Overview of Performance Management

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1 Overview of Performance Management Individual Performance Plan Performance Review & Evaluation 1

2 Performance Management: Why Me? Why Now? 2

3 Purpose To Provide an Overview of: The Who, What, and Why of Performance Management Purpose of Performance Management Why We are Changing the Performance Management Process The New Performance Management Process The Guiding Principles for Performance Management New Process New Forms: Individual Performance Plan (IPP) Performance Review and Evaluation (PRE) Key Dates 3

4 Why Do We Need Performance Management? What Why Who When 4

5 What Is the Goal of Performance Management? Why Are We Changing? Implement a Strategic Management System that Aligns Values, Vision, Objectives, and Employee Activities Use IPP to Ensure Employees are Working on Critical Activities that Accomplish the Organization s Goals and Objectives by Achieving the Right Results Increase Individual and Team Productivity Help Employees Improve Their Performance through On-Going Feedback Improve Communication Among Employees and Their Leaders Identify Opportunities to Develop People Create a Winning Organization by Ensuring We Live by Shared Values Provide Fair Compensation Based on Results (Future Goal) 5

6 What s Different & What s Not for FY ? What s Different? New PM Process Applies to All Non-Teaching Employees Individual Performance Plans (IPP) Performance Rating Based on Performance and Values Mid-Year Feedback The Forms What s Not? How Faculty are Evaluated How Salary Increases are Calculated in August

7 Who, What, & When? Who? All Non-Teaching Employees (FY ) What? When? Develop an IPP by October 1, 2008 Mid-Year Feedback and Review in January/February 2009 Complete a Performance Review and Evaluation in May/June

8 San Jacinto College Guiding Principles Philosophy for Performance Management 8

9 Guiding Principles for Performance Management The Executive Management Team Established Guiding Principles for Performance Management at San Jacinto College. PM Must: Be aligned with the college s values. Provide transparent communication to employees regarding how the process will be executed. Ensure that leaders will conform to a set of consistent standards across departments and campuses. Support the employee in meeting performance expectations. 9

10 Guiding Principles for Performance Management Individual Performance Plans (IPP s) will have Key Performance Indicators (KPI s). KPI s will be: Challenging yet achievable Measurable Equitably distributed among team members Employees with multiple leaders will have input and agreement for KPI s from all leaders. Employees will not be rated against one another. They will be rated on the results they achieve and their contributions. 10

11 Guiding Principles for Performance Management Employees will be Evaluated Against the Performance Standards for Their Jobs and the Performance Definitions. Ratings are Based on a Combination of Values, KPI s and Performance Objectives Performance Rating is Anchored on Performance Objectives and KPI s We will Differentiate on Performance. There is No Forced Distribution or Bell Curve in Determining Employee Ratings. Every Employee Rating will be Validated to Ensure Consistent and Fair Standards are being Used Across the Organization. 11

12 The Process 12

13 Performance Management Process IPP Mid-Year Feedback and Review Performance Review and Evaluation Validation Process 13

14 Individual Performance Plan (IPP) The College Wants Every Employee to be Successful. The IPP Process helps Ensure Employee Success because the IPP Documents What the Employee Needs to Achieve. Focuses Every Employee on the Key Annual Objectives Uses a Cascading Approach to Ensure IPP s are Aligned at Every Level Requires Dialogue Between Employees and Supervisors Clearly States What the Employee Needs to Accomplish and How It Will Be Measured The IPP is Your Target for Success 14

15 Individual Performance Plan (IPP) 5-8 Key Performance Indicators Input to Develop an IPP: Annual Objectives Unit Plans Supervisor s IPP Job Description Essential Functions KPI s Should Be Challenging, but Achievable Employees with Multiple Leaders will have Input and Agreement for KPI s from All Leaders 15

16 Mid-Year Feedback and Review The Purpose of the Mid-Year Feedback and Review is to Give Employees On-Going Feedback About Their Achievements KPI s Job Description Essential Functions Values It Occurs in January/February 2009 Employees Receive Face-to-Face Feedback Progress Regarding the KPI s is Updated on the IPP Form 16

