1. 2017 Training Session for Managers
10/2/2017
Performance Management
2017
Training Session for Managers
Title Slide Layout 1

2. Video

3. Agenda Objectives Background Timeline Evaluation
10/2/2017
Agenda
Objectives
Background
Timeline
Evaluation
Coaching for Performance and Development
Feedback
Workday Tool
Monday – could add a graphic
Not sure where you are using your video 1

4. 2017 Objectives Strengthening our: Professional Development
10/2/2017
2017 Objectives
Strengthening our:
Professional Development
Curiosity for learning
Supporting growth and opportunities
Culture of Appreciation
Seizing recognition opportunities
Strengthening our strengths
High Performance
Delivering on results
Monday – Be careful about the “new opportunities”; remember the ladder – we are going to have people all over the place in terms of their career movement
AD – I added some additional information 1

5. PLANNING – GOAL SETTING PERFORMANCE EVALUTION
10/2/2017
Components of Performance Management
PLANNING – GOAL SETTING
COACHING FOR
PERFORMANCE
PROFESSIONAL
DEVELOPMENT
AD – I moved and here are talking points - The main point of this slide is to reiterate that professional development conversations should be happening throughout the year. The goals and evaluation formally occur once a year but this is a continuous process.
PERFORMANCE EVALUTION 1

6. Background – Modern Think
10/2/2017
Background – Modern Think
Monday comment – you need to put on the slide that is it just Staff;
Here are talking points - This is just Staff over the past 3 years – Overall we have increased positive results in all areas other then question 10 for the past 3 surveys. We have done some work towards number 10 this year as well by adding the professional development training for managers and employees. Issues of low performance increased but still overall low. People are sating they are getting feedback but we are not addressing the low performance.
**Includes only Staff data 1

7. Timeline 4/21 Employees submit self-evaluations 5/15
10/2/2017
Timeline
June/August 2016
Goals established for 2016//2017
January 2017
Mid-year performance discussions
April
Manager & employee training sessions
Self- evaluations completed
May/June
Performance review discussions held
June
Compensation planning
4/21
Employees submit self-evaluations
5/15
Evaluations due to next level Mgmt.
6/16
Performance meetings completed
Monday – you need to speak specifically to the timeline; managers have to hold their ee accountable; if they want to alter their deadlines, they can, but 6/16 is not negotiable and that the next level manager also needs plenty of time to review
I edited
Assuming that the dates on the bottom are accurate based on our timeline; I suggest taking out Promotion Recommendations – We need to address this separately. Note – I did not take that out as I wanted you to know my thinking
AD – dates are correct – I took out promotion info 1

8. Timeline Dates Actions April 4 – April 12
10/2/2017
Timeline
Dates
Actions
April 4 – April 12
Employee and Manager training
April 3
Workday Performance Management launched
Managers request from employees their written self-evaluations
Manager’s schedule time for writing performance evaluation
Managers schedule performance evaluation meetings
April 3 – April 21
Employees submit self-evaluations to managers
Managers may hold pre-evaluation meetings with employees where desired
April 18 – 26
Manager drop in sessions
Title Slide Layout 1

9. Managers draft employee performance evaluations
10/2/2017
Dates
Actions
April 21 - May 15
Managers draft employee performance evaluations
Managers submit evaluation to next level of management for review and/or discussion
NOTE: Evaluation are due to next level of management by May 15th
May
Next level of management reviews evaluation and provides managers feedback
May 26 – June 16
Managers hold performance evaluation meetings with employees
June 16th
NOTE: All performance evaluation meetings must be completed by June 16th
3rd bullet – suggest taking out about new job descriptions/promotions – see my earlier comment on promos and a different plan
last two lines seems repetitive – can you combine into one
Took out promotion info and combined last two pieces 1

10. Champlain Aligned Champlain College Vison & Mission
10/2/2017
Champlain Aligned
Champlain College Vison & Mission
2020 Strategic Institutional Priorities
Divisional Strategies & Priorities
Department Goals
Individual Goals
I like it 1

