NinerTalent STAKES Hi, I’m Paulette Russell, HR Consultant for Performance Management. Today, I am going to talk to you about our new performance management.

NinerTalent STAKES Hi, I’m Paulette Russell, HR Consultant for Performance Management. Today, I am going to talk to you about our new performance management program NinerTalent STAKES. NinerTalent STAKES was developed to effectively implement the new SHRA Performance Appraisal Policy which was put in place by the Office of State Human Resources and UNC General Administration. Our goal is to provide tools and resources to effectively implement the new policy and help supervisors and employees create meaningful performance goals while also encouraging more ongoing, two-way communication about those goals throughout the performance cycle. Succeeding through Teamwork, Active feedback, Knowledge transfer, Engagement, and Support

NinerTalent STAKES Program
Program Philosophy Effectively communicating to engage our workforce and encourage individual, unit, and University success. Meeting/Exceeding the business needs of the University & career goals Succeeding through Working together as a community to achieve our objectives Team-work Ongoing clear and effective two-way communication on job expectations Active feedback Preparing employees for future opportunities (Succession planning) Knowledge transfer Interactions that reinforce each individual’s contribution to mission & goals Engagement Assisting and encouraging individuals to accomplish their goals Support So, let’s talk some more about the program. The STAKES, in NinerTalent STAKES, stands for Succeeding through Team-work, Active Feedback, Knowledge transfer, Engagement, and Support This acronym describes elements, that if present in a unit or organization, should have a positive affect on the your - Performance Development And hopefully retain your talents (here at the University) And in turn, contribute to the overall success of your unit and the organization as a whole. Our goal is to help you and your supervisor communicate effectively so that you are engaged and motivated to take positive actions to meet and/or exceed your performance goals. (Click)

Roles & Responsibilities
Next-Level Supervisor Supervisor Employee Ensure supervisors are aware of unit goals Review perf. plans & evals - ensure goals align & ratings are consistent/compliant Clarity in expectations & Honesty in appraisal (consistency across unit) Timely feedback & use of available resources to help employee succeed Actively participate & own the work Ask questions & keep supervisor informed Let’s talk about the roles and responsibilities of this program. (CLICK) It is important that the you are an active participant in the process. The supervisor drives the process, but you can’t just sit back and be passive. You should take ownership of your work, ask questions to make sure you have clarity on what is expected of you an your work, and keep your supervisor informed when you are having difficulties or have ideas to improve the efficiency or effectiveness of how you do your job and serve your customers You should also be collaborating with your supervisor in creating individual and career development goals for the cycle. (Click)

Next-Level Supervisor Supervisor Employee Ensure supervisors are aware of unit goals Review perf. plans & evals - ensure goals align & ratings are consistent/compliant Clarity in expectations & Honesty in appraisal (consistency across unit) Timely feedback & use of available resources to help employee succeed Actively participate & own the work Ask questions & keep supervisor informed For the supervisor, clarity and honesty are the most important. If your supervisor is clear with you about the work expectations at the beginning of the cycle, and he/she gives you timely and honest feedback that reinforces those expectations, there should be no surprises at the end of the cycle. You should be aware of where you stand with regards to whether you have met or have not met the expectations. (Click)

Next-Level Supervisor Supervisor Employee Ensure supervisors are aware of unit goals Review perf. plans & evals - ensure goals align & ratings are consistent/compliant Clarity in expectations & Honesty in appraisal (consistency across unit) Timely feedback & use of available resources to help employee succeed Actively participate & own the work Ask questions & keep supervisor informed 3. The next-level supervisor is responsible for ensuring that your supervisor is aware of the strategic goals of the department or unit for the upcoming cycle and any expectations they may have of your unit or team. This is critical information for your supervisor, as the tasks to meet the departmental goals may directly affect the work of your supervisor, your unit and you. As such, these are thing that should be included in the your performance plan. Also, the next-level supervisor should be reviewing performance plans and appraisals to ensure your supervisor is being fair and consistent in setting performance goals and appraising performance across your unit, and that there is consistency across the departments. (Click)

