1. Setting Performance Expectations

2. Topics Covered
Benefits
Definition
Types of Expectations
SMART Criteria
Examples of Effective Performance Expectations
Communicating Expectations

3. Benefits of Written Performance Expectations
Setting Clear Expectations….
Help staff understand responsibilities
Help staff understand how to perform job duties
Enhances staff productivity and engagement
Provide measures against which performance results are assessed
Provide clear strategic direction for the work cycle
Enhances staff professional development
Set foundation for effective performance management

4. How do expectations and job duties differ?
Job duties define what a person does.
Expectations define how the person should perform the job duties.
Expectations focus on end results, not work activities.
Sample Job Duty and Expectation
Job Duty: Implement new software and computer programs
Expectation: Transition entire department to the ISC Exchange System by December 1. Establish transition plan for review and approval by October 15. Plan should include strategies for orientating and training staff on the new system. Transition must be performed with minimal computer system downtime and minimal interruption to daily departmental operations.

5. Types of Expectations Quantity or Output
Focus on results; often involve numerical measurement
Example: 15 job tickets should be accurately processed each day.
Quality or Behavior Expectation
Focus on means, method for achieving goal
Example: When you receive a customer complaint, you should actively listen to his/her concerns, document the complaint in writing, thoroughly investigate the complaint, take the appropriate action to resolve the complaint and communicate results to the customer within 2 working days.
Expectations can have both quantitative and qualitative elements
Example: Submit to the Director by the 15th of each month, a monthly budget report that summarizes for the previous month the total spent in all budget categories and balances for all categories. This report should also briefly document any budget concerns and forecasts.

6. Performance Expectations
Expectations can have both quantitative and qualitative elements
Example:
Submit to the Director by the 15th of each month, a monthly budget report that summarizes for the previous month the total spent in all budget categories and balances for all categories.
This report should contain brief explanations of any budget deficits and plans to rectify such shortages.

7. SMART Criteria for Writing Expectations/Goals
Specific – give details on exactly what is expected
Measurable – helps to know when expectation is achieved
Achievable – must be a realistic expectation or goal
Results Oriented – goals should focus on the end results
Time Bound – identify deadlines and milestones
Stretch – some goals may be a challenge to foster development

8. Example
Instead of: Word-process documents and reports accurately
Word-process documents by the specified deadline and in accordance with the format used by the department. All documents should be spell-checked, proofread, checked for grammatical errors and corrected prior to submitting to the requestor.

9. Instead of: Effectively manage departmental projects
Example
Instead of: Effectively manage departmental projects
Develop project objectives, goals and budget in accordance with departmental guidelines and communicate this information to the project team.
Establish appropriate teams to work on departmental projects.
Work with team to brainstorm ideas, develop tasks, activities, and timelines. Maintain a team environment that enhances effective open communication, cooperation and collaboration among team members.
Consult as needed with others in the department, University and externally to gather benchmark data and information relative to the successful completion of the project.
Regularly apprise director of team's progress.
Complete projects successfully by meeting specified deadlines, objectives, goals and budget.

10. Communicating Performance Expectations
Communicate Expectations on a Regular Basis Verbally and In Writing
At beginning of Intro Review or 90 day Evaluation Periods
When staff assume new duties
During individual meetings with staff
During mid-year and annual appraisal periods
When staff are not meeting expectations
When staff are undertaking professional development assignments/activities
Periodically during staff meetings and retreats