17 Performance Review and Evaluation Performance Review & Evaluation Consists of: Values Appraisal (Self & Supervisor) Performance Review & Evaluation (Self & Supervisor) Validation Performance Feedback Discussion with Supervisor 17

18 Performance Review and Evaluation Overall Rating is Based on a Combination of Values, KPI s, and Job Description Essential Functions Calculating the Overall Rating: Supervisor Appraisal = 75% Self-Appraisal = 25% Rating Anchors on Performance First (Job Objectives and KPI s) and then Values 18

19 Validating Performance To Ensure Consistency and Fairness: Every Employee Rating will be Validated Exceptional Ratings Must be Advocated to and Approved by the EMT Unacceptable Ratings Must Be Reviewed and Validated by the EMT Vastly Divergent Ratings Between Employee & Supervisor will be Validated by the EMT 19

20 Performance Review Forms IPP Values Performance Review & Evaluation 20

21 INDIVIDUAL PERFORMANCE PLAN (IPP) NAME JOB TITLE LEADER YEAR 1) KEY PERFORMANCE AREAS (KPA s) List the Employee s KPA s: Service to the College: List Internal and External Teams/Organizations the Employee Supports. 2)PERFORMANCE OBJECTIVES AND/OR KEY PERFORMANCE INDICATORS (KPI s): List 5-8 Key Performance Indicators (KPI s) that Support Unit Plans and/or the College s Annual Objectives. For each KPI, write a measure that indicates successful performance. Key Performance Indicators Measure

22 COMMENTS SECTION: Employee Comments: Leader Comments: UNDERSTOOD AND AGREED: EMPLOYEE SIGNATURE: DATE: LEADER SIGNATURE: DATE: LEADER SIGNATURE: DATE: IPP PROGRESS REVIEW OF PERFORMANCE OBJECTIVES AND/OR KPI S MID-YEAR REVIEW: Provide substantiation of progress on KPI s. COMMENTS: Employee Comments: Leader Comments: UNDERSTOOD AND AGREED: EMPLOYEE SIGNATURE: LEADER SIGNATURE: DATE: DATE: LEADER SIGNATURE: DATE: END-OF-YEAR UPDATES: Employee updates and forwards to supervisor with Self-Appraisal. COMMENTS:

23 Example of Values Appraisal Integrity: Ethical and Professional We act in ways which instill confidence and trust. Keeps commitments and meets agreed upon requirements. 1 Hardly Ever 2 Sometimes 3 Often 4 Almost Always Not Applicable / Do not know Communicates in a straightforward manner. Behaves with honesty and fairness towards students, colleagues, and the public. Comments: 23

24 Values Value Integrity: Ethical and Professional We act in ways which instill confidence and trust. Excellence: In Everything We Do We achieve quality results in everything we do. Accountability: It s Up to Us We take responsibility for our commitments and outcomes. Innovation: Lead the Way We apply our knowledge, skills, insights, and imaginations to recognize opportunities, solve problems and recommend new solutions. Sense of Community: Caring for Those We Serve and Ourselves We demonstrate genuine concern for the well-being of our students, our community, and ourselves. Student Success: Our Ultimate Measure We enable students to achieve their goals. Diversity: Celebrate the Differences We celebrate the diversity of ideas and culture. Collaboration: We Work Together We work together for the benefit of the college. Behaviors Keeps commitments and meets agreed upon requirements. Communicates in a straightforward manner. Behaves with honesty and fairness towards students, colleagues, and the public. Takes initiative to identify problems, investigates options, and makes recommendations for solutions. Consistently explores new way to improve his or her performance. Has a can do attitude; is action oriented and gets results. Takes ownership for his or her actions and results. Accepts responsibility for the consequences of his or her behavior. Proactively informs others when he or she needs to modify commitments. Improves on success by applying what was learned to the next challenge. Recognizes opportunities to improve services, processes, and programs and makes recommendations. Demonstrates creativity and resourcefulness. Listens and attempts to understand the needs of students, employees, and stakeholders within our community. Gives students, employees, and the community the support they need. Provides students, employees, and the community with timely responses and solutions. Anticipates and responds to the needs of students so that we are prepared to serve and support them. Takes responsibility for creating an environment which fosters learning. Acts in ways that contribute to successful completion of studentcentered outcomes. Demonstrates an understanding of cultures and ideas other than one s own. Treats all people with respect regardless of differences among cultures, points of view, or life perspectives Capitalizes on the different strengths and talents of our employees, students, and community. Encourages and values participation by all employees. Works cooperatively with colleagues across the college. Asks for help and gives help when needed. 24