Performance Plan & Appraisals Due
KEY ELEMENTS OF POLICY Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Annual Cycle April 1st – March 31st (formerly March 1 – February 28/29) State Deadline May 30th Performance Plan & Appraisals Due The performance cycle for all UNC institutions will now be from April 1st through March 31st of the following year. This change was made to put all the University’s in the system on the same cycle. We have also all been given a deadline of May 30th to have our performance plans and appraisals into our performance management system. The due date for appraisals helps to ensure that the state has the data needed to determine how any possible merit increases or bonuses would be distributed should they be approved for that cycle. For performance plans, it ensures that you receive your performance goals in a timely manner so your direction is clear for the new cycle. Probationary employees are supposed to receive their performance plan within 60 days of their start date, so you should also get your performance plan within 60 days of the start of the performance cycle. (Click)

COMPLIANCE & INTEGRITY
KEY ELEMENTS OF POLICY Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews 5 Institutional Goals (Standard) 3-5 Individual Goals + (6 for supervisors) COMPLIANCE & INTEGRITY ACCOUNT-ABILITY EXPERTISE CUSTOMER-ORIENTED TEAM- ORIENTED SUPERVISION (specific tasks) GOAL #1 GOAL #2 GOAL #3 GOAL #4 GOAL #5 Performance plans will consist of 5 or 6 institutional goals and 3-5 individual goals. The institutional goals are standard goals will be applied to all SHRA employees in the University System and are set by UNC General Administration. (Click)

KEY ELEMENTS OF POLICY Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Weighted Goals 10% COMPLIANCE & INTEGRITY ACCOUNT-ABILITY EXPERTISE 15% CUSTOMER-ORIENTED 5% TEAM- ORIENTED GOAL #2 GOAL #4 GOAL #5 GOAL #3 GOAL #1 Institutional Goals 50% Individual Goals The goals will now be weighted. The institutional goals will make up 50% of your overall performance rating and the individual goals will make up the other 50%. The percentage weight of each goal should reflect what is most important to the successful execution of your job. However, no goal can be less than 5%. For example, if the employee is in a position where customer satisfaction is valued most, the customer-oriented goal will probably be weighted higher than the others. And, you may have critical tasks or projects related to customer outreach and satisfaction in this performance cycle. The percentage weights will directly affect the employee’s overall performance rating. (Click)

KEY ELEMENTS OF POLICY Institutional Goal and Individual Goal Scores
Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Institutional Goal and Individual Goal Scores 3 = Exceeding Expectations A+ 2 = Meeting Expectations A 1 = Not Meeting Expectations D Final Overall Rating 2.70 to 3.00 = Exceeding Expectations 1.70 to 2.69 = Meeting Expectations 1.00 to 1.69 = Not Meeting Expectations You will now be rated in one of 3 ways. Meeting, Not Meeting, or Exceeding Expectations. Remember, Meeting Expectations means that you are performing your job at the level expected of you and is considered an A on an academic grading scale. The corresponding numbers next to the ratings are used to calculate the final overall rating as follows: (Click)

KEY ELEMENTS OF POLICY Scoring Overall Score: 1.30 + 1.10 = 2.40
Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Scoring INSTITUTIONAL Weight x Rating = Score INDIVIDUAL Expertise 10% 3 0.30 Goal 1 25% 2 0.50 Accountability 5% 0.15 Goal 2 0.20 Customer-Oriented 15% 0.45 Goal 3 0.10 Team-Oriented Goal 4 Compliance & Integrity Goal 5 50% TOTAL 1.30 1.10 The rating your apply to each goal will be multiplied the goals weights (Click) to give an individual score for each goal. The scores will then be added together to give you the overall performance score. (Click) Overall Score: = 2.40 Meeting Expectations

KEY ELEMENTS OF POLICY Scoring Overall Score: 1.30 + 1.10 = 2.40
Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Scoring INSTITUTIONAL Weight x Rating = Score INDIVIDUAL Expertise 10% 3 0.30 Goal 1 25% 2 0.50 Accountability 5% 0.15 Goal 2 0.20 Customer-Oriented 15% 0.45 Goal 3 0.10 Team-Oriented Goal 4 Compliance & Integrity Goal 5 50% TOTAL 1.30 1.10 Those ratings will be multiplied by the goals weights (Click) to give an individual score for each goal – which will then be added together to give you the overall performance score. Overall Score: = 2.40 Meeting Expectations

KEY ELEMENTS OF POLICY Institutional Goal and Individual Goal Scores
Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Institutional Goal and Individual Goal Scores 3 = Exceeding Expectations A+ 2 = Meeting Expectations A 1 = Not Meeting Expectations D Final Overall Rating 2.70 to 3.00 = Exceeding Expectations 1.70 to 2.69 = Meeting Expectations 1.00 to 1.69 = Not Meeting Expectations This score will correspond to either the Meeting, Not Meeting, or Exceeding Expectations performance rating.

