Aligning Employee Performance with Agency Mission Welcome to Workshop Aligning Employee Performance with Agency Mission

Objectives Learn the S.M.A.R.T. Formula, and Demonstrate the ability to use the S.M.A.R.T. Formula in writing performance measures.

Overall Evaluation Process Rules of the Department require the following procedural steps: A supervisor or manager is responsible for facilitating the performance evaluation process as prescribed by the Commissioner of the Department of Human Resources. The reviewer examines the evaluation of the employee in every step of the performance cycle. The reviewer confirms the evaluation process has been properly completed. The reviewer confirms the assessments have been appropriately and logically described, and are reflected in the formal evaluation of the employees’ job performance.

Overall Evaluation Process Initial discussion (Job Performance Planning) Periodic reviews (2 Formal Interim Reviews) Formal written assessment Managerial review Review by the appointing authority The Job Performance Planning discussion is the first step in the process and the focus of today’s training.

Important Changes First, the S.M.A.R.T. Formula is now a requirement of the Performance Evaluation program. Second, performance expectations will no longer be written at the exceptional performance level “5”. All performance expectations are to be written to a level of Good or a “3”. These expectations will describe good, solid and valued performance. A rating of “3” is used to describe performance of a responsibility that is good. This rating implies that the standards for expected performance are met. There are no major deficiencies in the employee’s performance of the responsibility.

Performance Evaluation Purpose The performance evaluation program serves an administrative purpose by: providing a formal record of employee performance supporting human resources and other administrative actions that affect the employee

Performance Evaluation Purpose The performance evaluation program serves a developmental purpose by: enhancing employee performance through the identification and communication of relevant job responsibilities and performance expectations facilitating appropriate performance feedback, coaching, and individual training and development maximizing the achievement of organizational mission and strategic direction by incorporating supportive individual and group performance standards.

A valid system of documented and objective, job performance evaluations helps to ensure fairness when used to make employment decisions about an employee.

Required Elements The following elements are required to ensure the fairness of a performance evaluation program: Process is clearly defined and available to supervisors and employees. Supervisors provide open discussion, feedback, and coaching to assist employees with improving their performances. A process check for evaluators is established, which includes a review by the next higher level of management. Documentation is critical, particularly if an employee’s job performance is poor. There are written guidelines and training for evaluators to help ensure that they are measuring objective job behaviors and work outcomes. Human resources and administrative decisions are consistent with performance evaluations.

When Problems Occur Most problems related to performance evaluation occur when managers or supervisors: don't follow established policy, guidelines, or training to promote fair and accurate evaluations, rate overall performance on one good or one poor performance rather than the whole evaluation period, give a good evaluation rating and then try to terminate an employee because of an unaddressed history of poor performance, don't inform employees of potential consequences if poor performance doesn't improve, use subjective rather than objective performance measurements (S.M.A.R.T. formula).

The Reviewer must make sure that: Supervisors are trained The Job Performance Plan is current, accurate and consistent The process steps are followed & timely They stay involved throughout the evaluation cycle The documents are complete The documentation supports the ratings

What does a high performing work environment look and feel like?

Eleven Characteristics of a High Performing Work Environment The expectations are clear. The work is challenging. The performance standards are high. The materials and equipment are available for people to do their jobs. The obstacles and barriers to work accomplishment are minimized. The people know how to do their jobs effectively.

Eleven Characteristics of a High Performing Work Environment People feel appreciated. People help and support one another. People give, seek, and accept feedback. People are encouraged to learn and grow. People are committed to quality.

Our focus… The expectations are clear The work is challenging The performance standards are high The people know how to do their jobs effectively People give, seek, and accept feedback

The “Trickle-down” Exercise

The Fable of the Beekeepers and Their Bees Measuring and recognizing outcomes rather than activities – and giving feedback to the worker bees – often improves the results of the hive.

Activities vs. Outcomes Activities – the actions taken to produce results and are generally described using verbs. Outcomes(or outputs) – the products or services (the results) of employee and work unit activities and are generally described using nouns.

The S.M.A.R.T. Formula

The S.M.A.R.T. Formula Specific – Performance measures should specify what they need to achieve. Measurable – The performance measures need to be able to be measured as to whether or not they have been met. Achievable – The performance measures must be able to be met with the resources available. Relevant – The performance measures are important to the agency’s goals and the specific job function. Time Sensitive– The performance measures need to have a time limit for completion.

