Champlain College Performance Management

1. Champlain CollegePerformance Management 2013/2014 Training Session for Managers

2. Objectives • Reflect, Review and Plan • Engage Managers and Employees • Professional Development • Connection to the 2020 Plan • Transition to Workday Technology

3. Manager’s Role • How can you make this process be: • Engaging • Developmentally focused • Positive • Enjoyable • Rich with learning • How do you want to connect with your employees? • What do you want your employees to say about you after this process? • Where do you want to ask your for employees input?

4. Champlain Aligned Champlain College Mission and Vision 2020 Strategic Plan Institutional Priorities Divisional Strategies and Priorities Department Goals Individual Employee Goals Individual Performance and Development Planning 4

5. Components of Performance Management PLANNING – GOAL SETTING PERFORMANCE FEEDBACK PROFESSIONAL DEVELOPMENT PERFORMANCEEVALUTION

6. 2013/2014 Cycle What’s Changing? What’s NOT Changing? Functional Process General Timeline Ongoing coaching and feedback employees Staff competencies Professional Development Excite, Engage, Empower Expectations of managers Time it will take • Slight modifications – elimination of redundancies • Workday Technology

7. Why Workday? • Aligns to broader institutional talent goals • High performance • Development • Access to review goals and review throughout year • Roll up to institutional goals • Reporting and analytics • Ability to identify, target and deliver to professional development needs

8. Timeline 5/9 Evaluations due to next level Mgmt. Promotion Recommendations 6/13 Performance meetings completed 4/11 Employees submit self-evaluations

9. Timeline

11. Performance Evaluation Tool • Functional Process • Workday Technology

12. Performance Evaluation Tool • Performance Goals • Established last summer • 4 – 7 Goals • SMART goals “Establishing SMART Goals” • Specific • Measurable • Achievable • Realistic • Time Bound • Include UFO’s

13. Performance Evaluation Tool • Overall Rating – Scale • Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals. • Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected. • Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected. • Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve. • Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period.

14. Performance Evaluation Tool • Job Responsibilities • Summary of current job responsibilities • Not a “task list” • Section is rated

15. Performance Evaluation Tool • Staff competencies • Achievement Orientation • Adaptability • Client Focus • Continuous Learning • Critical Thinking • Diversity & Intercultural Understanding • Teamwork &Inclusion • Comments – Observations, clarification, examples • Tool – Staff Competencies Development Workbook • Competencies will not be rated

16. Performance Evaluation Tool • Development Needs • Reflection on past year • Has the need been completed? • Ongoing? • Time well spent here will pay off in spades • Purposeful development plans • Monitoring, coaching and supporting along the way • Regular check-ins

17. Performance Evaluation Tool • Excite, Engage, Empower • What would excite you? • How do you like to be engaged? • What will make you feel empowered? • Opportunity for employees to provide feedback to your manager, your department or the institution • Review the employee’s last self-evaluation… what did they say?

18. Performance Evaluation Tool • Additional Performance Review Comments • Feedback received from colleagues, stakeholders, vendors • Catch-all • Summation • Thank you and appreciation • Closure

19. Performance Evaluation Tool • Overall rating • Consistency between “written” and “verbal” words • Does the rating match the writing? • Is there alignment between the manager and the employee? Is it close? If not, why? • Performance rating calibration

20. Performance Evaluation Tool • Overall Rating – Scale • Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals. • Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected. • Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected. • Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve. • Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period.

21. Performance Evaluation Tool • Summary • Review the summary of your full Performance Review for 2013/2014 • Submit to your manager via Workday • No changes can be made by employee after submitted

22. Promotions • Significant changes in job responsibilities • Increased level of responsibilities vs. increased volume of work • Restructure resulting in a new position • Manager write new job descriptions • Submits to Human Resources by May 9th • Position evaluated • Promotions approved by June 17th • Manager communicates to employee once approved • Salary increase, where applicable July 1st

23. Upcoming Trainings • Manager Training • Managers Round Table, March 11 10:00-12:00 Lakeside 101/102 • March 14, 10:00-11:30 Lakeside 101/102 • March 17, 8:30-10:00 Aiken Morgan Room • Employee Training • March 14, 3:30-4:30 Hauke 203 • March 17, 2:00-3:00 Aiken Morgan Room • March 18, 1:30-2:30 Lakeside 101/102 • March 19, 8:30-9:30 Lakeside 101/102

25. All within Workday CAUTION: This step will release the evaluation to employee. Please only do so when you are ready.

26. Technology • Google Chrome or Firefox is recommended • Spell Check • Limited mobile capability • Saving All within Workday

27. Resources • Employee’s self-evaluation • Staff Competency Development Workbook • Your manager • Human Resources & Organizational Development • Last performance review form • Instructions within Workday via Canvas

28. ?

29. Tips: • Use “not applicable” as a status if goal is not rated. • May select more than one category. • UFO’s? Add as an additional goal and indicate they were unplanned. • Not applicable vs Not Started • Next year’s goals will be a separate process

30. Tips: • Summarize your job responsibilities in one section (do not use the (+) button multiple times).

31. Tips: • Review this section to verify you have commented on each competency.

32. Tips: • You will not use the “Add Existing” box. • Relates Togives the option of linking to a staff competency. • Use the (+) button to add a new item.

34. Additional Performance Evaluation Comments:

35. Tips: • The Overall rating is based on the ratings from the Performance Goals and Job Description • Can override default • You will receive an error if rating is empty

36. Tips: • You may exit at anytime and it will save and resume where you left off. • Once submitted no changes can be made. • You can print the review before submitting. • When manager approves – they are acknowledging receipt – does not mean they agree with every piece. When you are complete your self-evaluation you will need to click the green submit button. You will not be able to make any changes after you submit.

37. SMART Goal Setting • SMART goals allows leaders to: • Maintain clarity of what it is they wish to achieve • Monitor their progress on an ongoing basis • Allocate resources in support of reaching a goal • Plan an employee’s progress towards reaching goals • Redirect or refocus an employee’s energy back towards a goal when necessary • SMART goals allows employees to: • Understand what is expected of them • Monitor their own performance against the goals • Empower them to achieve results • Be clear on the criteria for evaluation • Know what the target for solid performance looks like, so that they can hit it

39. Goal Setting for next year • Joint process – manager & employee • Agreement • Alignment • Ongoing and adjusting

47. Self - Evaluation LIBRARIAN P ERFORMANCE EVALUATION – 2012/ 2013 This gives you and your manager an opportunity to participate in your performance evaluation process by documenting the many ways you have contributed to departmental goals and/or goals of Champlain College. Please use this form to describe your job performance and s hare the form with your supervisor before the performance meeting. NOTE: Managers will use this same form when evaluati ng employee performance . Employee Name : Title: Department: Manager’s Name: Date of Meeting : Signatures: Upon completing the evaluation , the manager should sign below and submit the form to the ir next level manager for review, approval and signature. You should sign below upon the completion of your performance meeting. Manager: Date : Next Level Manager: Date : Employee: Date : ( The signatures confirm you and your manager’s reading, understanding and discussion of the performance evaluation and do not necessarily mean agreement with ratings and comments.) • New tool: Workday • Manager • Self-Assessment • Signature page • Tone • Personalize • First person • Advance review

48. Employee goals for past year • Commentary – results achieved • Priority levels • Rating scale

49. Development Plan • E3 – Personal

50. Performance Feedback • Monitor Results • Provide Frequent Feedback - .”Coaches don’t put off discussing the game with players”: • Immediate • Specific • Useful • Relevant