1. D EPARTMENT OF F AMILY M EDICINE AND C OMMUNITY H EALTH P ERFORMANCE M ANAGEMENT October 14, 2015

2. D EFINITION Performance Management… On going process where supervisors and employees work together to plan, monitor, and review an employee’s work objectives, goals, and professional development Communication between the supervisor and employee happens throughout the year Includes frequent, informal conversations including coaching, feedback and support to employees about their work, needs and accomplishments related to the duties and expectations of their position

3. W HO IS AFFECTED o New policy applies to almost all employees on campus and it is considered a best practice to follow the policy for all employees o Supervisors, including faculty members, of Academic and University (Classified) Staff employees are expected to conduct performance management activities in accordance with the new policy

4. W HO IS AFFECTED o New policy applies to -Full-time and part-time permanent Academic Staff and University Staff (classified) -University Staff project employees with positions lasting 1 year or more -Unclassified Limited employees -Tenure track faculty who supervise all employees named above Academic Staff referred to in this policy includes CT and CHS track employees, but we are waiting for clarification from SMPH

5. B ENEFITS AND POSITIVE IMPACTS o Research shows that effective performance management encourages employee behaviors that align with organizational goals and objectives o By clarifying expectations, providing feedback, recognizing high performers, addressing performance issues, and identifying developmental needs, performance management processes can help drive improved employee performance

6. B ENEFITS AND P OSITIVE IMPACTS o Performance management strategies will help us develop and retain a high-performing workforce o The University is best served when it supports employees to meet their career and professional goals o Employees are best served when they receive ongoing feedback on their performance and career growth

7. B ENEFITS AND POSITIVE IMPACTS o Performance management is an important component of a well-developed engagement and inclusion program o Employees gain a better understanding of the positive impact of their work and how much the university values their important contributions o Conversations between managers and employees about obstacles and needs can result in more respect and appreciation for the benefits of a diverse workplace

8. C OMPONENTS o Expectations and goal-setting o Informal conversations o Mid-point conversation o Summary evaluation

9. E XPECTATIONS AND GOAL - SETTING o Supervisors will have an initial expectation and goal-setting conversation with each new employee within 30 days of their start date o Supervisors will have an annual expectation and goal-setting conversation with each employee and will work together to annually update written expectations and goals

10. E XPECTATIONS AND GOAL SETTING o What will the meeting cover? -major duties of the position -work priorities -how performance will be evaluated -developmental needs and strategies to meet them o The date of the conversation, the goals, and the expectations identified in the meeting must be documented and then provided to the employee

11. E XPECTATIONS AND GOAL SETTING o After the initial expectations and goal setting meeting, the expectations and goal setting will be incorporated into the annual summary evaluation

12. I NFORMAL CONVERSATIONS o Supervisors should regularly engage in informal conversations with their employees about -duties - expectations -performance o Meetings should include -feedback -coaching and support about work, needs and accomplishments

13. I NFORMAL CONVERSATIONS o These are conducted in a variety of ways -face to face - written -electronic o No documentation is necessary

14. M ID - POINT CONVERSATION o A feedback and coaching session will be conducted mid-way through a new employee’s probationary period o A feedback and coaching session will be conducted midway through each performance year for all employees (due at the end of January) o These meetings must be documented o Documentation must specifically identify whether the employee’s performance is meeting expectations

15. M ID - POINT CONVERSATION o Make sure the conversation links back to the goals o Form must be signed and dated by the supervisor and employee o An employee’s signature confirms the meeting occurred

16. M ID - POINT CONVERSATION o Midpoint conversations and documentation are to be completed by January 2016 (will be due by the end of January each year)

17. S UMMARY EVALUATION o Supervisors will conduct summary performance evaluations with their employees at the conclusion of each new employee’s probationary period o Supervisors will conduct summary performance evaluations with their employees annually (due by June 30 of each year)

18. S UMMARY EVALUATION o Supervisors will conduct annual summary performance evaluations with their employees o Annual summary evaluations document -whether the employee’s performance met expectations -whether the employee achieved the annual goals -professional development needs and opportunities -options to develop additional skills and knowledge for career growth -goals for next year o Required to be documented, signed, and dated by the supervisor and the employee

19. P ERFORMANCE MANAGEMENT o Consequences if a supervisor does not follow the performance management policy -UW Madison has stated that supervisors who fail to complete all required performance management activities in accordance with the policy will be ineligible for the general wage adjustment (GWA) or performance pay increases

20. DFMCH P ROCESSES o Expectations and goal setting – DFMCH HR will give supervisors the form for a new employee’s initial expectations and goal setting meeting along with the other new employee documentation o New Academic Staff will need a mid-point probationary form due by their 6 month date, and again at the end of their 12 month probationary period

21. DFMCH P ROCESSES o New University Staff (classified) will need a mid- point probationary form and again at the end of their probationary period o Academic Staff and University Staff and their supervisors will have automatic email reminders from our People Information Management System (PIMS) o Forms will be available in the PIMS system

22. T RAINING The UW Madison Office of Talent Management offers on-line and classroom training in performance management including: SMART goals Feedback Working in a Changing Environment https://www.ohrd.wisc.edu/home/Hide-A- Tab/HRDesign/PerformanceManagement/tabid/485/Default.aspx

23. P ERFORMANCE M ANAGEMENT Questions? Please contact DFMCH HR: Mary Fendry mary.fendry@fammed.wisc.edu (608) 263-6568 Todd Schry todd.schry@fammed.wisc.edu (608) 265-0641 Michelle McCrumb michelle.mccrumb@fammed.wisc.edu (608) 265-8166