PERFORMANCE MANAGEMENT AT MISSOURI S&T myPerformance Implementation for Spring 2015

 Human Resources is excited to offer you new tools and resources to help you get more out of your annual performance appraisal!  The myPerformance implementation includes:  Performance management training  An online performance appraisal tool 2 WELCOME

 Creates shared understanding between managers and employees  Can provide guidance on how to improve performance and develop skills  Provides opportunity for career guidance and planning 3 WHY PERFORMANCE APPRAISALS?

 Process  Tools  Training and support AGENDA

 Standardize forms and processes between departments to ensure fairness and consistency  Help you get the most of out of your performance appraisal through training  Ensure fulfillment of the Board of Curator’s requirement  WHY MYPERFORMANCE?

2014 Paper- based forms Process varied by department Training and resources varied 2015 Online performance appraisals Consistent process between departments New training and resources available 6 WHAT’S CHANGING IN 2015?

NEW TOOLS & RESOURCES FormsProcessToolsTraining

 5 Point Categories  Outstanding  Exceeds Expectations  Successful  Improvement Expected  Unacceptable  Calibration  Training on the scale definitions  Reviews by 2 nd level managers  Reports after appraisals are completed  Online forms instead of paper forms  New scale FormsProcessesToolTraining

 Performance consistently achieves performance goals, key responsibilities, and Success Factors  Requires minimal supervision and complies with work rules and regulatory requirements  Performance consistently meets the demands placed upon the position  Reliably completes routine assignments in an accurate and timely fashion  Assumes additional responsibilities when requested or assists in extra project work  Meets the University’s high performance standards  Contributes positively to the success of the work group and organization SCALE EXAMPLE: SUCCESSFUL

The Employee Form GGS Levels 1-10 Fill in the blank 50% of overall score Key Responsibilities : The “What” 50 % of over all scor e Success Factors: The “How”

The Leader Form GGS Levels Fill in the blank 50% of overall score Key Responsibilities The “What” / Performance Goals: The “Results” 50 % of over all scor e Success Factors & Leadership Competencies: The “How”

Section 1: Key Responsibilities What you do in your job Fill-in-the-blank You and your manager will determine your top 3-7 functions before your performance appraisal We will provide you with resources to complete this task

Screenshot of One Key Responsibility

Section 2: Success Factors How you do your job Seven Success Factors have been identified as important to all employees system-wide: 1.Accountability 2.Collaboration 3.Communication 4.Customer Focus 5.Judgment 6.Quality 7.Time Management Additional Success Factors identified for leaders (as defined by ALDP) 1.Performance driven 2.People centered 3.Culturally competent 4.Values oriented 5.Integrative and strategic leader

Screenshot of One Success Factor: Accountability

Section 3: Performance Goals Short-term objectives specific to your work Set 1-5 goals to be tracked throughout the year These will be included in the performance appraisal ratings for 2016 Performance goals will not be rated this year

Screenshot of One Performance Goal

Screenshot of One Development Plan

FormsProcessesToolTraining  Empowers you to track your accomplishments year- round  Goals  Development plans  Notes

FormsProcessesToolTraining Employee writes self appraisal Manager writes appraisal Second level reviews appraisal Manager and employee discuss appraisal Manager finalizes appraisal; both sign off April 1 st July 30 th

PERFORMANCE APPRAISAL PROCESS Due May 15 Employee writes his/her self appraisal Due June 15 Manager drafts appraisal for each employee Due June 29 Manager’s manager approves appraisal Due July 17 Manager discusses appraisal with employee Due July 24 Manager finalizes the appraisal Employee may add comments then affirms receipt of appraisal July 30 Manager reviews employee comments and finalizes the process Process opens April 1 Process closes July 30

 Stand up training for managers and employees  Rating scale and Success Factors  How to use myPerformance  Performance management topics  Online tutorials for managers and employees  Rating scale and Success Factors  How to use myPerformance  “How to” quick sheets  myPerformance guides FormsProcessesToolTraining

QUESTIONS?

OUTSTANDING  Role Model  Customer Centered  Models University Values  Knowledgeable Resource  Mentor, Guide and Teacher  Identifies Breakthrough Concepts  In Sync with the Strategic Direction of the University  Openly Shares Information and Resources  Actively Promotes Cooperation, Understanding and Teambuilding

OUTSTANDING When compiling necessary data from several sources, Jim discovered several crucial errors in one field that had not been caught previously and saved the University a significant amount of money. Kyle created a more efficient system for keeping web content current which accelerated updates by several days. Kaitlyn took a procedure manual she was responsible for updating and revamped it; it was so useful that the format was used inside and outside of the University.

EXCEEDS EXPECTATIONS  Performance Consistently Exceeds Expectations in the Key Responsibility or Success Factor  Meets Challenging Professional Goals  Assumes extra responsibilities  Proactive Problem Solver  Exceptional Contributor

EXCEEDS EXPECTATIONS Incorrect journal vouchers are typically sent back with no explanation, but recently Ben sat down with one employee and explained step-by-step how to do it correctly. Mary has improved her speed for updating employee information in PeopleSoft by 20%. Todd not only helped a web content owner with navigational issues, but also volunteered to redesign the site to make it look nicer.

SUCCESSFUL  Performance Consistently Meets Expectations in Key Responsibility or Success Factor  Requires Minimal Supervision  Complies with Rules  Accurate and On Time  Assumes Additional Responsibilities  Meets the University’s High Performance Standards  Contributes Positively to the Success of the University

SUCCESSFUL The disbursement vouchers that Andrew approves are charged to the appropriate accounts in a timely manner. Abby maintains accurate and up-to-date logs of benefit activities. Brittany adds web content that is well- written, consistent with established guidelines, and put up on time.

IMPROVEMENT EXPECTED  Performance Meets Some But Not All Expectations in Key Responsibility or Success Factor  Requires Occasional Supervisory Intervention  Does Not Consistently Complete Job Assignments Accurately and On Time  Performance Causes Occasionally Problems

IMPROVEMENT EXPECTED Dave has sent 5 of 10 weekly updates of financial information late, which causes problems for other team members. Bill has given incorrect information to 3 of 15 employees who had questions about MyChoice plans. Twenty percent of Rachel’s work has had to be reassigned to a coworker because the text that she writes for web content lacks clarity.

UNACCEPTABLE  Performance Does not meet Key Responsibility or Success Factor  Often requires supervision  Does not consistently complete job assignments accurately or on time  Performance or behavior often causes problems

UNACCEPTABLE When preparing financial reports, Jared continues to follow an incorrect format even after being reminded about the correct format twice. Four employees have complained that Kim appeared frustrated and treated them with disrespect while explaining their benefits. Megan regularly forgets to check that the appropriate security measures are implemented with web content, which has resulted in confidential information getting publicized twice.