manage the organization as an interdependent d t system that t supports performance. Integrated HR systems include performance management and align all performance management initiatives with the organizational culture and environment.

7 Truths, Fallacies B. GPC Performance Management Overview T F The real goals are to (define) and sustain good performance, improve performance, or correct performance. The primary goal of the performance appraisal is to measure and rate performance. S The performance management process should be future oriented and focused on information, feedback and description more than measurement, evaluation and documentation.

8 Truths, Fallacies C. GPC Performance Management Overview F T A well-designed performance appraisal system will always work as planned. A process that is not used (or used improperly) by managers and employees is useless. Hold supervisors accountable for their staff S development, supervision, results, and participation in the performance management process (completed, on time and accurate).

9 Truths, Fallacies D. GPC Performance Management Overview F T Performance appraisal and performance feedback are one in the same. Appraisal is judgment; feedback is useful information. Formal, informal, ongoing, periodic, micro-level and S macro-level feedback should all be used to manage performance.

10 Truths, Fallacies E. GPC Performance Management Overview T Sustained motivation is intrinsic, extrinsic motivation has limited effectiveness. F Appropriately designed incentives will always motivate employees to perform better. S Providing challenging, meaningful work; creating a nurturing and supporting environment; and involving employees in decisions that effect their work these imperatives encourage pride in workmanship and personal growth. This is the key to sustained motivation.

11 Performance Management From The Encyclopedia: GPC Performance Management Overview Read... Performance Management refers to the ongoing process of setting goals, development planning, self-assessment, manager assessment, coaching, and evaluation.

12 Performance Management From The Encyclopedia: GPC Performance Management Overview Performance Management refers to the ongoing process of setting goals, self-assessment, manager assessment, coaching, development planning, and evaluation. Position Planning Setting Standards Planning Managing g Coaching On-going Feedback Development Planning Self-Assessment Manager Assessment Evaluation

13 Section Two Strategic Goals

14 The Big Picture at GPC GPC Performance Management Overview Vision Missioni Strategic Goals Core Values Core Competencies

15 The Big Picture GPC Performance Management Overview 1. Strategic Goals 2. Core Values 3. Core Competencies Strategic Goals Mission Vision Core Values Core Competencies

16 GPC Performance Management Overview 1. GPC Strategic Goals?

17 Strategic Goals We will strengthen student success

18 Strategic Goals W We will create and foster a culture of teamwork, leadership, quality service and continuous improvement

19 Strategic Goals We will enhance the economic, social and cultural vitality of our communities.

20 Strategic Goals We will expand access and enrollment capacity

21 GPC Strategic Goals GPC Performance Management Overview We e will strengthen student success We e will create and foster a culture of teamwork, leadership, quality service and continuous improvement We e will enhance the economic, social and cultural vitality of our communities We e will expand access and enrollment capacity

22 GPC Performance Management Overview GPC Core Values?

23 GPC Core Values Excellence Efficiency Integrity Trust Diversity Civility Passion

24 Trust The Process We believe trust is the pinnacle of our core values and essentialto to success. Our competence and character builds trust with ourselves, between each other and throughout our organization.

25 Excellence The Process We strive for excellence in all that we do in order to f model success for our students. Excellence in teaching and service provides the foundation on which our students will achieve success.

26 Integrity The Process We hold firm to our integrity. We take responsibility for our actions and we stand by our commitment to support our students, colleagues and community.

27 Civility The Process We foster a collegial environment that cultivates mutual respect, enhanced problem solving, open communication and teamwork. Civility builds trust among employees, students and members of our community and promotes cooperation across organizational boundaries.

28 Passion The Process We are passionate about the success of our students, colleagues and community. We show our passion through our quality work, creativity, teamwork, outreach and engagement with our communities.

29 Diversity The Process We welcome and embrace the diversity of our community, organization and student body. We respect all individuals for their ideas, perspectives, commonalties and differences.

30 Efficiency The Process We are committed to individual and organizational efficiency. As an efficient organization, we will increase the resources and capital of our organization, remain affordable and accessible to our students and remove barriers to success.

31 How are we doing? GPC Core Values Excellence Efficiency Integrity Trust Diversity Civility Passion

32 GPC Core Values Activity 2 Take a GPC Core Value and spend a bit of time summarizing why it matters. (Consider what it means to you personally as well)

33 x y + 2 = Great Performance

34 2 x y + = Great Performance GPC Performance Management Overview Competency : A competency is a behavior and/or skill(s) that a team/ team member must have to be successful. Activity 3 List 3 competencies needed for an individual on a team to experience great performance!

