2008 CSPA Conference Mastering Human Resources Performance Management

1. 2008 CSPA Conference Mastering Human Resources Performance Management

2. Overview Performance Management What we will cover today • Philosophy & Strategy • New Program Development Process • Why Do Performance Management • Key Components of the Plan • New Technology – ePerformance Manager • What’s Changed • Getting Ready for the New Plan and New Technology • Web Resources • Reviewing the Timeline

3. Performance ManagementPhilosophy and Strategy Philosophy • Performance management is a process to help drive overall State and Agency goals to successful outcomes through effective goal setting, performance monitoring and measurement, and rewards for performance Strategy • Measure employee performance based on accomplishment of goals and demonstration of competency proficiency that can impact State and Agency outcomes • Develop a consistent core Statewide performance management process, system, and tools that are “fair, simple and easy to use. • Hold managers and employees accountable for results delivered through active performance feedback, and development opportunities. • Provide managers with the skills and tools necessary to differentiate performance and allocate compensation and development rewards appropriately based on performance, budget, and other relevant factors • Educate both managers and employees on how to do effective performance management

4. Performance ManagementNew Program Development • Beginning in 2005 • Created Nine Interagency HR Initiative Teams, including Performance Management • Goal: determine the needs and requirements for a new performance management system for the state • Included representatives from across the State and also led a competency design sub team that worked on the development of competencies as they relate to performance management, succession planning, workforce planning, recruiting, and other key HR functions • Process steps • Team members surveyed employees, managers, and HR personnel as well as interviews with agency leadership • The team used these findings, along with research into successful performance management systems, to design a new performance management system that is user-friendly, results-based, encourages employee development, and is aligned with the vision and goals of the State and its entities • Mercer Human Resources Consulting helped the team get to the final destination for the new Performance Management Plan and The Anteo Group and SAO supported the new technology

5. Performance ManagementNew Components of the Plan

6. Performance ManagementKeys to Successful Implementation • Top leadership support – Governor’s office • Executive and leadership level support & accountability • Stakeholder involvement • Education for HR directors and staff • Process and system design • Design sessions to link business process and system • Effective project planning and project management • Nine Phase 1 Agencies • Top leadership sponsorship • Cross section of agency size • Different business functions • Different job families • Varying levels of technological resources

7. Performance Management Performance Management Model

8. Performance ManagementBehavioral Competencies

9. Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service. Performance ManagementExample – Customer Service Competency

10. Performance ManagementExample – Talent Management – Leadership Competency Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service.

11. Performance ManagementGoals - Based STATE MISSION, VISION & GOALS Business Outcomes State Performance Business Outcomes EXECUTION State Goals Agency Achievement Agency Goals Departmental Achievement Departmental Goals RESULTS PLANNING Individual Achievement Individual Goals CONTINUAL PERFORMANCE

12. Performance ManagementGoals - Based • Cascading goals link individual performance expectations to organizational goals and objectives • Individual Success is linked to Organizational Success • For some jobs, a direct linkage will be clear, while for others, the linkage may not be as clear • Goals are cascaded throughout the enterprise and translated to become relevant to each level of the organization • State’s goals are cascaded down to the agency’s goals, then down to the specific division’s goals, to team work goals, and finally to the individual goals

13. Performance ManagementJob Responsibilities • Job responsibilities are based upon the state job description • These job responsibilities can help a manager identify those areas that are most important to the specific employee in the specific position • Managers can use what is required for these job responsibilities and translate them into measurable performance expectations or goals. • Managers can also link job responsibilities to competencies

14. Performance ManagementIndividual Development Plan (IDP) • An action plan created by the employee and the manager to identify goals and activities that contribute employee development • It is important that employees have development plans as it is critical that the state continues to develop and retain an excellent workforce • IDP can focus on several areas: • Development in current role • Expand skill set and knowledge areas • Prepare for future roles

15. Performance ManagementSupporting Tools • ePerformance Management System • The performance management process is supported by the PeopleSoft (PS) ePerformance Management System • Web-based self-service performance evaluation application for managers, employees, and human resources (HR) administrators • Used for planning, collaborating, communication, assessment and monitoring evaluations

16. HR Admin. by Agency Initiate Evaluation Process – Performance Document Creation Manager and Employee Establish Evaluation Criteria – Planning Phase and Agreement Revise Complete Evaluation Criteria (Planning Phase) Manager Approval Required Manager and Employee Complete Manager’s Evaluation of Employee’s Performance Manager Consolidate Feedback into Manager’s Evaluation Manager’s Manager Obtain Manager’s Manager Approval HR Admin Obtain HR’s Approval Manager and Employee Conduct Review with Employee Manager and Employee Acknowledge and Finalize Review Performance Managemente-Performance Business Flow Coaching and Feedback Throughout the Performance Period Complete Employee Self-Evaluation

17. Performance ManagementLessons Learned from Phase I • Timely, sufficient communications for multiple audiences • Phase 2 – expand upon Phase 1 communications • Agency Readiness Calls were valuable • Phase 2 – will start calls earlier (October rather than February) • Human Resources System Training • Phase 1 – User Acceptance Testing and HR Admin Guide • Phase 2 – HR Training and updated HR Admin Guide • Manager training – process training was good • Phase 1 – no hands on system training • Phase 2 – hands on system training • SPA Talent Management Help Desk to support ePerformance • Created a help desk • Preparing for Phase 2 rollout and support • Low usage of MSS and ESS by employees • Encourage up front learning • The agency readiness checklists were good • HR and managers are very happy with the new 5-point scale

