Performance Management 2011 Conducting Performance Evaluations Office of Human Resources UMW: “Putting U First”

Before we get started… Introductions Experience/Apprehensions about Process

Performance Management

2 Forms of Performance Feedback Formal feedback – typically discussed, documented, and becomes official part of employee ’ s record Informal Feedback – on-going, two-way performance discussions which are documented as appropriate

Feedback During Performance Cycle Continued Purpose of Periodic Evaluations: (Formal and Informal)  Develops trust-- transparency  Measures progress  Allows for two-way feedback  Modify unrealistic performance measures  Identify problematic expectations  Identify personal development needs Strongly encouraged:  For all employees Formal Interim Evaluation Required:  For probationary employees

Tips for Giving Effective Feedback Address issue with specific examples Make sure your facts are correct Describe the impact of the action Allow time for comments and reactions Listen for understanding and to ensure on same page Stay focused on the performance & what you expect in the future Work with employee to develop action plan and provide resources.

Two Components of Fall Review Process: 1.Evaluating Performance for previous cycle 2.Establishing new goals and objective for upcoming cycle on Employee Work Profile (EWP) form in Careers.

Cycle EWPs will be collected at the same time as the Evaluations. The deadline to submit EWPs and Performance Evaluations to the Office of Human Resources is October 14, 2011 Classified Evaluation Webpage:

Performance Evaluation: State Requirements Due to Human Resources mid-October each year Must be completed for all non-probationary classified employees (NOTE: Interim or Six-Month Probationary Form can be substituted for probationary employees.) Human Resources must enter all scores into the Personnel Management Information System in Richmond

Preparing the Evaluation Assemble notes gathered during the year Extraordinary, Improvement Needed forms, or Written Notices, if anyExtraordinaryImprovement Needed Interim evaluation, if any Self assessment completed by employee Input from other supervisors No surprises please! Consider the entire year ’ s performance

Self Evaluation Formats Employee Self-Assessment Form Other form as designated by supervisor Narrative

Information to Include in Self Assessment How core measures were met How performance factors were met Accomplishments during the rating cycle Problems during cycle that prevented measures to be met Circumstances beyond employee ’ s control Year-end learning accomplishments

Completing the Evaluation Form Rate each core responsibility and make comments –Consider “ Measures ” and how well employee performance was against them –Be consistent across the board –Develop criteria at beginning of cycle so rating not clouded by individual Comments are recommended on all –Keep comments on performance behaviors, not individual –List only relevant information –Watch tone (get reviewer perspective or other supervisor) Rate each performance factor Take note of changes needed on the employee ’ s EWP

Completing the Evaluation Form Assign overall rating –Consider rating for each responsibility –Consider performance factors NOTE: Must have at least one “Acknowledgement of Extraordinary Contributor” for overall rating of Extraordinary; or at least one “Improvement Needed” or Written Notice for overall rating of Below Contributor

Extraordinary Performance Document using the “ Acknowledgment of Extraordinary Contribution ” form Must be given during the cycle (see handout)

Substandard Performance Document using the “ Notice Of Improvement Needed/Substandard Performance ” form Written Notice Form Must be given during the cycle

Completing the Evaluation Form Attach Acknowledgement of Extraordinary Contribution and/or Improvement Needed or Written Notice forms, if any Sign and complete supervisor ’ s comments (if any) Have the reviewer sign BEFORE presenting to the employee.

Performance Management Personnel Changes Before you leave a supervisory position – interim evaluations should be made available to incoming supervisor New supervisor may make changes to the EWP If after 6 months into the performance cycle an employee goes to a new position in the same or different state agency with a new supervisor – an interim evaluation should be completed and provided to the employee. Current supervisor is responsible for completion of the evaluation.

Special Circumstances Probationary Period:  New employee – one year  Interim evaluations minimally at 6 months and few weeks before the end of probationary period  Period extension – eighteen (18) months  No grievance rights during probationary period  Below Contributor Performance Process not required during this period

Below Contributor Evaluation: Develop a performance plan & present to the employee Re-evaluate the employee in 3 months Employee may seek transfer or demotion Options/Actions

CREATING AN EMPLOYEE WORK PROFILE (EWP) FOR THE NEW CYCLE

Creating an EWP in Careers Before you start, have available: EWP from previous year or EWP from previous employee (if new hire) Evaluation for employee (if part of yearly process) Strategic goals for area and your vision for what needs to be accomplished.

Assess Necessary Changes Before you enter into Careers, consider: Organizational Objective & Purpose KSA ’ s and Required Education & Experience Core Responsibilities Special Assignments Performance Factors Employee Development Plan

Putting it all in Careers 1.Make sure you have created a supervisor account. 2.Access the right site: 3.Select “Begin new action” 4.Go to “Modify Classified/Wage position” and click on Start Action 5.Type in employee’s last name and search 6.Click Start Action * Call HR if you have problems.

EWP in careers: “Position Details” Supervisor’s Name: Your name Effective Date: 10/25/2011 Organizational Objective: Should represent the work unit’s vision of how it supports the University mission, values and goals Purpose of Position: Should describe how this position supports the Organizational Objectives and business needs of the work unit. KSA’s,Competencies Required, Education, Experience & Experience : Both need to be checked yearly to reflect the way the position is now, with advances in our workplace.

