2014 Performance Review Process Overview January 6, 2015

What we will cover today Performance Review Process and Timeline Completing your Performance Review form Objective setting process & tips Questions

Performance Review Process and Timeline

Process Overview Employee completes self assessment - Manager collects multi-source feedback Manager completes review and submits to HR with rating HR distributes rating and calibration worksheets to managers Managers return worksheets with salary recommend-ations Calibration process and creation of compensation statements Managers meet with Employees to deliver completed review

Timeline Who? What? When? HR Team Each employee to receive their personalized 2014 performance review form via email Friday, December 19th Employees Employees complete their self-assessment on the 2014 Performance Review Form and send to Manager Monday, December 22nd - Wednesday, January 14th Managers Managers request and receive multi-source feedback Managers complete their portion of the 2014 Performance Review Form, including ratings, and send to Christine Miller Noon – Tuesday, February 10th HR distributes rating and salary calibration worksheets to Managers Thursday, February 19th Manager submits salary recommendations back to HR Friday, February 20th HR/Managers/LT Calibration meetings held Wednesday, February 25th – Wednesday, March 18th HR/LT Review Foundation wide ratings and compensation recommendations with Leadership Team TBD- No later than Wednesday, March 18th Compensation statements produced and distributed to Managers Monday, March 23rd Managers & Employees Managers meet with employees to deliver finalized performance review and communicate salary increases Tuesday, March 24th - Tuesday, April 14th

Completing the Review form

Components of the evaluation OBJECTIVES & ONGOING JOB RESPONSIBILITIES THE WORK YOU DO FOUNDATION-WIDE BEHAVIORS HOW YOU GO ABOUT IT STRENGTHS & DEVELOPMENT AREAS SUPPORTS WHAT YOU DO AND HOW YOU ACHIEVE IT

Inputs to completing the review Performance Review Self-evaluation Multi-source feedback Manager evaluation

Rating definitions Far Exceeds Results achieved, and how they are achieved far exceed job expectations in all performance areas. The employee’s use of judgment, initiative, and creativity are consistently of the highest quality and has significant positive and lasting impact in moving the foundation forward. The employee is seen by others as a role model and leader by embodying the foundation behaviors.  The employee anticipates/adapts to changing job needs quickly and effortlessly, often initiating, developing and implementing changes and goals beyond the scope of the position. Exceeds Results achieved, and how they are achieved, exceed job expectations in most key performance areas. The employee’s use of judgment, initiative, and creativity is consistent, and sometimes of the highest quality and has positive impact on their areas of responsibility. The employee effectively demonstrates all of the foundation behaviors on a regular basis. The employee may be seen as role model or leader by their team or the foundation. The employee regularly anticipates/adapts to changing job needs quickly and effortlessly. Fully Effective Results achieved, and how they are achieved, consistently meet job expectations in all key performance areas. The employee uses their judgment, initiative, and creativity on a consistent basis The employee effectively demonstrates most or all of the foundation behaviors on a regular basis. The employee’s performance is consistent and strong. They are managing multiple priorities well and are producing results which meet the high expectations of their position. Meets Some Results achieved, and how they’re achieved, are satisfactory in some, but not all job expectations and require improvement in one or more areas. The employee may not demonstrate a solid use of judgment, initiative, and creativity on a consistent basis. The employee may not demonstrate the foundation behaviors on a consistent basis. The employee requires management direction and/or developmental coaching to improve performance. Results and performance must be improved to meet minimum expectations for the position. Does Not Meet Performance is frequently inconsistent and falls below expectations for the role. The employee does not adequately demonstrate consistent use of judgment, initiative, and creativity. The employee does not adequately demonstrate foundation behaviors on a consistent basis. Performance has not improved after ongoing management direction and/or developmental coaching.

Employee steps to complete the form Ensure that your finalized 2014 Objectives are entered Enter comments on Objectives and Ongoing Job Responsibilities Enter comments on Behaviors Enter comments on Areas of Strength and Areas for Development Close out with overall summary of your performance for 2014 E-mail completed form to your manager by Wednesday, January 14, 2015

Manager steps to complete the form Confirm that the finalized 2014 Objectives are entered Provide a rating for each objective and for the ongoing job responsibilities Provide comments on Objectives and Ongoing Job Responsibilities Provide an overall rating on combined Objectives and Ongoing Job Responsibilities Provide comments and a rating on Behaviors Provide comments on areas of strengths and development Provide overall total rating and summary

Objective Setting

Setting Objectives Desired outcomes for individuals, teams or the entire organization An objective is the statement of a specific result you intend to achieve during the performance review period Provides direction for making decisions and prioritizing work Criteria to which accomplishments will be measured

Achievable (with stretch) Using SMART Specific S Who, What, Where, When, How, Why? Measurable M Define how you will measure progress and results Achievable (with stretch) A Is it ambitious enough to be a stretch but still achievable? Do you have the resources? Relevant R Is the objective in line with the Department and Foundation’s goals? Time-bound T What is the timeline for completing the objective?

Let’s Practice S M A R T Objective: Specific Measurable Attainable Relevant Time-bound Objective: Improve the performance management process and provide training as needed. Complete the process by the start of the next annual performance cycle. Objective: Increase effectiveness and satisfaction with the performance management program by simplifying the process based on organizational feedback. (Relevant) The changes will include a reduction in the cycle timeline, streamlining the flow of communication, and clarity on the definitions of the ratings. (Specific) The changes will be implemented along with appropriate communication by December 15, 2013. (Time-bound) A focus group will be conducted at the conclusion of the cycle to gather feedback about the effectiveness of the new process. (Measurable) (discuss with your manager whether this objective is Achievable with stretch effort)

Questions?