S.M.A.R.T. Formula Planning Tool “There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when circumstance permits. When you’re committed to something, you accept no excuses, only results.” – Unknown Specific Measurable Achievable Relevant Time Sensitive Performance measures should specify what they need to achieve. The performance measures need to be able to be measured as to whether or not they have been met. The performance measures must be able to be met with the resources available. The performance measures are important to the agency’s goals and the specific job function. The performance measures need to have a time limit for completion. Specific means the performance measure is concrete, detailed, focused and well defined. It must be straightforward and emphasize action and the required outcome. The performance measure must communicate what you want to see happen. A performance measure must be measurable so that its progress can be assessed. It’s important to have measures that will encourage and motivate and will allow one to determine when the performance measure has been met. The performance measure must be capable of being accomplished based on the skills, knowledge and resources available. The performance measure can be challenging, but not so much so as to cause frustration. The performance measure must relate to the overall agency goal and the specific job class. The performance measure must have a begin date and an end date. Interim dates for assessment may also be included. Agreed timeframes create the necessary urgency and prompts action. What exactly is to be done, with and for whom? What strategies will be used? Is the performance measure well understood? Is the performance measure described with action verbs? Is it clear who is involved? Is it clear where this will happen? Is it clear what needs to happen? Is the outcome clear? Will this performance measure lead to the desired results? How will it be known the performance measure has been met? Is there a reliable system in place to measure progress towards the achievement of the performance measure? How much? How many? Can the performance measure be met within the proposed timeframe? Are the limitations and constraints understood? Can the performance measure be met with the available resources? Is the performance measure possible? Can the people with whom the performance measure is set make an impact on the situation? Do those tasked with the performance measure have the necessary knowledge, authority and skill to accomplish the performance measure? Will this performance measure help the agency reach its goal(s)? Is the start and finish date/time for the performance measure clearly set? Is the set date/time within the capacity of those to whom the performance measure is assigned? Is the date/time for accomplishment reasonable?

Create a yearend report and turn it in to the Director. Example #1 Create a yearend report and turn it in to the Director.

Example #1 S.M.A.R.T. Work Outcome: Create a 6 month report that includes the following data for the first half of the fiscal year to turn in to the director by January 31, 2013. unique individuals trained and in what courses how many agencies used SLS services how many training hours SLS facilitated in the year data analysis to include customer satisfaction with services and products offered by SLS Create a yearend report representing the complete fiscal year of data and turn it in to the Director July 31, 2013.

Complete the performance evaluation process for direct reports. Example #2 Complete the performance evaluation process for direct reports.

Example #2 S.M.A.R.T. Work Outcome: By June 30, 2013, fully complete the performance evaluation process for each direct report to include a job planning discussion, two interims, and a formal evaluation.   Behavioral Action steps: Complete Employee S.M.A.R.T. Performance Plan by June 30, 2012. Create for each employee an Individual Development Plan, focusing on leveraging strengths and improvement opportunities on core skills needed to continue to increase overall contribution to the business unit. Turn in to director no later than August 31, 2012. Provide on-going feedback to continue high performing behaviors to include one formal interim no later than October 31, 2012. Provide on-going feedback to continue high performing behaviors to include a second formal interim no later than February 28, 2013. Complete formal S.M.A.R.T. Performance Evaluation and process in Edison by June 30, 2013.

Example #3 Employee attends at least one required EPA meeting per year and any other meetings as necessary.

Example #3 S.M.A.R.T. Behavioral Expectation: Shares relevant meeting information with direct supervisor via written report and delivers an oral report at staff meeting within two weeks of attending every assigned meeting.   Behavioral Action Steps: Select and attend at least one EPA meeting relevant to the job each quarter of the fiscal year. Attend at least four required EPA meetings by June 30, 2013. Prepare and deliver written meeting report to direct supervisor and other designated recipients within two weeks of attending each meeting. Prepare and deliver oral report at staff meeting within two weeks of attending each meeting.

Review Activity In groups, discuss potential challenges to using the S.M.A.R.T. Formula. Then, choose one challenge, write it down, and pass it to anther group. Each group discusses possible ways to overcome the challenge received.

In Review… Contribute to the agency’s mission Clear expectations Challenging work High standards of job performance Fosters feedback Accurate assessments = High performing work environment

Special Thanks to the Following Employee Relations Division of DOHR for their subject matter expertise and collaborative effort in the publication of this material And to the SLS theatrical production crew for enduring 59 takes of in producing the video clip!