KEY ELEMENTS OF POLICY Probationary Reviews Interim Reviews
Performance Plan Weighted Goals Ratings Cycle Off-Cycle Reviews Probationary Reviews Completed quarterly Interim Reviews Completed mid-cycle (~October) Required if… Transfer Reviews Completed when supervisor or employee transfers Employee Requested Employee can request once a cycle Must be at least 60 days after last review Off-cycle reviews are any performance reviews that are not the annual performance appraisal. These are not new, with exception of the employee-requested review. Probationary reviews will still be required quarterly Interim reviews should occur mid-cycle and will be required if: You have a disciplinary action in the current cycle You had any rating below “meeting expectations” on the previous performance appraisal Or if your manager/supervisor finds it appropriate We encourage all supervisor to give an interim review as it helps you know where you stand. Transfer reviews will now be required, and need to be completed during the notice period if you or your supervisor transfer or leave University employment. And last we have Employee Requested reviews. This review allows you to request and receive a performance review, outside the annual appraisal, at least once in a cycle. So, if your supervisor hasn’t told you where you stand in terms of performance in the last 60 days you can request a review This is not intended to be a full fledged appraisal, but should summarize where you stand at that point in the performance cycle with regards to the goals established and if you need to improve in any areas. I would recommend requesting this type of review around October if you haven’t received any feedback from your supervisor. This will allow you time, about half a cycle, to improve your performance prior to the annual performance review (Click)

NinerTalent STAKES Last, let’s talk about the NinerTalent STAKES Cycle and Annual Timeline. The timeline is to help both you and your supervisor stay on track with the yearly performance cycle tasks. You will notice that the cycle has four (4) talent conversations which Human Resources feels are essential to the on-going communication your position & unit goals and performance. Remember, ongoing active feedback is our goal. These designated time-periods coincide with: the quarterly probationary appraisals that should be conducted The Performance Appraisal and Performance Plan meeting (which is designated as Talent Conversation # 1) And the Interim review (which is designated as Talent Conversation #3) If your supervisor is already have recurring meetings with you about your job tasks or goals, the talent conversation may just be included in that meeting. The purpose is to ensure that you clearly know where you stand with regards to your performance and get a documented account of your supervisors appraisal and if necessary, expectations, at that point in the cycle. We are encouraging all supervisors to have at least 4 talent conversations a year. However, if October comes around and you haven’t gotten any solid feedback on your performance since your annual performance appraisal, I would encourage to ask for an Employee Requested Review so you clearly know where you stand.

Let’s talk more in depth about developing a performance plan
Let’s talk more in depth about developing a performance plan. This will be your first task in implementing the new SHRA Performance policy. And, in order for it to be effective it’s important that you understand how to communicate your performance goals to your employees with regards to this policy.

Institutional Goals Success Tip! Be able to relate these goals to your job tasks and position standards EXPERTISE Precision Resourcing Innovation Development CUSTOMER-ORIENTED Clarity Awareness Attentiveness Diplomacy COMPLIANCE & INTEGRITY Policy Safety Ethics Respect ACCOUNTABILITY Productivity Autonomy Prioritizing Coordination TEAM- ORIENTED Collegiality Collaboration Contribution Attendance SUPERVISION Oversight Goal-Setting Managing Talent Leading The goals describe 5 key aspects of employee work (or 6 for supervisors). These performance goals address your overall work product, with regards to your position description, and conduct. Expertise and Accountability describe the quality of work and address task management respectively. being Customer and Team-Oriented covers how effectively you communicate and work with others. Compliance & Integrity addresses adherence to policy and professionalism And for supervisors, the supervision goal reflects how effective you are at managing and leading your team Remember, these goals are already defined. So, what you need to ensure is that you print out these institutional goals and ensure that you understand these performance standards and how it relates to your job. When you have your performance plan meeting with your supervisor, you should be seeking to clarify how these performance standards connect with your job description and tasks. (Click)

