1. 2012 IPMA-HR Annual Training Conference
Plan, Perform, Review Repeat: Shifting Organizational Culture through Performance Management
2012 IPMA-HR Annual Training Conference
September 11, 2012
Marnie to start
3:15 to 4:30
By Marnie Green, IPMA-CP, Principal Consultant

2. About Your Presenters Marnie E. Green Management Education Group, Inc.
Gordon Beecher
Human Resources Director City of Richland, WA

3. Employee Performance Management Stand Up Poll
You or a supervisor in your organization has ever inherited an employee with a history of poor performance
You have ever told a supervisor they could not terminate an employee because they didn’t have enough documentation
Your employees feel entitled to pay increases when they are available
Performance is valued and rewarded in your organization
Marnie
3:15 – 3:20
EM Slides LM

4. Richland, WA Makes the Shift
Gordon
3:20 – 3:25
Gordon: Can you insert a cleaner image or something else that helps you remind your opening story?

5. What’s Your Organization’s Performance Management Best Practice?
Marnie
3:25 – 3:30
EM Slides LM

6. Employee Performance Management Stand Up Poll
My organization has a strategic plan
My organization links its strategic plan to executive performance
My organization links its strategic plan to managerial and supervisory performance
My organization links its strategic plan to individual employee performance
8:45
Management Education Group, Inc. 2012

7. Marnie Performance Management Cycle
Organizational Goals and Strategic Plans
Individual Performance Planning
Feedback
and
Adjustment
Performance Evaluation Discussion
Documentation
Marnie
Performance Evaluation Preparation
Supervisor LM

8. What’s a Painless Performance Evaluation?
There are no surprises!
Employee-driven
Future-focused
Marnie
Supervisor LM 8

9. Giveaway Time!!
Marnie
3:30 – 3:35 9

10. Tools for Refocusing on Performance
Create a simple, easy-to-understand strategic plan
Engage employees in the discussion about organizational challenges, their aspirations, and the decisions that must be made to move the organization forward
Link day-to-day employee performance to the plan
Reward contributions that support the plan and stop rewarding those who don’t contribute!
Marnie
3:35 – 3:38
EM Slides LM 10

11. Gordon
City of Richland, Washington A full service city located at the confluence of the Columbia and Yakima Rivers in the Tri-Cities region of southeastern Washington, USA.

12. The City of Richland provides: Police and fire protection
Water
Sewer / storm water
Garbage collection, recycling, and landfill
Electrical utilities
Parks and recreation programs
Street and public facility maintenance and development
Library services
Short and long-range planning
Gordon
3:38 – 3:40
EM Slides LM

13. Big Changes in 2000
Introduction of a pay for performance system
Elimination of a step based pay system
Complaints and resistance from staff
Marnie
© Management Education Group, Inc. 2011, All Rights Reserved

14. The Richland Story Then
Performance feedback was an afterthought
“Don’t rock the boat” culture
Tenured executive team
Unsupported performance ratings
Marnie
EM Slides LM

15. The Richland Story Then
Unwillingness to have tough performance conversations
Rating factors the same for all, regardless of job or level
40 person management team
Marnie
3:40 – 3:45
EM Slides LM

16. The Richland Story Now
Every employee has a performance plan with goals
Goals are tied to a strategic plan
Regular feedback meetings and a mid-year assessment conducted
Gordon
3:45
EM Slides LM

17. The Richland Story Now New team structure drives change
Executive commitment is high
Employees participate in the management of their own performance
Gordon
3:45 – 3:48
EM Slides LM

18. © Management Education Group, Inc. 2011, All Rights Reserved
Gordon
3:50
In 2008 the Richland City Council adopted a strategic plan, “Seven Keys to Unlock our Future”
© Management Education Group, Inc. 2011, All Rights Reserved

19. Tools Used to Transform Richland’s Culture
Organizational Goals and Strategic Plans
Developed a strategic plan with stakeholder input
Established clear performance expectations for executives based on Jim Collins’ Good to Great
Changed weekly meeting structure to focus on shared responsibilities
Introduced “undiscussables”
Gordon
EM Slides LM