18. Performance ManagementPreparing for Phase 2 Implementation Letters to Agency Heads and HR Directors Phone calls and visits to agencies Change Readiness Survey and assessment Gathering HR contact information Phase 1 Lessons Learned Sessions: Internal with SPA and Project team HR Lessons Learned Forum with Phase 1 agencies Review and revisions of training and other resource materials October Kick-Off for Phase 2 Agencies

19. Performance ManagementPhase 2 Implementation Dates

20. Performance ManagementBegin Change Management Efforts What you should expect: • Various avenues for communication • Agency readiness calls • Agency head communications • Readiness checklists for preparing the system • Communications to HR, managers, and employees • Communication toolkits developed, for example • Sample communication letters to send to employees explaining the new process • Reference cards for managers and employees (tips and tricks)

21. Performance ManagementAgency Readiness Calls What you should expect: • Goals • Clearly identify what is needed to transition to the new performance management plan and technology • To help determine additional tools support needed for ease of transition • Listen and provide support as needed • Address system and technology concerns • Address and assist with PeopleSoft data concerns • What you can do to get ready now • Address PeopleSoft “Reports to” • Ensure employees and managers have email addresses registered with TeamGeorgia • Direct managers and employees to the MSS and ESS navigation UPKS • Ensure that there are enough HR administrators in your agency to manage process

22. Performance ManagementHuman Resources Training • What to expect • Role • First point of contact for agency leadership and employees • Coordinate and/or facilitate training to for agency managers and employees • Continue in customer service role for technology or plan trouble shooting (Tier I helpdesk support) • Extensive training and toolkits provided • Extensive training on the new technology • Early roll-out of ePerformance Manager • Hands-on system training

23. Performance ManagementSPA SupportExample – Helpdesk Support • HR ADMINISTRATOR'S HELP DESK • How It Works: • Our goal is to ensure a successful transition to the enhanced Performance Management Process and ePerformance Manager System. The HR Administrative Guide (please see links on bottom right hand side of this page) provides detailed “how to” steps. If you need additional assistance, we have created a help desk for HR Administrators to call: • For questions related to Performance Management or the ePerformance Manager System, please call the State Accounting Office helpline at 404.657.3956 or 888.896.7771. Press option 2, then press 2. • If you would like to e-mail us your question(s), please contact us at talentmanagement@spa.ga.gov. • The Help Desk hours of operation will be 8:00 am to 5:00 pm Monday - Friday

24. Performance ManagementManager Training • What to expect • On-line training tools • Agency specific training • Hands-on system training • Webinars for additional training and resources • Managers notebooks – available through web links • Link to MSS navigation: • http://route88upk.state.ga.us/toc.html

25. Performance ManagementEmployee Training • What to expect • On-line training • Training toolkits • Hands-on system training • Web information / webcast • http://www.spa.ga.gov/employees/ePerformResources.asp • Link to ESS navigation: • http://route88upk.state.ga.us/toc.html

26. Performance ManagementTypical Process Timeline August - September October July • Manager & employee have one-on-one Performance Meeting(s) to conduct Performance Eval. Discuss: • Year-end results • Performance rating; • Pay increases (if applicable) • Manager completes previous year’s performance evaluations. • HR and Sr. Leader reviews ratings, pay decisions, and Calibrations PREVIOUS YEAR Ongoing coaching and feedback throughout the year • Performance Planning: Manager and employee collaborate to develop and review goals and competencies for coming year • Mid-year Review Meeting to discuss progress. CURRENT YEAR July - June (entire year) January July Note: This timeline assumes the State moves to a common review date and uses its fiscal year to determine the timing of the performance management cycle. Under this calendar, managers have discretion to hold meetings with their employees anytime between June 1 and August 31

27. Performance ManagementFrequently Asked Questions and Q&A • Is the PeopleSoft software required to utilize ePerformance Manager?Your agency must have the statewide PeopleSoft supported by the State Accounting Office. • Will the approval process require handwritten signatures? No. The ePerformance system allows for all approving parties to approve each phase of the process electronically. • Who does the manager or employee call regarding questions with the ePerformance process or system? The HR administrator within your agency is your point of contact with questions related to the ePerformance process and system. • If the HR Administrator has a question regarding the ePerformance process, who does s/he call? The HR Administrator should call or e-mail the Talent Management Help Desk.

28. Performance ManagementFrequently Asked Questions and Q&A • What is a competency? • Competencies are attributes, knowledge, skills, abilities that contribute to successful performance. • Behavioral Competency: Employee behaviors, knowledge, skills, abilities, and other characteristics that contribute to individual success in the organization. (e.g., teamwork and cooperation, communication, etc.) • Technical Competency: Job Specific knowledge, skills, and abilities necessary for successful performance on the job. (e.g., knowledge of accounting principles, knowledge of human resource law and practice • Will I be evaluated on competencies? • Yes. As part of the performance management program all employees will be evaluated on Core behavioral competencies. All managers and supervisors will be evaluated on the Leadership competencies.

29. Performance ManagementTalent Management Team • Buz Mayo, Executive Director • buz.mayo@spa.ga.gov; 404-651-8749 • Ronnie Witcher, Program Director • ronnie.witcher@spa.ga.gov; 404-657-2379 • Janet Hecht, Ph.D., HR Projects Coordinator • janet.hecht@spa.ga.gov; 404-463-3534 • Al Brown, PHR, HR Consultant • al.brown@spa.ga.gov; 404-657-2848