35 GPC Core Competencies? GPC Performance Management Overview

36 GPC Core Competencies Organizational Accountability Teamwork Personal Responsibility Continuous Improvement Customer Service Problem-Solving Communications

37 Competency A competency is a behavior and/or skill(s) that a team/ team member must have to be successful. # 1 Handout

38 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Personal Responsibility Displays rational, sound, moral, trustworthy judgment in both physical behavior and personal interactions to ensure integrity is upheld, quality service is rendered and student and employee retention and success are positively impacted. Key Behaviors Creates trust in interactions with others through honesty, integrity, transparency and consistency in ones actions. Demonstrates civility and respect in interpersonal interactions by acting in ways that maintain and enhance the self esteem of others. Demonstrates passion, demonstrates leadership and takes initiative and does what is required to get the job done in a timely manner. Is actively self motivated, Adapts behavior and Is flexible to match the needs of a situation; adapts to and supports change.

39 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Customer Service Meets or exceeds expectations tti of customers by providing quality service within established guidelines. Key Behaviors Treats customers with courtesy and civility. Communicates in a way that s understandable, courteous and respectful. Listens attentively to understand the needs of customers. Persists to achieve appropriate outcomes, quality service and excellence inthe face ofobstacles obstacles, constraintsorsetbacks or setbacks. Hasa a can do attitude.

40 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem Solving Identifies and Problem-Solving implements Sli efficient and excellent solutions to problems. Key Behaviors Identifies the existence of and the cause(s) of a problem. Develops understanding of customer needs and wants by listening and asking questions. Identifies college policies, procedures, and practices that are relevant to the situation. Develops,analyses analysesandimplementsand efficient andeffective alternative solutions in a timely manner. Uses good judgment, logic and reasoning.

41 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Teamwork Works collaboratively in a group of two or more people in order to achieve the common objective(s) and/or goal(s) of the entire group, the department and the College. Key Behaviors Contributes individual knowledge skills, ideas, relevant information and effort willingly. Develops the skills needed for effectiveness in achieving team goals. Is interested in learning. Exercises flexibility and compromise and adapts to others behavioral style to achieve team goals. Respects the diversity and individuality of others and is respectful of differences in perspectives. Seeks, is open to, and provides constructive feedback. Puts aside personal agenda and places the goals of the group first. Displays passion for and interest in the project (i.e. motivated), gets involved, demonstrates leadership and goes beyond his/her role and is committed to the successful completion of team goals.

42 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Continuous Improvement and Learning Improves in the performance of job duties. Makes appropriate use of technology and engages in continually gaining knowledge, learning new programs and/or processes for application to work related tasks. Key Behaviors Actively seeks learning opportunities to improve effectiveness creativity and efficiency in the performance of job responsibilities. Has a passion for learning. Takes on additional tasks willingly in order to increase knowledge of current position and participates in cross training, while maintaining a high level of performance in base job duties. Demonstrates leadership and actively seeks information concerning changes in college policies and procedures and cooperates in the transition to a new process or procedure. Develops a smooth transition plan for job related tasks in cooperation with supervisor. Seeks, reads, studies, attends, participates in and applies the knowledge from professional development opportunities from various sources and in available formats both within the college and from external organizations in cooperation with supervision. ii Develops and maintains a working knowledge of new tools and technological advances and applies, when applicable, new knowledge to job processes.

43 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Communication (Oral and Written) Conveys information orally and in writing, clearly and effectively, in all circumstances. Presents ideas that are understood by the reader/listener. Reads and interprets written information appropriate for the job. Key Behaviors Conveys clear ideas and information orally, both one on one and in group settings. Respects diversity and adjusts presentation style for audience by way of non verbal communication, tone of voice, body language and/or visual aids. Writes and speaks in a clear, concise, organized manner to convey messages appropriately. Listens well with the intent to respond in a positive manner. Documents work activities appropriately. Engages with students and employees and provides them the information they need to be successful in the most effective medium/media i.e. discussion, meeting, video, , personal letter Openly communicates with colleagues, students and others.

