Online Performance Management Training

Transcription

1 Online Performance Management Training Conducting Reviews of Calendar Year 2012 Performance 1

2 Objectives Be aware of the timing and steps associated with the performance management process and tools; Understand that the role of performance management is not to justify an annual pay increase, but to support the employee in their ongoing development efforts; Have a better idea of how to manage an effective performance review process. 2 2

3 Best Practices In the best-performing organizations performance management is a strategic tool that drives business results. High-performance organizations define performance management in its broadest sense: Performance management is the key to raising the bar in an organization, for all levels of performance. It is a management tool to help leaders execute the business strategy. It is recognized as delivering higher returns and creating more competitive advantage than most other organization investments. 3 3

4 Best Practices Continued The ideal approach moves beyond the basics of traditional systems in order to deliver the results that the organization needs. Design Parameter Traditional 1990s Best Practice Function Report card (Retrospective) Barometer of progress (Periodic) Performance dialogue (Continuous) Role of Employee Passive Joint ownership for goal setting/review Performance Focus Process Emphasis Manage poor performers Check the box complianceoriented Manage the tails of the bell curve Planning, reviewing and rewarding Ownership Human Resources Line management and Human Resources Shared accountability for results Raise performance of the entire organization Strategic clarity, coaching, learning Employees, managers and leadership 4 4

5 Tulane Design Process Overview Enhance management capability to create a Results- and Value- based organization. Phase 1 Design Team was made up of a cross section of employees from a variety of departments across the University. Focus groups with University employees were held to solicit feedback. The Design Team incorporated the feedback into the design of the new tool. The new performance review tool was used by approximately 800 employees. Phase 2 A survey was conducted in the summer of 2010 to solicit feedback from the participants. The Design Team revised the form based on the feedback from the participants. Phase 3 The Performance Review Tool became live January 3, All employees are now evaluated using the online tool. 5 5

6 Manager Responsibilities Provide employees with clear expectations, consistent measures, and achievable standards of performance. Support and provide resources to employees. Identify performance enhancement areas and provide assistance and support for improvement. Assist employees in identifying and participating in career development and training programs. Provide ongoing performance feedback and coaching. Conduct a performance review for each assigned employee. 6

7 Employee Responsibilities Discuss concerns and/or questions about any part of their job description or performance review with your manager. Actively identify and participate in career development and training opportunities. Meet expectations and achieve performance standards. 7

8 Sections of the Performance Review Form Employee Results The Employee Results rating is based on the work performance as related to the key responsibilities and performance standards outlined in the job description. Supervisors may also elect to measure Employee Results from goals that were established in the beginning of the rating period. Tulane Values The Tulane Values rating is based on behavioral values that are important to living out the fundamental mission of the University. Customer Focus, Initiative, Integrity & Trust, Positive Influence, Quality & Achievement Orientation, and Teamwork & Cooperation are the common values all staff members are evaluated upon. In addition, managerial staff members are also reviewed based upon the values of Empowerment, Performance Excellence and Performance Management. Growth The Growth section addresses growth in skills/knowledge that the employee acquired over the past 12 months that enable him/her to contribute more to the University. Growth is also measured in contribution which describes activities or responsibilities that the employee is now required to perform that he/she was not required to perform 12 months ago. 8

9 Privacy Concerns Manager to Manager s Manager (Optional) Manager to Employee Employee to Manager Manager to WFMO 9

10 Privacy Concerns Effective January 1, 2012, Tulane replaced the use of Social Security Numbers with Tulane ID numbers. Social Security numbers will no longer be used to identify employees for the purpose of Performance Reviews. The Tulane ID Numbers can be found: On the back of the Employee Splash Card Gibson Online 10

11 Timeline December 1, 2012 Online system available for completing reviews. ESS supported department training available upon request. Supporting material available on WFMO website. Scott Cowen video. Support material on how to fill out form online. Various videos on performance management topics. Suggestions for developmental activities. Listing of free seminar offerings. Link to computer skills training. February 28, 2013 Due date for performance reviews. 11