1. Introduction to Performance Management Betts Disney SuccessFactors University

2. Agenda Getting Started Performance Management
Logging In
Basic Navigation
Employee Profile
Performance Management
Competencies
Rating Scale
Route Map
Dashboards and Reports (for Managers)

3. Getting Started

4. Getting Started
Access the Performance Management System wherever you have Internet access
Keep your Username and Password private; you can reset your Password at any time
You will receive automated notification ( ) when you need to participate in a process
Type your 10-digit USC ID as both the Username and initial password.

5. Do not use your Back button to return to a previous page
Disable or set your pop-up blocker to allow SuccessFactors features
TIP: To navigate through the system, use menu tabs, active links, and form buttons.

6. Home Tab
The Home tab is where you access all the activities and processes in the system, and where you get an overview of the status of performance activities.
Resources include:
To-Dos List
Menu Tabs
Resource Portlets 2 3 1
NOTE: Only managers will have the Reports tab.

7. Demonstration Logging In Basic Navigation Employee Profile Org Chart
Notes 7 7

8. Performance Management

9. Performance Management
The Performance Management Process:
Creates a consistent, systematic approach to completing the performance review process.
Provides a better understanding of evaluation standards.
Enables clear communication between management and staff regarding performance.
Improves visibility into our performance as an organization.

10. Performance Review Form
Employee and manager use the employee’s annual review form to rate and comment on the employee’s demonstration of eight competencies, chosen by the manager.

11. Form Tools
Use View Options to change how you view the form on the page: view the full form or the form one section at a time.
View the form’s audit trail.
Print the form.
Save your work.
Spell Check comments on the form.
Use Form History to find the employee’s Performance Review forms.
Use Legal Scan to check comments on form for potentially inappropriate words.
Review notes and reminders written about the employee.
Use Print Preview to see what the form will look like when printed.

12. Form Sections Information Sections Employee Information Review Dates
Review Sections
Competencies
Summary
Signatures

13. Rating Scale

14. Form Routing Planning Self-Review Manager Review Signatures Manager
Identifies 8 competencies
Sends form to employee
Employee
Adds ratings
Add comments
Sends form to manager
Manager
Adds ratings
Add comments
Sends form to add’l managers for comments
Discuss final form with employee
Sends form to employee
Employee
Electronically signs
Sends form to manager
Manager
Sends form to completed folder

15. Demonstration My Forms Options Navigate the Performance Review
Choose and Rate Competencies
Writing Assistant
Route Map Stages 15 15

16. Common Rating Errors
Watch for these rating errors and learn techniques to avoid them:
What to look for
Tips to correct
Recently Effect
Only remembering things that happened recently and failing to consider everything that that occurred during the review cycle.
Review things like performance notes, comments in goals, 360 feedback, and . Also, consider discussing performance with others who worked closely with the individual
Halo Effect
A rater’s generalized impression of the subject results in a rating bias that carries over from one rating to the next
Ensure that items being rated are easily observed and measured (“either you did it or you didn’t”). Leverage SMART goals and clarify behavioral expectations around competencies during planning conversations.
Easy Rater / Hard Rater (Leniency)
Being too strict or easy in your scoring. You may find you are consistently giving many high or low ratings across the board.
Think about the key differentiators in performance for members of your team and work to reflect that in your reviews. Use concrete examples as you document feedback.
Relying on 1st Impressions
Letting your first impressions of the employee influence your ratings.
Think broadly about the individual’s performance. Look for objective ways to assess performance and seek to quantify wherever possible.
Everyone is OK (Central Tendency)
Rate all employees’ performance using a middle score.
This may be because you find it difficult to differentiate. Review things like performance notes, comments in goals, 360 feedback, and for examples of differentiation of performance. Also, consider discussing performance with others who worked closely with the individual.
Stereotypes
Allowing the employee’s race, gender, profession, experience, accent, etc. to influence your rating for the competency.
Talk to people who know you well about how they perceive your biases then pay special attention to reviews of people who fit that stereotype. Review rating distribution to see if you consistently under or over rate a particular group. If you find yourself saying “of course their ratings are lower that group is just not competent” – speak to a manager or HR professional for assistance in gaining a more objective view.
The Ego-centric Review
Judging employee based on how well he/she is “just like me” and exhibits similar values, interests, or appearances.
Review job requirements and performance against quantifiable results. Broaden the scope of feedback.

17. Manager Dashboards

18. At-a-Glance: Bar & Pie Charts
A Summary dashboard is currently available
Managers can set filters and date options
Detailed reports are behind-the-scenes
Data can be exported to Excel as needed

19. Demonstration Basic Dashboards Filter and Date Options
Details Behind the Graphics 19 19

20. Next Steps
When you receive the Welcome , log in and change your password
Managers, view the Org Chart for accuracy of your team members
Review your profile and add one or two items, such as Business Phone, Formal Education, or Certifications/Licenses
Send message to for any assistance or corrections you may need

21. Thank You for Participating SuccessFactors University Training