11. Plan for Effective Time Management
10/2/2017
Plan for Effective Time Management
Block your calendar.
You manage the time vs. it sneaking up on you!
Guidelines/Rule of Thumb
Writing performance reviews – 2 – 4 hours per employee
Delivering/discussing performance reviews 1 – 2 hours per employee
3 direct reports – plan 9 – 18 hours of time
4 direct reports – plan 12 – 24 hours of time
Monday – I edited this slide; still seems boring to me… you could do more of a graphical related to the data
I would suggest making this slide interesting; key point is that people need to plan their time in advance, block their calendar, spend time quietly writing, etc.
AD – yes I like this and will speak to it 1

12. Manager’s Role Create a connection with your employees:
10/2/2017
Manager’s Role
Create a connection with your employees:
Recognize and appreciate the positive
Curiosity about their professional development
Provide strength based feedback which does not ignore gaps
Reinforce expectations
Make your team feel valued
Learn – about yourself and others
Valuable experience for both employee and manager
Own the process:
Regular communication
Timeline deadlines
Not enough – needs more on the “manager’s role” – manage the process and timeline; provide regular communication during the next 3 months; etc. Give thought to what we really need them to do
AD – I added some and took from the other slide “why do we do performance reviews” I also deleted that slide 1

13. Development Discussion
10/2/2017
The Discussion
Staff member arrives
open-minded.
Manager describes process & invites open dialog.
Opening
Self-Evaluation
Supervisory Comments
Development Discussion
Summary
Manager summarizes ‘core message’ and overall performance for the year.
Staff member listens, responds, thanks supervisor for feedback.
Staff comments on self-evaluation & gives examples.
Manager identifies areas of agreement with own examples; provides rationale & examples to explain differences. Manager discusses each section of the manager-evaluation
Staff responds/asks questions to clarify.
Monday – still a messy slide – and it the chart seems out of context; What are you trying to accomplish with this slide? Is there a different way?
Unclear what this is about; needs a title; “The Discussion”??
We tend not to use the word “supervisor” here but rather manager
Are you trying to track the flow of the review for discussion
Fonts are inconsistent; graphic is messy
Is this going to be for both manager and ee
AD – Updated fonts and graphics – my intent was to have this for both EE and Manager
Staff member and Manager discuss career interests & development activities 1

14. Preparing for the Evaluation
10/2/2017
Preparing for the Evaluation
Schedule in advance
Allow enough time
Review your manager evaluation and notes
Walk through the evaluation
Have examples, may have samples
Ideas for needed adjustments
Recognition of the years work
This seems out of flow context; 45 minutes is inconsistent with what we have shared previously
Is this the actual discussion or the actual writing
Double check – do we use the term “review” or “evaluation”; make consistent throughout
AD - Moved and updated – we do use evaluation throughout 1

15. Coaching for Performance
10/2/2017
Coaching for Performance
and Development
Coaching for Performance - includes feedback specific to employees role and job performance
Coaching for Development - focuses on enhancing skills and competencies and helping to further career development
Managers need to “support and coach” for the development of employees.
Employees need to “own” their development
Understanding the differences between coaching for performance and coaching for development.
Monday – I edited; you need to be very clear on what the differences are between these 2 concepts – not everyone will get it
Suggest showing one slide that illustrates the difference between coaching for performance development vs. for performance
I’d like to see your talking points
Added 2 bullets – let me know if this makes sense – my talking points are to ensure manager understand the difference – one of for job performance feedback and one is more focused on enhancing skills and understanding about employees career paths and plans. My practice exercise was at the end of this – I moved to right after this. 1

16. Exercise Practice Think about an employee that
10/2/2017
Exercise
Practice
Think about an employee that
you would like to give coaching
feedback to (utilize both performance
and development feedback).
Practice what you would like to say with a partner.
Monday – is this the best place for this exercise
Needs a title
Layout of words are a little weird
This could be your opening exercise but will need some tweaking; could focus on positive feedback
AD – I tweaked wording some – should this be after I go into coaching for performance and development slides or does it sit will to kick off with this? 1

