Slide 1 FastFacts Feature Presentation June 18, 2015 To dial in, use this phone number and participant code… Phone number: Participant code: To participate via VoIP… You must have a sound card You must have headphones or computer speakers © 2015 The Johns Hopkins University. All rights reserved.
Slide 2 Today’s Topic We’ll be taking a look at myPerformance – a new tool for managing performance at Johns Hopkins University and Medicine.
Slide 3 Today’s Presenter Anne Moore Sr. Talent Management Consultant, TMOD Place picture of Presenter Name here
Slide 4 Session Segments Presentation Anne will introduce you to the myPerformance process and online system. During Anne’s presentation, your phone will be muted. Q&A After the presentation, we’ll hold a Q&A session. We’ll open up the phone lines, and you’ll be able to ask questions. Anne will answer as many of your questions as time allows.
Slide 5 Contact Us If you would like to submit a question during the presentation or if you’re having technical difficulties, you can us at:
Slide 6 Survey At the end of this FastFacts session, we’ll ask you to complete a short survey. Your honest comments will help us to enhance and improve future FastFacts sessions.
Slide 7 How To View Full Screen Click Here
Slide 8 myPerformance Process and System Demo
Slide 9 Agenda Today’s Agenda: Present definitions and critical performance drivers Examine the case for change Present the benefits of effective performance management Introduce the myPerformance model and key components of the process Show how SuccessFactors will support myPerformance Demonstrate how to access and navigate the system
Slide 10 Objectives After today’s session you will be able to: Identify the key components and timing of the myPerformance process Identify the differences between goals, major responsibilities and development goals Access, navigate, and use myPerformance Access resources to assist you in using myPerformance
Slide 11 Definitions Performance management Ongoing cycle of goal-setting, feedback, and evaluation that optimizes an individual’s progress towards organizational goals. Development planning Process of establishing training goals and plans which link to individual goal attainment, career planning and possible succession planning. Reward and recognition Formal and informal methods of acknowledging individuals and teams who contribute to the success of the organization. Feedback Method of confirming or validating appropriate behaviors or good performance and providing clarification or correction for behaviors or performance that are not meeting expectations. 11
Slide 12 What Drives Performance? Top Nine Drivers of PerformanceBottom Two Drivers of Performance 1.Fairness and accuracy of informal feedback 2.Risk-taking 3.Emphasis on performance strengths (in formal review) 4.Understanding of performance standards 5.Internal communication 6.Manager knowledgeable about performance 7.Opportunity to work on the things you do best 8.Feedback that helps individuals do their jobs better 9.Opportunity to work for a strong executive team 1.Frequent changes to projects 2.Emphasis on performance weaknesses (in formal review) Nine drivers have the greatest opportunity for positive impact on individual performance… …While two drivers have the potential to significantly stunt individual performance… Source: Corporate Leadership Council Performance Management Survey.
Slide 13 Effective Performance Management Promotes two-way communication and participation Provides a mechanism for determining and establishing goals critical to the organization Provides a consistent process for measuring and rewarding performance Focuses on desired results and behavioral expectations to drive performance excellence Helps identify employee development needs Promotes individual and organizational success
Slide 14 Case for Change 14 HistoricallyFuture State Many different forms and processes used across Johns Hopkins One consistent process Annual performance reviewOn-going performance management discussions Manual performance managementOnline 24/7 access supported by SuccessFactors technology Different measurements; no alignment with organizational goals Same evaluation criteria; organizational goals can be cascaded Performance evaluation subjectivePerformance evaluation based on defined goals and major responsibilities/essential job functions No standards for leadership accountabilityDefined leadership competencies with potential for 360 feedback
Slide 15 Benefits Employees Understand how work contributes and connects to the larger work and success of the organization Prioritize work that will have the most impact Are formally and informally acknowledged for performance success and have opportunities for growth Manager Achieves department goals and objectives Attracts and retains the world’s best faculty and staff Formally and informally acknowledges for performance success and identifies opportunities for growth Fosters better working relationships with higher workplace satisfaction Organization Achieves mission critical goals and objectives Improves the succession management efforts 15
Slide 16 myPerformance Process and Model Annual Department/Unit Goals and Expectations First Meeting Mutually Set Performance Goals and Expectations Identify Competencies Establish Development Plan Checkpoint Meeting (1 or more) Provide Feedback Develop Annual Review Evaluate Overall Performance Reward and Recognize Performance Improvement 16
Slide 17 myPerformance Key Components ComponentsTiming Set Direction Goal Setting, Major Responsibilities, and Development Planning Meeting – clarify and discuss performance expectations After introductory period or ~1 month after annual review Checkpoint Meeting(s) Update on progress towards goals and major responsibilities and obtain feedback ~6 months after hire or annual review Annual Review Annual Review Meeting – discuss outcomes for goals and major responsibilities ~12 months after hire or previous annual review 17
Slide 18 “Cascading” Goals and Objectives Department Results Individual Results Work Unit Results Results reflect the mission, vision, and goals of the university
Slide 19 Goals vs. Major Responsibilities vs. Professional Development Goals Performance Goals High-priority tasks, projects, or activities that are expected to be accomplished during a review period Align with the organization’s or department’s priorities Will end at some point in time Major Responsibilities The ongoing essential job requirements and duties that are included in your job description Without these, the nature of the job would be severely impacted Typically remain the same as long as the employee stays in the position Professional Development Goals Enhance your current or future job-related skills and capabilities Do not count towards your overall performance rating Will not be weighted 19 All goals should have SMART Components.
