Performance Management Program for Staff

1. Performance Management Program for Staff Belmont University Manager Presentation

2. Overview • Performance Management Program – both form and instructions are necessary to understand process • Instructions for completing form • One form for planning, midyear review, and final evaluation

3. Overview: Performance Planning and Evaluation Process • Discussion between supervisor and employee • Job description • Specific responsibilities & tasks • Special projects • Improvement goals • Training and professional development • Midyear review • Final evaluation

4. Planning and Evaluation Cycle • May/June/July – Goal setting • November/December – Mid-year review • April 15 deadline – Annual performance evaluation • Signed original sent to HR

5. Performance Management Cycle Planning Midyear check Feedback Feedback Evaluation

6. I. Job Description Review • Employee and Supervisor review job description during planning stage • Update as needed (significant changes must be approved by HR) • If changes made, send updated job description to HR electronically • Employee and Supervisor sign and date page 1 of Performance Planning and Evaluation form

7. II.1. Specific Job Functions and Responsibilities in Position Description • Draw directly from the position/job description • Each responsibility will be • Listed • Evaluated • May or may not be a part of improvement goal setting

8. II.2. Relative Weight of Responsibility • Position Description requests a percentage weight of job responsibilities • Time required • Attention required • Importance • Impact

9. II.3. Core Competencies • Determine the relevance of basic competencies for specific responsibility • Sometimes certain competencies may not apply to a specific responsibility • Should be used as discussion points in planning improvement goals and evaluating job performance

10. Core Competencies for All Employees • Communication Skills • Teamwork/Collaboration • Customer Orientation • Diversity • Critical Thinking and Problem Solving

11. Manager Competencies (additional) • Staffing/Administration • Leadership • Performance Management • Growth and Development of Employees

12. II.4. Improvement Goals • Continual improvement through training and development expected and required part of employment at Belmont • Should relate directly to the position’s responsibilities and competencies • On-the-job training and cross training • On and off-campus courses and workshops • Professional/educational conferences • Academic classes • Degrees and certifications

13. Improvement Goals - Details • Will probably change from year to year • Factor in the relative weight of the responsibility • Some responsibilities may have several improvement goals while others might have none • Use to develop goals: • Position description, prior year’s evaluation, core competencies, special projects, training activities • SMART Goals: Specific, Measurable, Attainable, Relevant, Time-framed

14. II.5. Mid-Year Review • November or December (mid-cycle) • Employee and supervisor meet to assess progress • Not an elaborate session • + on track • - if there are concerns

15. 11. 6 Employee Performance Self-Evaluation (gray column) • Self evaluate performance of each job responsibility • Give special emphasis for achieving improvement goals & core competencies

16. II.7. Performance Evaluation • Manager: Final evaluation • Account for relative weight of each • Evaluate performance of each responsibility • Evaluate general job performance • Special emphasis for improvement goals and core competencies

17. II.7. Rating (to be assigned by manager) • Rate each individual responsibility quantitatively or qualitatively • Final overall rating: • (E) Exceeds expectations • (M) Fully Meets expectations • (MLC) Meets expectations/learning curve • (NI) Needs improvement/below expectations

18. Exceeds Expectations • Employee clearly & consistently exceeds the communicated expectations of the job function, responsibility, or goal. Demonstrates unique understanding of work well beyond assigned area of responsibility. • Represents consistently exceptional performance beyond the rating of fully meets expectations and should be reserved for those individuals that consistently go above and beyond expectations. • This rating requires written supportive information.

19. Fully Meets Expectations • Employee independently and competently performs all aspects of the responsibility or goal. • This is a good, solid rating that indicates the employee is performing the job as expected and as defined in the job description. Occasionally exceeds requirements. • This rating is not a “C.” The vast majority of employees are expected to achieve this rating and should be proud to earn it.

20. Meets Expectations/Learning Curve • Employee (new to position) exhibits appropriate progress in the course of learning the responsibilities of a new position. • Is performing as expected in a new position.

21. Needs Improvement/Below Expectations • Employee fails to meet expected job standards and must show change in performance to competently perform most aspects of this responsibility. • This rating requires a written action plan and timeline for improvement.

22. Video Discussing Performance Video may be checked out overnight – contact Deborah Baruzzini 6172 The video supports the following: • Encourage employee self-appraisal • Work collaboratively with employees to set goals • Motivate employees to grow and develop professionally

23. Preparing for Evaluation – Prepare Employee • Notify employee at least 2 weeks in advance. Agree on timing and location. • Ask employee to: • review his/her job description • review his/her Performance Planning and Evaluation form • review any feedback given and gather supporting documents including any training attended. • Ask employee to do self-evaluation and turn in to supervisor in advance of meeting.

24. Supervisor Preparation for Evaluation • Communicate and agree to meeting • date/time/location • plan 1 hour free from interruptions • Review • Employee’s job description • Online resources • Tips for evaluations • FAQs • Employee’s self evaluation

25. Supervisor Preparation for Evaluation • Review performance of job responsibilities, related competencies, and improvement goals. • Draft response to each. Give quality and quantity in results. • The final rating should reflect the relative weight or average of all the ratings within the evaluation.

26. During Evaluation Meeting • First ask for employee comments and suggestions • Be sincere, stay job oriented and objective • Summarize previous memos/suggestions • Suggest new approaches with timelines • Use good 2-way communications • Active listening, paraphrasing and restating • Use different approach for different employees

27. How to Improve Performance Evaluations • Review common appraisal errors • Subjectivity • Biases • Poorly planned meeting • Unprepared supervisor

28. Improving Performance Evaluations • Review traits of the best performance appraisals • Objective, caring and honest • Evaluation is not a surprise – frequent feedback has been given • Encourage and reward good performance • Give specific and firm feedback for poor performance

29. After Evaluation Meeting • Finalize Form - Add your comments and signature • Give to employee for comments and signature • Give copy to supervisor for review in confidence • Give copy to employee • Send signed original to Human Resources for employee file in confidential envelope by April 15th • Set date for planning meeting for next year