1. FastFacts Feature Presentation
August 29, 2017
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© 2017 The Johns Hopkins University. All rights reserved. 1

2. myPerformance Overview Process and System Demo
Today’s Topic
We’ll be taking a look at…
myPerformance Overview
Process and System Demo 2

3. Today’s Presenter Anne Moore
Sr. Organizational Effectiveness Consultant
Organization Development and Effectiveness

4. Session Segments Presentation
Anne Moore will provide an overview of the myPerformance process and show you a demo of the online system.
During the overview, your phone will be muted.
Q&A
After the brief overview, we’ll hold a Q&A session.
We’ll open up the phone lines, and you’ll be able to ask questions.
Anne will answer as many of your questions as time allows. 4

5. Contact Us
If you would like to submit a question during the presentation or if you’re having technical difficulties, you can us at:
As noted earlier, we will be watching out for your questions and concerns through our account:
We will also be monitoring three instant message services during the presentation. So you can communicate with us on GoogleTalk, AOL Instant Messenger, and Microsoft’s MSN product.
For GoogleTalk, the screen name is
On AOL Instant Messenger, the screen name is HopkinsFastFacts
On MSN, use
Remember, you can use these services for your questions and to report any difficulties you might be having with the system. 5

6. Survey
Survey
At the end of this FastFacts session, we’ll ask you to complete a short survey.
Your honest comments will help us to enhance and improve future FastFacts sessions. 6

7. How To View Full Screen
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8. Overview of myPerformance Process and System Demo

9. Agenda Review the goal of performance management
Examine critical performance drivers and the benefits of effective performance management
Provide an overview of the myPerformance process
Goal Setting
Midyear Review
Annual Review
System demo
Discuss next steps

10. Goal of Performance Management
Make an effective performance management process and infrastructure available to all university schools and divisions that:
Emphasizes feedback and having honest, developmental conversations with employees that focus on performance strengths and professional development opportunities
Coaches and supports managers in having these conversations; where employees find these conversations productive
Works towards an expectation that each manager and employee will have at least two performance conversations annually

11. Poll Question
Select the number that best represents the current frequency of your performance reviews?
Once a year
Have had one in the last three years, but not done every year
Has been about five years since my last review
I don’t have performance reviews

12. What Drives Performance?
Nine drivers have the greatest opportunity for positive impact on individual performance…
…While two drivers have the potential to significantly stunt individual performance…
Top Nine Drivers of Performance
Bottom Two Drivers of Performance
Fairness and accuracy of informal feedback
Risk-taking
Emphasis on performance strengths (in formal review)
Understanding of performance standards
Internal communication
Manager knowledgeable about performance
Opportunity to work on the things you do best
Feedback that helps individuals do their jobs better
Opportunity to work for a strong executive team
Frequent changes to projects
Emphasis on performance weaknesses (in formal review)
The Corporate Leadership Council’s research team has found that there are nine strategies or drivers that can improve performance by more than 25 percent. Take a look at the list of top drivers of performance and select the one that drives your own performance the most.
Ask for volunteers to discuss the one they selected. Point out that it may be different for everyone, but there is a common theme of communication. (1. Fairness and accuracy of informal feedback, 5. Internal communication, 8. Feedback that helps employees do the jobs better, and 4. Having a clear understanding of performance standards, which usually means talking about them.
Here you can see the importance of fair and accurate informal feedback, as well as the emphasis (in formal reviews) on performance strengths. Managers often view conducting performance reviews as a necessary, but bureaucratic task, and they often consider off-cycle or informal feedback as unnecessary. However, the Council has found that both types of feedback can considerably impact performance, provided that:
A) Formal feedback focuses on the positive (#3)
B) Managers provide fair and accurate informal feedback (#1)—particularly feedback that helps them do their job better (#8) and that exhibits manager knowledge about their performance (#6)
In addition to providing positive, directed feedback, the Council’s analysis also suggests the strong utility of ensuring that individuals understand the performance goals by which they are judged. (#4)
Touch on 1, 4, 8 and be sure to address the two drivers that could stunt performance.
May also ask or comment about:
2. Risk taking – employees are allowed to try new things to develop skill without the fear of failure – it may take a few opportunities to develop a new skill fully
What about the Bottom two Drivers of Performance? Why might they be demotivating? (Ask for a few perspectives from participants.)
Frequent changes to projects – so we all understand that priorities can change, but what if we don’t ever get to finish a project? That can be really demotivating! We may not be as enthusiastic about the work if our expectation is it will change anyway.
Emphasis on performance weaknesses (in formal review) – what if we are only hearing about our weaknesses? We might wonder if we are doing anything right! We need a balanced approach – we need to hear about what we do well and about opportunities for development.
Research from the Corporate Leadership Council shows that there are several key drivers of performance.
Source: Corporate Leadership Council Performance Management Survey