20. Richland’s New Meeting Structure
Gordon
EM Slides LM

21. Tools Used to Transform Richland’s Culture
Individual Performance Planning
Executive team led competency model development for all leaders
Gordon
3:50- 3:58
EM Slides LM

22. Employee Performance Management Stand Up Poll
My organization has a competency model
My organization developed our competency model with input from executives
My organization developed our competency model with input from managers and employees
My organization incorporates our competency model into our performance management process
8:45
Management Education Group, Inc. 2012

23. Competency Model Development
Asked, “What does exceptional leadership look like in Richland?”
Input gathered from supervisors, managers, and executives
Built upon existing shared values
Marnie
3:58
EM Slides LM

24. Richland’s Competency-based Performance Management Model
EXECUTIVE COMPETENCIES
- Manage to the Future
- Have a Global Perspective
- Display Political and Business Acumen
MANAGERIAL
COMPETENCIES
SUPERVISORY
COMPETENCIES
- Develop Effective Intra- and Inter- Departmental Relationships
- Manage Resources Effectively
- Think and Plan Strategically
MANAGERIAL
COMPETENCIES
- Foster Teamwork
- Prioritize Work and Commitments
- Drive for Team Results
- Manage Employee Performance
SUPERVISORY
COMPETENCIES
SUPERVISORY
COMPETENCIES
Marnie
3:58 – 4:05
FOUNDATIONAL COMPETENCIES
Use Technical/Functional Expertise Communicate Effectively
Be Accountable for Performance Work Safely
Provide Excellent Customer Service
TEAMWORK, INTEGRITY, AND EXCELLENCE
EM Slides LM

25. Tools Used to Transform Richland’s Culture
Individual Performance Planning
Executive team led competency model development for all leaders
Management team developed performance evaluation linked to strategic plan and competency model
Annual collaborative expectation-setting meeting in January is used to set performance goals
Marnie
EM Slides LM

26. Tools Used to Transform Richland’s Culture
Feedback, Adjustment & Documentation
Employee Self-Assessment completed twice per year
Mid-year evaluation provided with comments required, without ratings
Goals adjusted based on shifts in the environment
Marnie
EM Slides LM

27. Tools Used to Transform Richland’s Culture
Feedback, Adjustment & Documentation
Increased use of Performance Improvement Plans
Individual and group coaching with struggling supervisors
Implementation of an online tool for managing performance
Marnie
EM Slides LM

28. Employee Performance Management Stand Up Poll
My organization trains supervisors on how to complete a performance evaluation
My organization trains supervisors to craft measurable goals
My organization trains supervisors to lead performance-related conversations
My organization trains employees on how to participate in the management of their own performance
8:45
Management Education Group, Inc. 2012

29. Tools Used to Transform Richland’s Culture
Performance Evaluation Preparation & Discussion
Provided a comprehensive guidebook to the evaluation system
Training at start of year on goal and expectation setting and using the competency model to give feedback
Training at mid-year on leading mid-year feedback conversations
Training at year-end on applying the rating scale, writing comments, and delivering the evaluation
Marnie
EM Slides LM

30. Integrating the Strategic Plan into Employee Performance
GOAL 1:       NI S E
Strategic Key:
Mid-Year Comments:      
Year-End Comments:      
Marnie
4:05 – 4:15
Here is an example of a portion of their new performance evaluation system that reflects the strategic keys.
They also have a mandatory mid—year conversation and comments (no ratings) to ensure goals are adjusted over time. 30

31. Public Management December 2011
Marnie
4:15
EM Slides LM

32. Richland’s Performance Management Best Practices
Move slowly toward pay for performance
Focus on the competencies of employee performance management and resource allocation
Link employee performance to the strategic plan
Gordon
4:15 – 4:20
EM Slides LM

33. Join Us on Facebook www.facebook.com/RichlandWA
Marnie