2. Welcome! Now, get to work. What is the purpose of your employee performance management system? What would you change about your employee performance management system?

6. Pinellas County Government A couple of quick facts: A couple of quick facts: – Most densely populated county in Florida, with over 1-million residents – We are a Unified Personnel System, with 3,200 employees – Human Resources serves 10 different Appointing Authorities

7. Agenda Why did we see a need to change the way we managed employee performance? Why did we see a need to change the way we managed employee performance? What did we change to? What is FACE? What did we change to? What is FACE? How did we implement the change? How did we implement the change? What results are we seeing? What results are we seeing? What are some things we learned along the way? What are some things we learned along the way?

8. Question: Why did you change the way that Pinellas County Government manages employee performance?

9. Employee Feedback We conducted an employee survey in October 2013, using the ICMA survey. We conducted an employee survey in October 2013, using the ICMA survey. Three questions that stood out in the performance evaluation section: Three questions that stood out in the performance evaluation section: – Defining performance objectives – Accurately evaluating performance – Dealing with low performing employees

10. Employee Focus Group “Emphasis should be placed on encouraging effective performance management that focuses on regular feedback, clearly communicated expectations and shared goals. The group supported reducing formality and complexity in favor of a more informal, ongoing conversation.” - Employee focus group

11. Trends in Our Organization We also saw the following trends: We also saw the following trends: – Leaner workforce – Efficiency through technology – Changing demographics – Need to build trust – Increase communication

12. Trends in Performance Management The trends and best practices around managing employee performance say: The trends and best practices around managing employee performance say: – Do not make performance conversations an annual event – Focus on frequent conversations – Remove the form from performance management

13. 5 Minute Table Talk What is the ultimate goal of a performance management system?

14. Question: What is your new way to manage employee performance?

15. Philosophy Statement Strategic performance management is a continuous, ongoing process that: Strategic performance management is a continuous, ongoing process that: – Aligns the employees’ and supervisors’ goals with those of the Appointing Authorities – Promotes on-going dialogue between employees and supervisors – Increases employee and team engagement by creating a sense of personal ownership and accountability for success – Builds trust by using a system that is fair and transparent

16. FACE Notes On your handout, as we move along in the presentation, complete: On your handout, as we move along in the presentation, complete: – FACE of Performance model – FACE model components and descriptions

18. Feedback & Coaching Supervisor: Supervisor: – Provide regular feedback and coaching – Feedback is about specific behaviors, actions or situations Employee: Employee: – Listen to understand – Be open minded – Be receptive to feedback – Ask questions

19. Set Expectations Supervisor: Supervisor: – Share the organization’s/team’s goals – Collaboratively develop goals Employee: Employee: – Understand how your work impacts the organization – Talk about what you need in order to do your job – Think about what professional goals you have

20. Support Growth & Development Supervisor: Supervisor: – Identify learning opportunities – Develop a plan to meet the learning needs Employee: Employee: – Work with your supervisor to identify learning opportunities – Think outside the classroom

21. Observe & Note Performance Supervisor: Supervisor: – Observe the employee doing their job – Take notes about your observations and conversations Employee: Employee: – Ask for feedback – Actively listen – Clarify what you hear

22. Summarize Performance Conversations Supervisor: Supervisor: – Summarize ongoing conversations in the FACE system, up to four times per year Employee: Employee: – Have a conversation with your supervisor about our summary

23. 5 Minute Table Talk How do more frequent conversations benefit the employee, supervisor, and organization?

24. FACE of Performance The benefits of implementing the FACE of Performance include: The benefits of implementing the FACE of Performance include: – Increase in employee engagement – Alignment of goals towards a common purpose – Building up of trust

25. Question: How did you implement this change?

26. Change Management Our approach was rooted in change management: Our approach was rooted in change management: – Define the need for and urgency of the change – Communicate frequently with all involved – Have an empowered team – Build on the change over time

27. FACE Project Team The Human Resources Director, as the team sponsor, selected a team lead and project team. The Human Resources Director, as the team sponsor, selected a team lead and project team. There were 6 people who served on the core project team, representing various functional areas of HR. There were 6 people who served on the core project team, representing various functional areas of HR. Additional HR staff assisted, as needed, with aspects of the project. Additional HR staff assisted, as needed, with aspects of the project.

28. Project Team

29. Key Stakeholders The stakeholders we identified were: The stakeholders we identified were: – Appointing Authorities – Citizens – Supervisors – Employees

30. Key Stakeholders

31. Business Partnerships Our key business partners included: Our key business partners included: – Business Technology Services – County Attorney – Communications

32. Business Partnerships

33. Communication Strategy Pieces of our communication strategy included: Pieces of our communication strategy included: – Video – Website – Emails – Blog – PEN articles – Branding

37. Supervisor Workshops We held 12 workshops, 3.5 hours each, for 600 supervisors at a central location. We held 12 workshops, 3.5 hours each, for 600 supervisors at a central location. The workshop was designed to drive 2 behaviors: The workshop was designed to drive 2 behaviors: – Frequent, ongoing conversation between supervisors and employees – Creating notes about the conversations

40. Employee Information Sessions We held over 50 information sessions, 1.5 hours each, for 1,600 employees at various work locations. We held over 50 information sessions, 1.5 hours each, for 1,600 employees at various work locations. The session was designed to provide employees information about FACE, their role in the process, and ask questions. The session was designed to provide employees information about FACE, their role in the process, and ask questions.

41. Question: What results are you seeing?

42. FACE by the Numbers Some of the items we were paying attention to were: Some of the items we were paying attention to were: – Survey results from the workshops and information sessions – 90-day and 180-day post implementation survey results – Frequency of conversations and number of summaries completed in each quarter

43. Information Sessions Question Strongly Agree AgreeDisagree Strongly Disagree Don’t Know I understand the need for the new strategic performance management (FACE). 44%52%2%1%0% I have the knowledge and skills to have a performance conversation with my supervisor. 46%52%2%0%0% I support the new performance management change (FACE). 40%55%4%1%0% My organization is committed to the FACE of Performance. 24%49%3%1%23% I can get support when I have questions or problems regarding FACE. 26%54%2%1%18%

44. 90-Day Supervisor Implementation Have you talked to your employee(s) about FACE in general? Yes15890% No1810% Approximately how many conversations have you had with each of your employees about their performance over the past 90 days? 1 - 312173% 4 - 62616% 7 - 974% 10 or more127%

45. 90-Day Employee Implementation Has your supervisor had a conversation with you about your performance in the past 90 days? Yes33856% No26344% Has your supervisor talked to you about the FACE philosophy? Yes31653% No28447% Approximately how many conversations have you had with your supervisor about your performance over the past 90 days? 013024% 1 to 335965% 4 to 6407% 7 to 982% 10 or more163%

46. First Quarter Results

47. Question: What did you learn along the way?

48. Lessons Learned We learned some important things: We learned some important things: – Can’t ignore the past – Technology never goes ‘as planned’ – Some people are eager for change – Communicate frequently – Don’t be afraid to delay

50. mstewart@pinellascounty.org mdecker@pinellascounty.org mdstewar Matthew Stewart Meagan Deckermeaganific