17. Coaching for Performance
10/2/2017
Coaching for Performance
Focuses on delivering performance-based feedback, tailored to the individual’s job and role within the College.
Typically, you use competencies or job specific responsibilities to highlight areas of development or areas of strength.
See previous slide
AD – I added a quick definition in first slide – should I add this to that? I wanted to have this slide set up after the exercise. 1

18. Competencies Achievement Orientation Adaptability Client Focus
10/2/2017
Competencies
Achievement Orientation
Adaptability
Client Focus
Continuous Learning
Critical Judgment
Diversity and Intercultural Understanding
Teamwork and Inclusion
Monday – you need to tell the story of why we have these; how long we’ve had them, etc. People have lost them in the last year
What are your talking points
Not sure that this is in the right place
This is to point out the coaching for performance using competencies – I will also speak to ensuring these are incorporated in the goals 1

19. Coaching for Performance Examples
10/2/2017
Coaching for Performance Examples
Exceeding student applications by 10% for the year
Consistently displaying our value the human touch to all interactions with students
The need to consistently demonstrate a positive attitude and openness to change
Increasing yield of diverse applicants by 15% for the fiscal year
Monday – update the examples – these are the same as last year 1

20. Coaching Conversations
10/2/2017
Coaching Conversations
Setting clear expectations
Communicating clearly about how individuals are meeting/not meeting expectations, including examples and specifics
Developing a plan for the future including their responsibilities and your responsibilities
Title Slide Layout 1

21. Coaching for Development
10/2/2017
Coaching for Development
Focuses on supporting the employee to develop their skills/competencies. It assumes they have basic skills/attitudes that need to be honed.
Is a more nuanced approach, it is not about giving the answer or solving the problem but about helping the individual to find their own path through the situation.
Title Slide Layout 1

22. Coaching for Development
10/2/2017
Coaching for Development
As a manager you need to know what employees want from their job, their life, their future.
As a manager you need to pay attention to the patterns you see in your employees, where do they get stuck?
As a manager you need to believe that people can and want to grow and change.
Monday – is there some type of visual that you can use which shows that you are talking about development vs. performance; the two get very conviludted in this deckTitle Slide Layout 1

23. Development Questions for your Employees
How do you define career success?
How happy and engaged are you in your current work?
What are you interests?
What kind of work do you want to be doing?
What skills do you most want to be using and developing?
What do you want to achieve?
What matters most to you?
What aspects of your job would you give away to someone else?
What part of your work is most satisfying to you?
What part of your job would you like to change?

24. Regarding performance & development
10/2/2017
Feedback
Feedback
GIVING
RECEIVING
Engagement
Regarding performance & development
Would like to see the talking points
Talking points are that both giving and receiveding feedback will increase engagement and will help in employee development. I then go into more feedback slides 1

25. 10/2/2017
Feedback needs to be…
Specific to the person or the situation and examples of what you noticed
Monday – I might suggest combining 26, 27 and 28 all into one slide with one graphic…..
What is this connected to?
Needs a title – next few slides similar… not sure where you are at right now. - how to give feedback??
AD – I am saying that feedback needs to be specific – same as the next few slides – I added a title to each. 1

26. Suggestive Ideas or options vs. ‘you should’s’
10/2/2017
Feedback needs to be…
Suggestive Ideas or options vs. ‘you should’s’
I invite you to think about this…
Title Slide Layout 1

27. 10/2/2017
Feedback needs to be…
Tailored Be prepared, in a good place, and tailored to the employee’s style and how they process
Title Slide Layout 1

28. 10/2/2017
I’d move this up sooner
AD – I like this at the ends because it sets up the SBI exercise and the previous slides lead up to it 1

29. Exercise Practice Working with a partner, Describe a feedback you want
10/2/2017
Exercise
Practice
Working with a partner,
Describe a feedback you want
to give in the SBI model.
Title Slide Layout 1

