GEORGIA ePERFORMANCE MANAGEMENT

1. GEORGIA ePERFORMANCE MANAGEMENT

2. Performance Management Overview Georgia ePerformance is a systematic, integrated approach to performance management. • Drives individual and organizational performance • Promotes and supports the Governor’s vision for Georgia being the “Best Managed State” • Translates organizational goals to individual performance expectations • Links an employee’s performance expectations to the mission, vision, and goals of the agency and the State • Articulates WHAT an employee needs to accomplish and HOW to accomplish these goals • Provides a uniform PMP approach enterprise-wide

3. Performance ManagementChanges to the New ePerformance

4. Performance Management Transitioning to ePerformance

5. Performance Management 4-Phase Model Performance Planning Establish Desired Results Performance Coaching Create Desired Results • Competencies • Goals • Responsibilities • Individual Development Plan • Observation • 2-Way Feedback • Documentation • Ongoing Development Performance Recognition Acknowledge Results Performance Evaluation Measure Desired Results • Flexibility • Achievement • Personal Growth • Challenging Work • Review Documentation • 5-Point Rating Scale • Management Approval • Performance Reviews

6. Performance ManagementPurpose of Performance Management • Assesses employees’ strengths and areas for improvement • Focuses on two main measures of success: WHAT gets accomplished and HOW it gets accomplished WHAT = Specific Goals, Responsibilities, and Objectives HOW = Competencies necessary to achieve goals (i.e. knowledge, skills, behaviors, and attributes)

7. Performance ManagementSupporting Tools • Performance Management Management System • The Performance Management is supported by the PeopleSoft (PS) Performance Management 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

8. 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 ManagementePerformance System Flow Coaching and Feedback Throughout the Performance Period Complete Employee Self-Evaluation

9. Performance Management General Timeline

10. Performance CoachingGeneral Timeline Exercise Choose a partner at your table group. One partner will be the manager; the other will be the employee. Review each role and the activities involved in the respective roles throughout the year.

11. ePerformance System

12. There are nine steps in completing a Performance Evaluation: 1) Employee Self-Evaluation 2) Manager Evaluation 3) Manager Submits for Approval 4) Manager’s Manager Approval 5) HR Administrator Approval 6) Manager has performance discussion with employee 7) Manager changes document status to “Available for Review” and “Review Held” 8) Employee “acknowledges” the review was held 9) Manager Completes/Closes-Out Performance Evaluation EVALUATION PHASE 12

13. REPORTS OVERVIEW • There are three reports that managers have access to help track the performance evaluation process. • Manager’s Review Status • Approver’s Review Rating • Approver’s Doc Status

14. REPORTS OVERVIEW • Manager • The Manager’s Review Rating report will allow the manager to view the ratings of their direct reports. • Manager’s Manager • The Approver’s Review Rating report will allow the manager’s manager to view the ratings of their manager’s direct reports. • The Approver’s Doc Status report will allow the manager’s manager to view the “Completed” and “Not Yet Completed” performance evaluations of their manager’s direct reports. Note: Approver = manager’s manager • Reviewing reports allows managers and manager’s managers to review ratings to evaluate consistency, inflated or deflated rating patterns, and All • All reports can be formatted via Excel and printed.

15. REPORTS OVERVIEW

16. Approver’s Review Rating Report

17. Approver’s Review Rating Report

18. Approver’s Review Rating Report

19. Approver Review Rating Report

20. Approver’s Doc Status Report

21. Approver’s Doc Status Report

22. Approvers Doc Status Report

23. Approver’s Doc Status Report

24. PHASE I PERFORMANCE PLANNING

25. Performance Management 4-Phase Model Performance Planning Establish Desired Results Performance Coaching Create Desired Results • Competencies • Goals • Responsibilities • Individual Development Plan • Observation • 2-Way Feedback • Documentation • Ongoing Development Performance Recognition Acknowledge Results Performance Evaluation Measure Desired Results • Flexibility • Achievement • Personal Growth • Challenging Work • Review Documentation • 5-Point Rating Scale • Management Approval • Performance Reviews

26. Performance Planning Overview • Planning is the key phase of performance management • Collaborative process between manager and employee • Establishes performance expectations to include competencies, goals, and responsibilities • A performance plan is developed for the employee in their current and ‘next level’ positions

27. State and Agency strategic goals Employee competencies Responsibilities Projects, tasks and activities Individual Development Plan Within 45 days of the date of hire, transfer, promotion or demotion Used throughout the year Written at “successful performer” rating Performance Planning Performance Plan WHAT HOW

28. Performance Planning Performance Plan

29. Performance Planning Examples of Weighting

30. Performance Planning Overview of Behavioral Competencies • Behavioral Competency • Attributes, knowledge, skills, abilities, and other characteristics that contribute to successful performance in the organization • Focus on the Employee • Can apply to all (or most) jobs in an organization to be specific to a job family, career level or position • In total, there are 18 competencies: 5 statewide core competencies (required of all state employees), 2 leadership competencies (required of all managers with direct reports) and 11 additional competencies.