13. Poll Question (for slide 12)
Which of the Top Nine Drivers of Performance positively motivates you?
Fairness and accuracy of informal feedback
Risk-taking
Emphasis on performance strengths (in formal review)
Understanding of performance standards
Internal communication
Manager knowledgeable about performance
Opportunity to work on the things you do best
Feedback that helps individuals do their jobs better
Opportunity to work for a strong executive team

14. Benefits of Effective Performance Management
Employees
Understand how work contributes and connects to the larger work and success of the organization
Prioritize work that will have the most impact
Are formally and informally acknowledged for performance success and have opportunities for growth
Manager
Achieves department goals and objectives
Formally and informally acknowledges for performance success and identifies opportunities for growth
Fosters better working relationships with higher workplace satisfaction
Organization
Achieves mission critical goals and objectives
Improves the succession management process
There are many benefits of using an effective performance management process.
From an employee perspective, employees can see how the work that they are doing every day matters and connects to the success of the organization. It also helps them to know what components of their work will have the most impact on the organization. This also connects individual success to the success of the organization.
From a manager perspective, if employees are successful, then the manager is also successful. With clear performance expectations, it makes it easier to recognize and reward employees and provide opportunities for growth and development.
From an organizational perspective, collectively when individuals are successful, this contributes to the success of the organization. It also helps to develop with succession management efforts by developing employees.

15. myPerformance Process and Model

16. myPerformance Key Components
Timeframe
Set Goals
Goal Setting, Major Responsibilities, and Development Planning; meet to – clarify and discuss performance expectations
July – August, or after introductory period
Midyear Review
Checkpoint - update on progress towards goals and major responsibilities and provide/obtain feedback
December - January
Annual Review
Annual Review Meeting – discuss outcomes for goals and major responsibilities and core values
May – June
In order for this process to work effectively, there is a minimum of three recommended formal meetings that take place over the course of the year.
Ask a few people how frequently they meet with their supervisors to talk about the work they are doing.
So we can see many employees meet with their supervisors pretty frequently. Now, at least three of those meetings will be documented. The three meetings include:
Setting Direction: Here the goals and major responsibilities will be set and clarified. You will also be setting development goals
Checkpoint Meeting(s)
This will occur about six months into the cycle to assess progress on goals and major responsibilities and to obtain feedback.
Annual Review
This meeting is to discuss outcomes for the goals and major responsibilities.
So let’s take a deeper look at the first meeting.
This timing of this process may be separate from salary increases, which will continue to be on the employee’s anniversary date or common review date, if on a common review cycle.

17. myPerformance – Set Goals
Manager’s Role
Employee’s Role
Provide documentation of organizational goals and/or manager’s goals
Communicate performance expectations based on the individual’s job description and alignment with department goals
Meet with employee to mutually agree on goals and expectations for the year
Provide input on development goals
Clarify organizational goals and your individual contribution
Draft 4-6 SMART goals for the year that are based on role/job description and organizational goals
Draft development goals to close any skill gaps
Enter goals into the myPerformance goal plans
Meet with your supervisor to mutually agree on goals and expectations for the year
Next we have the 2nd Meeting or the Checkpoint meeting with the specific roles for both the manager and employee.
Key items include discussing any priority changes
Progress on goals
Providing/obtaining feedback on things that are going well or areas of concern or development
Questions to think about include:
Is the employee on track for meeting his or her goals?
Is the employee on track with development?
Are there any new issues or areas of concern?
Employee’s Role
Clarify organizational goals and your individual contribution
Draft SMART goals for the year that are based on your role/job description and organizational goals
Draft development goals to close any skill gaps
Enter goals into the myPerformance goal plans
Meet with your supervisor to mutually agree on goals and expectations for the year

18. Major Responsibilities Professional Development Goals
Types of Goals
Performance Goals
High-priority tasks, projects, or activities that will typically be accomplished during a review period
Align with the organization’s or department’s priorities
Supervisor and employee mutually agree on goals
Will end at some point in time, usually within one review period
Major Responsibilities
The ongoing essential job requirements and duties that are included in your job description
Without these, the nature of the job would be severely impacted
Typically remain the same as long as the employee stays in the position
Professional Development Goals
Steps that you would like to take to enhance your current or future job-related skills and capabilities
These goals do not count towards your overall performance rating
Should follow the 70, 20, 10 guideline:
70% - On the job experience, stretch assignments
20% - Coaching and feedback from others
10% - Training on technical, interpersonal or leadership skills development
So let’s look at the differences between the types of goals.
Performance Goals typically align with the organization’s or department’s priorities and will be mutually agreed upon between the manager and employee.
Major Responsibilities are essential job duties of the position and without them being completed, the nature of the job would be severely impacted. JHU employees will base them on their job descriptions. For JHHS employees, they will be imported from your job description in the system.
Professional development goals are those things that you would like to do to enhance your current job or help prepare you for future positions.
All goals have SMART components