Success Tip! Be able to relate these goals to your job tasks and position standards
EXPERTISE Precision - Produces work that is accurate, thorough, and demonstrates sufficient analysis and decision‐making to meet requirements of the employee’s position and profession. Resourcing - Makes efficient and appropriate use of materials and documents work appropriately. Innovation - Looks for ways to improve efficiency or quality. Development - Maintains technical skills and relevant professional credentials. ACCOUNTABILITY Productivity - Completes required volume of work by established deadlines and stays productive throughout workday. Autonomy - Generally completes work with few reminders and/or infrequent oversight. Prioritizing - Takes sufficient/appropriate measures to plan and organize work, prioritize tasks, and set realistic goals. Coordination - Seeks needed information to complete work and timely communicates status with relevant parties. When you look at the first page in the guide you will find a summary description of each of the four performance expectations for each institutional goal. These are defined at the meeting expectations level. For example, for Expertise one of the performance expectations is Precision and it is defined as follows: Produces work that is accurate, thorough, and demonstrates sufficient analysis and decision-making to meet requirements of the employee’s profession. However, the goal description doesn’t stop there. If you recall when I spoke about the state’s and UNC GA’s goals in developing this new policy, I said that the “meeting expectations” standard would be defined. (Click)

Success Tip! Be able to relate these goals to your job tasks and position standards
EXPERTISE Well here it is. If you go to the next page in the guide you will see that Expertise is even more extensively defined. To continue with “Precision”, under the Expertise goal – it goes on to say that to meet expectations – Errors must be infrequent, or recognized prior to completion of project, and/or are corrected as soon as identified with little to no disruption in service. It also continues to say – that the employee should demonstrate pride in their work and accept responsibility for assigned tasks. You will also notice that the institutional goal guide extensively defines what not meeting and exceeding expectations looks like for each goal. You will need to become familiar with these expectations and they connect to any Standards of Performance already established for your job duties. This could include documented standards defined in a policy or procedure manual or any internal standards that you or your unit follows when carrying out certain tasks. For example, for a job with heavy data entry it may be specified, in connection with the goal Expertise, that “infrequent errors” is equal to having no more than two data entry errors in a semester. (Click)

Institutional Goals Expertise Accountability Customer-Oriented
Team-Oriented Compliance & Integrity Supervision (for supervisors only) Three Rules to Institutional Goals: Total weight of the institutional goals must equal 50% Each goal must be weighted at least 5% Weight the goals in accordance with it’s importance to the successful execution of the position. So, now that you know what each goals entails – you need to weight the goals as we talked about earlier in this presentation. Remember, the institutional goals are worth a total of 50% of the employees appraisal rating with no goal being less than 5%. The weight of each of these goals should be chosen in accordance with it’s importance to the successful execution of the position. So, where do you start. How do you determine how to properly weight the goals. Success Tip! To keep goals clear in your mind, review them in three main parts. 1-2, 3-4, 5-6

Weighting Non-supervisory Positions
DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% ACCOUNTABILITY CUSTOMER-ORIENTED 20% TEAM-ORIENTED COMPLIANCE & INTEGRITY TOTAL 50% It can be helpful to think about the position without weight adjustments or having all the weights equal to start. Then identify what goals are particularly important for the position’s success. You may decide that each institutional goals is equally important. (Click) If you were weighting the institutional goals for a supervisory position, which would have 6 goals, you would weight the supervisor goal at 10% and distribute the rest of the percentage weights evenly amongst the rest of the goals. That would be equal to 8% each.

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% ACCOUNTABILITY CUSTOMER-ORIENTED 20% TEAM-ORIENTED COMPLIANCE & INTEGRITY TOTAL 50% Or in the case of a position with high customer service focus but with little decision making authority - you may want the weight of the “Customer-Oriented” goal to be significant. Once you identify that goals importance you can finish filling in the rest of the weights. Since this position relies a lot on the “Expertise” of others, Expertise may be rated low while “Accountability” and being “Team-Oriented” may be higher due to the necessary interactions they must have with the other members of your team.