31. Performance Planning Section 1 – Statewide Core Competencies

32. Performance Planning Overview of Goals

33. Performance PlanningSection 2: Individual Goals/Competencies

34. Performance Planning Example of a State Goal Governor’s Customer Service Goal “Georgia will have the best customer service of any state in the nation.”

35. Performance Planning Section 2: Developing Aligned/Cascading Goals Step 1: Identify Aligned Goals Step 2: Identify Desired Job Results Step 3: Measure Success Step 4: Monitor Progress All goals are written and measured at the “successful performer” level.

36. Performance Planning Section 2: 5-Point Rating Scale

37. Performance Planning Section 2: Successful Performer in Customer Service

38. Performance Planning Section 2: Writing SMART Goals • Specific - Precise, Definite, Clear, Understandable: • Measurable - Standard, Assessment, Exact: • Achievable - Reachable, Feasible: • Relevant – Scope, Linkage: • Time-bound - Time frame, Ending point, Finish:

39. Performance Planning Example of a SMART Goal SpecificPerform on average, 12 engine tune-ups per month MeasurableQuarterly review of vehicle maintenance log Achievable Follow steps in Technical Manual 001, Engine Tune-ups RelevantPerforming engine tune-ups on state-owned vehicles Time-bound Review of progress on March 31, 2010 Scenario: John is a state employee working in the position of a Mechanic. In this position, John is responsible for performing engine tune-ups on state-owned vehicles. Goal: On average, John will perform 12 engine tune-ups per month on state-owned vehicles following the steps in Technical Manual 001, Engine Tune-ups. John’s progress will be reviewed toward this goal by reviewing the vehicle maintenance log on a quarterly basis, placing a particular emphasis on the review period on March 31, 2010.

40. Performance CoachingSection 2: Write a SMART Goal Partner Exercise Choose a partner, review the Successful Performer competencies for Customer Service and write a SMART goal.

41. Performance Planning Section 3: Job Responsibilities • Automatically populated into the performance document; based on new state job description • Helps the manager to identify those areas that are most important to the employee’s success • Can be deleted from the performance plan, if you elect to focus more on goals and/or core competencies than job responsibilities • Should be translated into SMART goals

42. Performance PlanningSection 4: Individual Development Plan (IDP) • All employees will have an action plan created by the manager and employee • Identifies goals, projects, training, assignments and other activities • Focuses on needs and interests: • Development in current role • Expanding skill set and knowledge areas • Preparing for future roles

43. Performance PlanningSection 4: Create the IDP • Step 1: Discuss and determine the employee’s development needs • Step 2: Identify and agree on the employee’s development goals • Step 3: Collaborate and develop the IDP • Step 4: Implement, monitor, track and update the IDP

44. To enhance project management skills by completing GTA’s Project Management training by June 2010 To further develop public speaking skills by joining Toastmasters International To continue professional development by participating in SPA’s mentorship program Performance PlanningExample of IDP Activities

45. Performance PlanningSection 4: Write Development Activities for an IDP Partner Exercise Review your SMART goal for Customer Service, refer to the Development Activities chart and write 2 to 3 activities that will assist the employee to reach the goal.

46. 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 PlanningRoles in the System Process Coaching and Feedback Throughout the Performance Period Complete Employee Self-Evaluation

47. PHASE II PERFORMANCE COACHING

48. Performance Coaching 4-Phase Model Performance Planning Establish Desired Results Performance Coaching Create Desired Results • Competencies • Goals • Responsibilities • Individual Development Plan • Observation • 2-Way Feedback • Documentation • Ongoing Development Performance Recognition Acknowledge Results Performance Evaluation Measure Desired Results • Flexibility • Achievement • Personal Growth • Challenging Work • Review Documentation • 5-Point Rating Scale • Management Approval • Performance Reviews

49. Coaching performance of employees is expected of all managers. Performance management is not a once-a-year evaluation and planning session. It is a year-round process in which the employee executes on their performance plan and the manager provides ongoing coaching and development. Informal feedback sessions are conducted throughout the year. Coaching and development is an 11-month process, culminating into the 12th month of evaluation. Performance CoachingOverview

50. Performance CoachingGoals of Coaching To initiate a desired competency or goal To maintain successful performance To stretch performance to the ‘next level’