25 Performance Review & Evaluation (Draft) Employee Department Campus Job Title Supervisor Review Period Summary of Accomplishments: Unacceptable Performance Room for Improvement Meets Requirements Exceeds Requirements Exceptional Performance Performance Rating Comments on Objectives & KPI s: Hardly Ever Sometimes Often Almost Always Values Rating Comments on Values: 25

26 Performance Review & Evaluation Performance Rating: Unacceptable Performance Room for Improvement Meets Requirements Exceeds Requirements Exceptional Performance Overall Rating Comments: Employee Signature: Date: Leader Signature: Date: Leader Signature: Date: 26

27 Performance Definitions Performance Category Unacceptable (Yellow) Room for Improvement (Green) Meets Requirements (Purple) Exceeds Requirements (Blue) Exceptional (White) Description The individual has met FEW or NONE of the objectives and requirements of the job. Is not capable of performing at the desired level, has skill deficits, or does not possess the ability to apply skills/knowledge on the job. Contribution is NEGLIGIBLE. Close supervision is required. There is little or no enthusiasm for learning or introducing new ways of achieving objectives. Care of the internal/external customer suffers, as the service provided is of poor quality. The individual has met SOME of the objectives and requirements of the job. Generally capable of performing at the desired level, but performance may be inconsistent due to skills deficits and/or an inability to apply skills/knowledge on the job. Contribution is MARGINAL. Frequently requires supervision to accomplish tasks and goals. There is little or no enthusiasm for learning or introducing new ways of achieving objectives. Care of the internal/external customer may suffer, as the service provided is of a low standard. The individual has met ALL of the objectives and requirements of the job. Has all the required skills and knowledge to perform the job independently, and applies the skills and knowledge to meet the agreed objectives. Contribution is VALUABLE. Supervision is rarely required. Innovation is welcome in the achievement of objectives. A good level of customer service is provided consistently and reliably. The individual has met ALL the objectives and requirements of the job, with some NOTABLE achievements beyond the normal expectations of the job. Apart from having all the knowledge, skills and ability, also demonstrates a sustained commitment to excellent performance. Contribution is SIGNIFICANT. Rarely, if ever, requires supervision, making few errors and is expert in the job. Often explores new or improved ways to achieve performance. Provides above average levels of customer service by putting in individual effort to satisfy customers. The individual has met ALL the objectives and requirements of the job, with OUTSTANDING achievements, which have significantly extended the impact of the total job. Able to act as advisor to others, solving problems and providing coaching. Contribution is EXCEPTIONAL. Functions independently, updating supervisor as necessary. Functions as an informal leader using depth of knowledge and personal skill to encourage the achievement of performance/customer service delivered by the entire team. Consistently seeks new and improved ways to improve levels of performance. 27

28 Performance Matrix (DRAFT) Almost Always Leadership Decision Performance on Values Based Behavioral Competencies Often Sometimes Hardly Ever Unacceptable Room for Improvement Meets Requirements Exceeds Requirements Exceptional Performance on KPI s, Objectives, & Job Expectations Rating White Blue Purple Green Yellow Value Exceptional Performance Leadership Decision Exceeds Requirements Meets Requirements Room for Improvement Unacceptable Performance

29 Key Dates Leader Training for IPP 7/07/08 8/04/08 Leaders Train Their Employees for IPP Review of Unit Plans and Cascading Development of IPP s for All Non-Teaching Employees 7/10/08 8/08/08 7/10/08 9/30/08 Mid-Year Feedback & Review January/February 2009 Performance and Values Review and Evaluation May/June

30 Performance Management: Why Me? Why Now? We Need to Live Our Values. All Employees Need to Focus on Activities Relating to Student Success. Employees Deserve to be Provided with Better Performance Feedback. We Want Our Employees to be Productive and Successful. In the Future, We Need to Recognize and Reward Employees Based on Their Contributions and Results; Performance Management Prepares Us to Do This. 30

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