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% ACCOUNTABILITY CUSTOMER-ORIENTED 20% TEAM-ORIENTED COMPLIANCE & INTEGRITY TOTAL 50% In the case of a position requiring high attention to detail and strict rule enforcement you may make “Expertise” and “Compliance” the standout goals. Then choose which out of the three remaining goals is most important – in this case “Accountability” has the second highest weight.

DIFFERENT WAYS TO APPLY WEIGHTS TO INSTITUTIONAL GOALS Position without weight adjustments Position with high customer focus but with little decision making authority Position requiring high attention to detail and strict rule enforcement Position requiring heavy coordination within teams to complete projects EXPERTISE 10% 5% 15% ACCOUNTABILITY CUSTOMER-ORIENTED 20% TEAM-ORIENTED COMPLIANCE & INTEGRITY TOTAL 50% Lastly, for a position requiring heavy coordination within teams to complete projects you may weight “Accountability” and “Team-Oriented” high to reflect the importance. “Expertise” may be chosen as the second highest based on the importance of knowledge in doing these projects. And then the remaining 10% is split amongst the last two remaining goals. You don’t have to weight the goals in increments of five, but it is probably a more efficient way of completing this task.

Critical Function Goals Project-Oriented Goals Forward-Focused Goals
3-5 Individual Goals Individual Goals Critical Function Goals Project-Oriented Goals Forward-Focused Goals The individual goals should focus on 3 to 5 work assignments for the current cycle. They may be made up of: Critical-Function Goals, which are key deliverables that are essential to the position (for example budget) Project-Oriented Goals, which may be time-specific work that reoccurs every cycle, like grant phases, or unique projects for the current cycle like hiring or “clean-up” And/ or Forward-Focused Goals, which are activities more aligned with University’s or Division’s strategic goals. Something that is designed to move the organization forward in some way. For example, if your department says that it wants to focus on compliance and expects each of it’s unit to meet any and all compliance expectations. Your supervisor would determine what that means for your position or your unit and set tasks to meet this goal. Now, while these goals should relate back to the strategic goals of your unit, not all positions lend itself to having goals that directly align with the strategic goals. However, they should indirectly align. For example, if the strategic goal for my unit this cycle is to provide effective performance management training to all employees and supervisors – the administrative assistant of the unit may not actually develop or provide the training, but he/she has many tasks that support the unit in meeting that goal including managing the budget, scheduling the classes, helping to prepare the communications, etc. This contributes to meeting that strategic goal. (Click)

Individual “SMART-ER” Goals
Specific Measureable Achievable Relevant Time-bound Expectations Resources Three things to keep in mind: 1. The Goal Itself 2. The Specific Deliverables 3. What “Exceeding Expectations” looks like. When creating your individual goals you should continue to use the SMART concept. Ensure the goal is Specific Success is able to be Measured It’s Achievable or realistic It’s Relevant to the strategic goals And it is Time-bound or has specific deadline and or milestone In addition, in order to make the goal SMARTER you want to think about what you are Expectations are with regards to this goal: of your employee in achieving this goal, the time and effort it may take to achieve this goal, enjoyment, etc. For example: In achieving this goal you want to ensure that the employee understands that they are expected to be ethical, comply with policy, and in general meet the SHRA Institutional Goal criteria You will want to determine if it is something the employee will enjoy doing. Of course this is not a requirement, as we all have tasks that we don’t enjoy doing. However, it is something to think about in terms of motivating your employee to achieve this goal and getting their buy in. You won’t have to sell a goal which is enjoyable for the employee to do versus a laborious goal that may be compliance driven. It’s good to think about how to frame your discussion when talking to the employee about the goal. Finally, you should think about if the energy needed to accomplish this task sustainable over the period of time needed. Will it result in employee burnout. If so, how can you prevent this or what’s your strategy to ensure the project is completed. Perhaps assigning more than one person to this task is key to achieving this goal and In terms of resources you should make sure you communicate with your employee what assistance or resources you will provide him/her to achieve the goal.