44 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Organizational Accountability Fulfills commitments effectively, resolves issues, solves problems and interacts with others in a positive manner aligned with the vision, mission, goals and values of the GPC Strategic Plan. Key Behaviors Completes job duties in accordance with established performance standards. Manages time and completes tasks effectively, within established timeframes. Recognizes the urgency of completing work and acts accordingly. Uses the college s vision, mission and values effectively as the foundation for making decisions and performing job duties. Complies with appropriate Federal and State laws and BOR and GPC policies and procedures in all actions and decisions. Acts with integrity and accepts responsibility for the consequences of actions and decisions.

45 Performance Management From The Encyclopedia: GPC Performance Management Overview Performance Management Performance Management refers to the ongoing process of setting goals, development planning, self-assessment, manager assessment, coaching, and evaluation.

46 1. Performance Management Features GPC Performance Management Overview Feature Use Future Oriented Aimed at improving performance, instead of documenting the past. Non Evaluative Does not only rate performance, but also describes, analyses, and interprets it. Feedback Based Supervisor gives and receives information that is used to improve performance. Dialogue Driven Conversational, non-judgmental, two-way exchange of information.

47 1. Performance Management Features GPC Performance Management Overview Feature Collaborative Operational Investigative Continuous Use Partnership between employee and manager. Aimed at problem solving and troubleshooting performance. Emphasizes data gathering and record keeping. Frequent meetings designed to seek clarity and understanding about desired performance

48 1. Performance Management Features GPC Performance Management Overview Feature Multidimensional Corrective Integrative Use Tracks efforts, behaviors and outcomes. Dedicated to making continuous adjustments to calibrate and calibrate and recalibrate efforts. Supervision and performance management are combined.

49 Integrative: GPC Performance Management Overview To form, coordinate, or blend into a functioning or unified whole: unite Supervision Performance Management

50

51 Section Three The Process

52 GPC Performance Management Primary Objective Core Values Strategic Goals Vision Mission What Core Competencies How

53 The Process The Process Planning Managing Evaluating

54 GPC Performance Management Process (PMP) The Process GPC Strategic Goals Vision Mission Plan Core Values Process Planning Managing Evaluating

55 Planning The Process 1. Job Description Qualifications Purpose Responsibilities Performance Standards 2. Strategic Goals and Personal Development Goals

56 Development of Strategic Goals and Personal Development Goals Employee Strategic Goals Employee strategic goals are an individual s specific objectives,tasks, tasks, and activitiesaligned aligned to support the accomplishment of the college s strategic plan based upon the objectives of the respective department / work group.

57 Development of Strategic Goals and Personal Development Goals Personal Development Goals Personal development goals are targeted to enhance: the knowledge, skills, abilities, and behaviors of an employee either to improve their performance in their current role or to enhance their ability to compete for other roles in the future. Once identified, these improvements may result from reading, taking classes, attending seminars, hands on practice, working onprojectsortaskgroups, or task etc.

58 Development of Strategic Goals and Personal Development Goals Handout Please return at the end of this session

59 Activity 4: Development of Strategic Goals and Personal Development Goals 1.Create 3 strategic goals from selected function 2. Describe to the class how the goals you created aligns with the GPC strategic plan Functional Areas: Information Technology Academic Affairs Institutional Advancement Student t Services/Affairs i Financial and Administrative Affairs Customer Service/Contact Center Institutional Research Write SMART goals: Specific, Measurable, Attainable, Realistic, and Time oriented. # 3 & 4 Handout

60 Managing The Process 1. Conversations 3-6 times per year 2. Coaching Follow-up Accomplishments Recognition Discuss Performance, Challenges / Improvements

61 Interim Performance Conversation Form # 2 Handout Georgia Perimeter College Performance Management Interim Performance Conversation Employee Name Title Semester Date Supervisor Name Employees and supervisors are expected to meet at least once per semester

62 Activity 5: Managing The Process 1. Conversations 3-6 times per year 2. Coaching Follow-up Accomplishments Recognition Discuss Performance, Challenges / Improvements

63 Annual Evaluation The Process Annual Evaluation Assess job performance against competencies Assess job performance against strategic/personal development goals Develop new/enhanced ties to strategic goals Develop new/enhanced personal development goals

64 Performance Management Plan and Evaluation Form #5 Handout Georgia Perimeter College Performance Management Plan and Evaluation Employee Name: Campus/Department: Position: Years in position: Supervisor: Performance period: From To GPC Vision As a team, Georgia Perimeter College will be recognized as a dynamic and creative learning environment focused on student success, guided by the values of trust, excellence, integrity, civility, passion, diversity and efficiency. GPC Mission Georgia Perimeter College transforms the lives of our students to thrive in a global society. As a diverse, multi campus two year college, we provide relevant, responsive, learner centered higher education that facilitates the achievement of academic, professional and personal goals. We embrace excellence, teamwork, and quality service that link the college s human capital with our communities to enhance economic, social and cultural vitality.

