1. My Performance Journey
FY 19

2. “My Performance Journey” Focuses on:
To assure the engagement of all AUC employees, to learn and grow purposefully; making a difference while taking ownership of their professional journey.
Our Community Vision:
“My Performance Journey” Focuses on:
Creating an efficient performance based community focused on performance and competencies.
Setting a clear, consistent and robust performance objectives to align with the University’s strategic objectives.
Focusing on tools of development of our employees (e.g., Coaching, Mentorship and Leadership Programs).
Holding constructive review sessions to support our employees in meeting their objectives.
Holding formal semi-annual reviews (developmental, not evaluative).
Evaluating employees’ overall performance by year-end.
Ensuring consistency in performance assessment across the University.

3. Individual Development Plan
“Performance Journey” Objective Cycle
Elements of Employee Annual Scorecard:
Individual Development Plan
Department’s Business Performance Goals
Personal Performance Goals
Competencies framework
The Individual Development Plan (IDP) section is open to ensure all employees have an IDP
The most critical development areas shall be added by the employee as Personal Development Objective(s).

4. Scorecard Elements Business Performance Philosophy
Number of objectives
Example of Objective
Dept. Overall Yearly Objective
Departments’ Business Performance Goals will be linked to the University’s Integrated Planning initiatives organized by Office of Strategy Management & Institutional Effectiveness
The Department overall objectives linked to the University overall strategic objectives
Personal
Performance
~6-8
Personal Performance
Goals
Related to the job holder core responsibilities and delivery - They are measures of success in role
Taking initiatives on the job
Launch a new process or initiative in own role that would enhance workflow
Roll out a branding initiative to enhance the brand value of AUC
Improve overall business understanding through getting exposure to cross functional projects
Personal development objectives related to enhancing business functional skills and/or Competencies model behaviors
Competencies Assessment
Instill AUC core competencies
According to a predetermined set.

5. Business Performance A Closer Look!
Improving an individual’s performance within his/her department is a mutual responsibility. The Senior Executive, the Manager and the Employee are all responsible for achieving this objective, and it is important to clearly understand the roles of each.
One of the most important aspects of the leadership’s responsibility is developing and communicating the Strategic Objectives that the employees will aim to help accomplish.
The arrows show to the process of creating a strategic objective (senior leadership), relating that strategic objective to the employee (manager/middle leadership), and finally carrying out personal objectives that contribute to furthering the strategic objective (employee)

6. Personal Performance Setting Objectives
Managers and employees need to collaborate in setting meaningful goals/ objectives tracking progress against those goals throughout the year, and evaluating performance. Connecting employee’s work with University goals is the top driver of accountability.
Procedures:
Employee and Manager meet to discuss department objectives and ensure:
Alignment of objectives with those of peers and the department.
Objectives support the employee’s personal development goals.
Employee submits the agreed objectives (Personal Goals & Personal Development) in the “My Performance Journey” online form based on the discussion with his/her Manager.

7. Setting SMARTER Objectives
Objectives should be AMBITIOUS
Employee should push the bar and make sure objectives reflect business priorities, department overall vision and mission in line with the University Strategic Objective.
Use the SMARTER method when defining objectives: Specific State exactly what shall be accomplished (who, what, where and why). Measurable Define how to demonstrate and evaluate the extent to which the goal was met. Achievable Set objectives that can be realistically achieved. Relevant Define objectives that are relevant for the role and the success of the business. Time bound Objectives should have an end date and be achievable within the specified time frame. Evaluate Evaluate your goals regularly to make sure you are on track to completing them. Readjust Readjust your approach if needed to make sure you are still taking the best way forward.

8. Success Factors™ Quick Guide Adding Objectives
1- Please log onto AUC SSO Service through the following link: , Then choose “Success Factors” from the drop down menu then log in.

9. Success Factors™ Quick Guide Adding Objectives
2- Re-enter your AUC username and password in case you got this confirmation screen

10. Success Factors™ Quick Guide Adding Objectives
3- In the home page of Success Factors system, please use the drop-down menu to select “Objectives”.

11. Success Factors™ Quick Guide Adding Objectives
4- In the Objectives’ page, please make sure you are on the Personal Performance Goals FY 19 tab from the drop-down menu in the upper part of the page.

12. Success Factors™ Quick Guide Adding Objectives
5- At the top of the same page, please choose Add Objective then Create a New Objective.

13. Success Factors™ Quick Guide Adding Objectives
6- Finally, add all the details of your objectives then press Save Changes. 

14. Success Factors™ Quick Guide Important Notes
While adding Personal Performance Goals, Please make sure that :
The sum of weights of your Personal Goals must be 100 (not less or more).
The maximum number of Personal Goals that you add is eight goals.

15. Performance Management System Cycle Timeline for FY19
October/ November
Jan
April/May
Setting Objectives:
Agree on annual objectives and individual development plans
Mid Year Review
Mid-year performance discussion
Conduct mid-year check-in (share feedback, progress on Objectives & individual development plan (IDP)
Realign objectives if necessary)
End of Cycle
Self rating for year-end review
Performance conversation: Discuss self rating with line manager
Manager Rating
Calibration

16. Thank you!