19. SMART Goal Components
Specific – explicitly shows the who, what, why, when, and where details
Measurable – includes an amount, number, extent, size, or frequency
Attainable – complex enough to be challenging, but also realistic enough to be within reach
Relevant – related or linked to the essential tasks or functions of the position
Timely (Time Bound) – tied to a deadline or targeted time of completion
Here is more detailed information for each part of the acronym.
Read through - the most important components here are the measurable and the time bound pieces. Typically when you start your goal with an action verb and include the measureable and time bound pieces you will have covered all of the other components.

20. Sample SMART Goal Goal Name: Documentation Workflow Process
Goal Description: Develop and improve documentation workflow process for the department within this fiscal year.
Establish and document department-specific policies and procedures related to document processing and acknowledgement by September, 20XX.
Develop and launch documentation workflow process satisfaction survey to all faculty and staff by November, 20XX.
Present recommendations to department faculty and staff by January, 20XX.
Goal Weight: 20%
Start Date: 8/1/20XX
Due Date: 1/15/20XX

21. Sample Major Responsibilities Goal
Goal Name: Administrative Support
Goal Description: Provide routine and complex administrative support to department. Handle office workflow pertaining to correspondence, calendaring, and meeting reporting.
Answer and respond to inquiries within two business days in a polite and professional manner per established departmental guidelines.
Ensure all new procedural guides are developed, online, and within budget within the first quarter of each year.
Goal Weight: 60%
Start Date: 7/1/20XX
Due Date: 6/30/20XX

22. Sample Professional Development Goal
Professional Development Goal Name: Administrative Skills
Professional Development Goal Description: Complete two Administrative Professionals courses offered through myLearning within this fiscal year. Proposed courses:
Common Administrative Support Tasks
Representing Your Boss
Start Date: 7/1/20XX
Due Date: 6/30/20XX

23. Poll Which of these goals is a SMART goal? Reduce office expenditures.
Reduce the backlog of billing cases processed by 50% by the end of the fiscal year.
Respond to all customer inquiries.
Provide technical support to 100% of department personnel.

24. Goals will automatically transfer to the Performance Form
myPerformance Goals
Two Goal Plans:
FY JHU Goals and Major Responsibilities Goal Plan
Set performance goals and expectations through:
Performance Goals
Major Responsibilities
FY JHU Professional Development Goal Plan
Set Development Goals
Goals will automatically transfer to the Performance Form
In the myPerformance system, employees will draft goals on Goal Plans. There are three different types of Goals:
Performance Goals
Major Responsibilities
Professional Development Goals
You will enter your performance goals and major responsibilities (JHU only) on the Goal plan – goal + major responsibilities = 100% weighting on the goal plan
You will enter your development goals on the development goal plan – you will not need to weight your development goals.
You must have at least one of each type
All of your goals should have SMART components
The goals will automatically transfer over to the Performance Form, where you will be documenting your progress throughout the performance management cycle.
Goals can be updated on either the Goal Plan or Performance Form and the other document will be updated,
(Goal plans allow employees to copy all or some of their goals from year to year without having to retype the information. They can then be updated.)

25. Accessing SuccessFactors
Access through myJHU portal -
Login and enter your JHED ID and password
Click the HR icon from the left panel of options
Select SuccessFactors

26. Documenting in SuccessFactors
Live Demo
Goals
Add goals
View direct report’s goals
Annual Review Form
Enter comments in the Annual Review Form
Enter rating
Sign and complete the form

27. Next Steps Your role: Draft 4-6 goals in myPerformance Goal Plans
Meet with your supervisor to finalize draft goals

28. Resources Resource links on the myPerformance homepage
Process Questions:
SF Representative for your area or Anne Moore -
Technical Issues:
Nina O’Hanlon - 28

29. Q&A We’re going to open the phone lines now!
There will be a slight pause, and then a recorded voice will provide instructions on how to ask questions over this conference call line.
We’ll be answering questions in the order that we receive them.
We’ll also be answering the questions that were ed to us during the presentation.
If there’s a question that we can’t answer, we’ll do some research after this session, and then the answer to all participants. 29

30. Thank You! Thank you for participating!
We would love to hear from you.
Are there certain topics that you would like us to cover in future FastFacts sessions?
Would you like to be a FastFacts presenter?
Please us at: 30

31. Survey
Before we close, please take the time to complete a short survey.
Your feedback will help us as we plan future FastFacts sessions.
Click this link to access the survey…
Thanks again! 31