Slide 20 What are SMART Goals? SMART Goal Components: Specific – explicitly shows the who, what, why, when, and where details Measurable – includes an amount, number, extent, size, or frequency Attainable – complex enough to be challenging, but also realistic enough to be within reach Relevant – related or linked to the essential tasks or functions of the position Timely (Time Bound) – tied to a deadline or targeted time of completion 20
Slide 21 myPerformance Sample SMART Goal: Develop and improve documentation workflow process for the department within this fiscal year. Establish and document department-specific policies and procedures related to document processing and acknowledgement by September, 20XX. Develop and launch documentation workflow process satisfaction survey to all faculty and staff by November, 20XX. Present recommendations to department faculty and staff by January, 20XX. 21
Slide 22 myPerformance Sample Major Responsibilities Goal: Provide routine and complex administrative support to department. Handle office workflow pertaining to correspondence, calendaring, and meeting reporting. –Answer and respond to inquiries within two business days in a polite and professional manner per established departmental guidelines. –Ensure all new procedural guides are developed, online, and within budget within the first quarter of each year. 22
Slide 23 myPerformance Sample Professional Development Goal: Improve communication skills Complete two Administrative Professionals courses offered through myLearning within this fiscal year. Proposed courses: –Common Administrative Support Tasks –Representing Your Boss Join Toastmasters by July 20XX 23
Slide 24 Professional Development Development goals should follow the 70, 20, 10 guideline: 70% - On the job experience, stretch assignments or expanding professional networks 20% - Coaching and feedback from others concerning specific task/goals or future career direction 10% - Training on technical, interpersonal or leadership skills development (formal or informal) 24
Slide 25 myPerformance Goals Two Goal Plans: Goal Plan - Goals + Major Responsibilities = 100% Set goals and expectations: –Performance Goals –Major Responsibilities (JHU only) Development Plan – Not Weighted Development Goals Performance Form Goals automatically transfer to the Performance Form Goals can be updated on either the Goal plan or Performance Form; after being created on the Goal Plan 25 Must have at least one of each type of goal, all have SMART components.
Slide 26 Categorizing Goals Goals must be categorized as one of four pillars within the Ten by Twenty Goals: One University Individual Excellence Commitment to Our Communities Institution Building 26
Slide 27 Categorizing Goals Use the Ten by Twenty at a Glance document to categorize the Goal Develop and improve documentation workflow process for the department within this fiscal year. Establish and document department-specific policies and procedures related to document processing and acknowledgement by September, 20XX. Develop and launch documentation workflow process satisfaction survey to all staff by November, 20XX. Present recommendations to department supervisor by January, 20XX. 1.One University 2.Individual Excellence 3.Commitment to Our Communities 4.Institution Building 27
Slide 28 Competencies Defined: Those measureable behaviors, characteristics, abilities and personality traits that identify successful employees against defined roles within an organization. Core Values Leadership Competencies 28
Slide 29 Core ValuesJHU Mission/Service Excellence Managing Change Innovation and Problem Solving Equity, Civility, and Respect Relationships and Teaming 29
Slide 30 JH Enterprise Leadership Competencies Establishing Relationships Developing Talent Inspiring and Motivating Others Demonstrating Emotional Intelligence Acting with Integrity Acting Strategically Managing Risk Navigating Organizations Communicating Effectively Promoting Diversity and Inclusion Setting a Strategic Vision Holding Self and Others Accountable
Slide 31 myPerformance Section Weightings JHU Performance Form Sections Goals and Major Responsibilities 70% Core Values/Competencies 30% Professional Development Goals 0% 31
Slide 32 SuccessFactors Demonstration Accessing SuccessFactors/myPerformance through myJHU portal - Login and enter your JHED ID and password Click the HR icon from the left panel of options Select SuccessFactors
Slide 33 Next Steps Review myPerformance resources Develop and enter goals into the myPerformance Goal Plans 33
Slide 34 We’re going to open the phone lines now! There will be a slight pause, and then a recorded voice will provide instructions on how to ask questions over this conference call line. We’ll be answering questions in the order that we receive them. We’ll also be answering the questions that were ed to us during the presentation. If there’s a question that we can’t answer, we’ll do some research after this session, and then the answer to all participants. Q&A
Slide 35 Thank You! Thank you for participating! We would love to hear from you. Are there certain topics that you would like us to cover in future FastFacts sessions? Would you like to be a FastFacts presenter? Please us at:
Slide 36 Survey Before we close, please take the time to complete a short survey. Your feedback will help us as we plan future FastFacts sessions. Click this link to access the survey… Thanks again!