65 Rating Scale The Process Did Not Achieve Accepted Results Partially Achieved Expected Results Achieved More Than Exceptional Expected Results Achieved Achievement Expected Results

66 Rating Scale The Process Did Not Achieve Expected Results Did not demonstrate this competency at the expected level.

67 Rating Scale The Process Partially Achieved Expected Results Inconsistently demonstrated this competency at the expected level. l Sometimes required assistance or direction from others.

68 Rating Scale The Process Achieved Expected Results Consistently demonstrated this competency at the expected level without assistance or direction from others.

69 Rating Scale The Process More Than Achieved Exppected Results Consistently demonstrated this competency at a high level. May have been viewed as a role model and clearly stood out among peers relative to this competency.

70 Rating Scale The Process Exceptional Achievement Always demonstrated this competency at a superior level. Functioned as an internal expert across Georgia Perimeter College with this competency, teaching or coaching others in addition to serving as a role model.

71 Rating Scale Consideration The Process *Most employee performance will fall in the Achieved Expected Results level Achieved Expected Results Consistently demonstrated this competency at the expected level without assistance or direction from others.

72 GPC Competencies Core Leadership Functional

73 Core Competencies GPC Core Competencies (See( attached for definitions) Evaluate the employee s performance against the behaviors in each of the core competencies. Please use the rating scale above. Customer Service Communication (Oral and Written) Continuous Improvement and Learning Organizational Accountability Personal Responsibility Problem Solving Teamwork Did Not Achieve Partially Achieved Achieved Expected Results More Than Achieved Exceptional Achievement

74 Functional Competencies Specific to a job or department Functional Competencies Please identify the job specific competencies the employee will need in order to be successful in the position. Then rate the employee s performance against the behaviors in each competency. (See attached list of functional competencies and definitions.) Comments (Please document significant strengths or deficiencies. Attach additional pages if necessary.) F.C. 1 F.C. 2 F.C. 3 F.C. 4 F.C. 5 Achieved Exceptional Partially Expected More Than Achieveme Did Not Achieve Achieved Results Achieved nt

75 Leadership Competencies # 6 Handout USG GPC Transparency High Performing Teams Inclusiveness Performance Management Systems Thinking Planning and Implementation Diplomacy Innovative Solutions

76 Optional Supervisor Evaluation Form

77 Optional Supervisor Evaluation Form # 7 Handout Georgia Perimeter College Performance Management Process Optional Evaluation of Supervisor Supervisor Name Date Employee Name (OPTIONAL) My supervisor gives me useful feedback about my job performance. More than enough Enough Not enough If you answered Not enough please indicate what kind of feedbackfrom from your supervisor would be helpful. My supervisor effectively provides me with information I need to do my job.

78 Employee s Role Participate in the creation of goals and objectives Take responsibility for own performance. Review performance standards and competencies. Review on-going record of job performance. Be open-minded and objective about job performance. Be prepared to discuss past performance and future plans.

79 Supervisor s Role Define goals and objectives to align with strategic t plan. Provide ongoing coaching and feedback. Review performance standards d and competencies. Review on-going record of job performance. Be open-minded d and objective about job performance. Schedule and conduct performance conversations Be prepared to discuss past performance and future plans.

80 PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Aligning Job Performance with the Strategic Plan

81 Vision GPC Self Mission Strategic Evaluation (Proactive Step) Goals Consider Plan the Timeline Core for Values Implementation Process Planning Managing Evaluating

82 (Based on Calendar Year) February March: Annual Evaluations: Set detailed goals in alignment with the GPC Strategic Plan for the calendar year May June: Interim Performance Conversation form to HR September October: Interim Performance Conversation form to HR Note: Interim Performance Conversations forms are required twice per year by Human Resources (minimum 2 conversations, with forms per year). However additional conversations can be conducted and are encouraged, 3-6 times per year as needed!

83 Employees: In preparation to begin the PMP. Consider what the GPC Core Values and Competencies mean to you personally. Rate yourself using the new rating scale to indicate the extent that these core values / competencies are present in your job performance. Supervisor Modules 2-4

84 PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please Complete Our Survey Aligning Job Performance with the Strategic Plan