30. 10/2/2017
Title Slide Layout 1

31. All within Workday Employee Completes Self-Evaluation
10/2/2017
Employee Completes Self-Evaluation
4/3-4/21
Manager approves Employee Self-Evaluation
4/21
Manager completes Manager Evaluation on Employee
4/21-5/14
Manager’s Manager approves Manager Evaluation
5/14-5/26
Manager provides Manager Review Comments
6/16
Employee Provides final Employee Review Comments
I have not reviewed any of this
AD - Dates are correct and process is correct – I will not spend too much time on these and not demo in the tenant only unless I have enough time
All within Workday
CAUTION: This step will release the evaluation to employee. Please only do so when you are ready. 1

32. Performance Evaluation Tool
10/2/2017
Performance Evaluation Tool
Performance Goals
Job Responsibilities
Employee Development
Excite, Engage, Empower
Additional Comments
Overall Rating
Summary
Functional Process
Workday Technology
I would spend no more than 1 minute on this; but important for people to see the overall context 1

33. Overall Rating
Far Exceeds Expectations: Performance that is consistently superior and far exceeds job standards and goals.
Exceeds Expectations: Performance that often exceeds job standards. These individuals perform at a level noticeably above what is expected.
Successfully Meets Expectations: Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the institution at the level that is expected.
Partially Meets Expectations: Performance that partially meets but occasionally is below acceptable job standards. These individuals perform inconsistently and need to improve.
Fails to Meet Expectations: Performance that consistently does not meet job standards over the rating period.

34. Performance Evaluation Tool
10/2/2017
Performance Evaluation Tool
Summary
Review the summary of your full Performance Review for 2016/2017
Submit to your manager via Workday
No changes can be made by employee after submitted
I edited 1

35. Once submitted no changes can be made.
10/2/2017
Tips:
You may exit at anytime and it will save and resume where you left off (note: if you time out it will not save).
Once submitted no changes can be made.
You can print the review before submitting.
When manager approves – they are acknowledging receipt – does not mean they agree with every piece.
When you are complete your self-evaluation you will need to click the green submit button. You will not be able to make any changes after you submit.
Title Slide Layout 1

36. All within Workday Overall Process in Workday
10/2/2017
Overall Process in Workday
Employee completes Self-Evaluation
Manager approves Employee Self-Evaluation
Manager completes Manager Evaluation on employee
Manager’s manager approves Manager Evaluation
Manager provides Manager Review Comments (releases Manager Evaluation to employee) – Do not complete this step until you are ready for the employee to see the Manager Evaluation
Employee provides final Employee Review Comments (receipt
of Manager Evaluation)
Title Slide Layout
All within Workday 1

37. Upcoming Trainings Manager Training Dates:
10/2/2017
Upcoming Trainings
Manager Training Dates:
Managers who went through our review process last year:
April 4: 10:30 – 12:00 (MRT Meeting) – Morgan Room 
April 11:  8:30 – 10:30 - Lakeside 301
Managers who are new to this process at Champlain:
April 5:  8: :00 – CCM 246 
Manager drop-in sessions (Join us for questions, coaching, brainstorming ideas):
April 18: 10:30 – 11:30 - IDX 309 
April 26: 3:30 – 4:30 – Lakeside 325
Employee Training Dates:
April 4: 8:45 – 10:00 – Lakeside 301
April 5: 3:45 – 5:00 – Lakeside 301
April 12:  10:15 – 11:30 – CCM 212
Title Slide Layout 1

38. Resources Champlain College People Center Portal
10/2/2017
Resources
Champlain College People Center Portal
Staff Competency Development Workbook
Establishing SMART Goals Work paper
Recent professional development workshop
Employee’s self-evaluation
Your manager
People Center
Last performance evaluation– Workday
I edited
Not sure where the handout is from recent professional development workshop
Please review the online tools to make sure that they are all there and with current dates – ie that they don’t look outdated 1