EWP in careers: Core Responsibilities PERCENTAGE OF TIME: Make sure is actual (clarifies where focus of work should be) and considers all responsibilities CORE RESPONSIBILITIES: Review responsibilities from the previous cycle Jot down all responsibilities (small, new, expanded) Link employee’s responsibilities to the current needs of the position. Describe the desired outcome or value that the task or duty should produce. Example: Provide advice to managers on financial policies and their implementation so managers receive timely and accurate decisions that reflect financial management best practices. You have to answer the “So what?” question.

EWP: Measures of Core Responsibilities Measures: Describe HOW success in core responsibility can be achieved. Should be: Specific Measurable Attainable Relevant Wording: Choose words that note the complexity and accountability expected for this position. DHRM- Helpful Resource: Former Compensation Classes

EWP: Identify Special Assignments Identify at the beginning of performance cycle; During the cycle, use judgment to determine whether the special assignment is time consuming or significant enough to be documented within the EWP. Review special assignments with employees and agree to the required time and resources and also agree how the assignment will impact regular job responsibilities.

EWP: Performance Factors Can not alter or see when you are in careers– only visible on printed copy. Describes factors that all expected to demonstrate while performing all core responsibilities Can be evaluated through comments Can be considered when deciding overall rating Add factors specifically relevant to your area and current University values/Mission.

EWP: Employee Development Plan Separate document or write in after your print. Develop Personal Learning Goals with each employee Link development activities to business needs and desired outcomes Encourage learning and personal growth Consider how the employee development could lead to higher level duties for the employee (potential In-Band Adjustment for the employee)

Employee Development Plan Ask yourselves … Does the employee have the resources needed to succeed? – Time –Training –Money Can the supervisor provide the necessary resources? Can the two of you prioritize what goals could be accomplished this year, and which ones next year?

Employee Development can happen in a variety of ways- On-the-job learning- assign the employee on a project that is outside of his/her area of expertise to develop knowledge in that new area (cross-training) Assign the employee as a task lead for a project so that the employee can develop his/her leadership skills Help employee take advantage of Employee Development courses offered by UMW Human Resources Look into courses offered through the State (i.e. VCU Office of Public Policy) Certificates and Licenses and course requirements Educational Aid for college courses

Finalizing the EWP in Careers 1.Submit to HR online for approval. 2.Note any special situations in the comments section or if no changes other than date. 3.Once receive notification that it is approved, print the document (“Get Reports List”) 4. Get the reviewer’s approval and signature. 5.Go over with the employee and get signature. 6.Return to HR along with evaluation by 10/14/11 deadline.

Performance Evaluation Session- Preparation Prior to meeting, supervisor has: Reviewed the employee ’ s EWP, notes from throughout the year, interim performance evaluations Given the employee a chance to complete a self- assessment (at least 2 weeks) Reviewed and considered the self-assessment if it was submitted

Performance Evaluation Session- Preparation Employee should: Review description of his/her job Review notes on his/her performance from the year Complete performance self-assessment and submit to supervisor Anticipate questions

Maximize Performance Feedback Results Deal with performance-not personalities Use Active Listening skills

Performance Evaluation Session Schedule performance planning meeting with employee –Reserve private location –Arrange for uninterrupted time

Performance Evaluation Session Discuss overall perception of year –What worked well (Successes), –What might need to be changed –What value about employee Go over each core responsibility –Share your observations and comments – be specific –Allow employee to share his/her comments –Listen and note any differences in opinions –If differences, let employee know will consider his/her comments and let know if changes are made. PUT ON YOUR COACHING HAT

Performance Evaluation Session Summarize the Evaluation Discuss new EWP –What is the same and what is different –Special Projects –Performance Measures Agree on Development Plan –On-the-job learning –Formal training needed Ask what you can do different this cycle –Supervision time –Method of instructions

Giving Feedback For those more difficult situations

Tips for Giving Effective Feedback Consider the communication style of the employee Describe the importance of the event Focus on the issue, not the individual Address the specific issue with examples Make sure your facts are correct Allow time for comments and reactions Listen for understanding Stay focused on the performance & what you expect in the future Work with employee to develop action plan, explore needed resources/support

Specify actions to take Confirm needed support/resources Confirm how and when to track progress Check employee’s confidence level with the plan Reiterate your support/ availability for discussion Tips for Giving Effective Feedback

Closing the Performance Evaluation Session After discussion and making any necessary changes (may take more than one session): Have employee sign original form Send original signed form to Human Resources, give copy to employee and keep copy in supervisor ’ s file

Appeals Process for Performance Evaluations If employee disagrees with evaluation: Employee should discuss the issue with supervisor If not resolved, employee may appeal to the reviewer for another review of the evaluation, within 10 workdays of the initial performance meeting Reviewer should discuss appeal with supervisor Reviewer should provide employee a written response with 5 workdays

Questions Supervisor’s Role as a Coach: “to bring out the best in each of his/her team members”