Goal: Present the new PM plan to all SHRA supervisors before April 1, 2017 in order to provide sufficient guidance to supervisors on new program so that they will be ready to develop performance plans in 2017. Specific Deliverables: 1. Develop a PowerPoint presentation to be used by all involved. 2. Determine what handout materials are needed. Exceeding Expectations: Not only present new PM plan to all supervisors face-to-face but develop online Skillport training based off of face-to-face presentation material as well. Here’s and example of an individual goal that may be created for my job right now. Goal: Present the new PM plan to all SHRA supervisors before April 1, 2017 in order to provide sufficient guidance to supervisors on new program so that they will be ready to develop performance plans in 2017. Specific Deliverables: 1. Develop a PowerPoint presentation to be used by all involved. 2. Determine what handout materials are needed. Exceeding Expectations: Not only present new PM plan to all supervisors face-to-face but develop online Skillport training based off of face-to-face presentation material as well.

NinerTalent STAKES Training deadline your new skills successfully implement the new program 10am & 3pm daily mail ensure departmental staff receive information on a timely basis Oct. 2017 Jan. 2017 Apr. 2018 July 2017 Attend Deliver Here is another tool to assist you in creating your individual goals. Think of the action that is desired or the VERB The specific task you want done or the NOUN The deadline or DATE And the outcome or OUTPUT expected (CLICK) This tool can be used to draft both the main goal and the deliverables. It, along with sample individual goals, can be found in the NinerTalent Guide on the NinerTalent STAKES Guide website participate two-way quarterly conversations ensure your employee and your department meet the goals for this cycle

Individual Goals Critical Function Project Oriented Forward-focused
Four Rules to Institutional Goals: Must have at least 3, but nor more than 5 individual goals Total weight of the individual goals must equal 50% Each goal must be weighted at least 5% Weight the goals in accordance with it’s importance to the success of the strategic goals. So, now that you know what each goals entails – you need to weight the goals as we talked about earlier in this presentation. Remember, the individual goals are worth a total of 50% of the employees appraisal rating with no goal being less than 5%. The weight of each of these goals should be chosen in accordance with it’s importance to your unit meeting its strategic goal for this cycle.

Career Development Goals
The last set of goals you’ll need to think about when creating the performance plan are the Career Development goals. These are not new to UNC Charlotte. Each employee should have at least one career development goal in their performance plan. The goal should be used to help employees advance their knowledge, skills, and abilities for future opportunities or assist the employee in developing or maintaining competencies needed in their current position.

WHAT YOU NEED TO DO… Be able to explain how the institutional goals relate to the duties in the position description Ensure individual goals connect to your strategic goals for the cycle Make them SMARTER Weight goals in accordance of importance to job execution and/or strategic success Create at least one career development goal to help employee maintain or gain skills or knowledge Ongoing communication is key – don’t forget to have your Talent Conversations throughout the cycle So, to rap up. When developing a performance plan and preparing for your plan meeting with your employee you should: Be able to explain how the institutional goals relate to the duties in the position description Ensure Individual goals should connect to your strategic goals for the cycle Make them SMARTER Weight the goals in accordance of importance to job execution and identify standards of performance And create at least one career development goal to help employee maintain or gain skills or knowledge Ok. This is our last 5 minute question and answer portion. Do you have any questions regarding developing a performance plan?

NinerTalent STAKES Well, this concludes the NinerTalent STAKES training. I hope you feel more prepared to implement this new policy and excited about its possibilities. Remember, any questions that I was unable to get to will be compiled into a document and posted on our website at a later date. Thank you for attending this session. I hope you have a wonderful day. Succeeding through Teamwork, Active feedback, Knowledge transfer, Engagement, and Support

NinerTalent STAKES Hi, I’m Paulette Russell, HR Consultant for Performance Management. Today, I am going to talk to you about our new performance management.

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NinerTalent STAKES Hi, I’m Paulette Russell, HR Consultant for Performance Management. Today, I am going to talk to you about our new performance management.

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Presentation on theme: "NinerTalent STAKES Hi, I’m Paulette Russell, HR Consultant for Performance Management. Today, I am going to talk to you about our new performance management."— Presentation transcript:

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