1. Performance Management: People, Purpose, Action
Denise Fowler
Organizational Development Manager

2. People, Purpose, Action
At the University of West Georgia, we believe that engaged faculty and staff are critical to creating an environment in which students can succeed, inside the classroom and in life.
That’s why we’re committed to becoming the best place to work, learn, and succeed.
The why

3. People, Purpose, Action
Engage West is a transformative movement that is helping us create an inclusive, collaborative culture in which all contributors understand their roles and responsibilities in moving the university toward its aspirational goal.
We are engaged in growing ourselves to grow others!
We are building an environment where people will know what to do, why they are doing it, and what we intend to accomplish.
People – Purpose – Action
The WHY/WHAT- Refer to handout: Standards of Practice for this slide.

4. Evaluation Structure People Best Place to Work Standards Purpose
Job Performance Standards
Action
Goals
The HOW

5. People, Purpose, Action Best Place to Work Standards
These standards depict how job performance and role engagement are expected to align with UWG’s core values.
Accountability
Communication
Professionalism
Teamwork
Refer to handout for this and subsequent slides re: Evaluation Structure & Definitions: Engage West Leading the Pack- UWG Staff Performance Evaluation Structure (2 sides) Includes Best Place to Work Standards, Job Standards, Goal Setting, and Rating Scale Definitions.

6. Best Place to Work Standards
Standards of Practice
Definitions
UWG Values
Accountability
Understand job roles and accept personal responsibility
Achievement
Integrity
Sustainability
Innovation
Communication
Effectively interact with others and share information
Caring
Collaboration
Inclusiveness
Wisdom
Try to move all standards to one slide if possible

7. Best Place to Work Standards
Standards of Practice
Definitions
UWG Values
Professionalism
Commitment to organizational and individual excellence
Integrity
Wisdom
Caring
Achievement
Innovation
Teamwork
Collaborate and achieve common outcomes
Collaboration
Inclusiveness
Sustainability

8. Best Place to Work Standards
Best Place to Work Standards: Example
Standard of Practice
Definition
UWG Values
Sample Meaning
(These examples provide direction and are not intended to be an exhaustive list.)
Accountability
Understand job roles and accept personal responsibility
Achievement
Integrity
Sustainability
Innovation
Completes job by being a good steward of resources
Do what you say you will do when you say you will do it
Own your own mistakes without shifting blame to others
Pay attention to details and all aspects of a task that must be done
Think about all possible solutions before turning issues over to others
Take responsibility for your own development

9. People, Purpose, Action Job Performance Standards
Knowing what to do and why you are doing it
How are you meeting the expectations of your role?
Quality of Work
Quantity of Work
Job Knowledge
Achievement of Outcomes

10. Job Performance Standards
Area
Description
Quality of Work
Completes work with accuracy.
Completes work with thoroughness.
Completes work in a timely manner.
Maintains the ability to make reasonable decisions.
Quantity of Work
Maintains a high level of productivity aligned to job responsibilities.
Uses work time productively.
Produces satisfactory outcomes during a reasonable amount of time.

11. Job Performance Standards
Area
Description
Job Knowledge
Demonstrates competence with the knowledge, skills and abilities needed to complete job responsibilities.
Possesses an understanding of the job procedures and methods to produce unit outcomes.
Demonstrates the ability to productively work with supervisors, co-workers and students.
Achievement of Outcomes
Demonstrates ability to contribute to the unit outcomes.
Demonstrates actions that support others to achieve unit outcomes.
Engages in the work environment to support continuous improvement.
Engages in non-routine activities to enhance the unit outcomes.

12. People, Purpose, Action Goals
Help us define and identify what we intend to accomplish
Actions that move the university, division, or department goals towards achievement
Assists to ensure good communication between employees and supervisors

13. People, Purpose, Action When establishing goals Remember to be SMART
Specific
Measurable
Attainable
Results-Focused
Time-Based
Developing sound goals is critical to managing performance for you and your supervisor.
Goals should support the organizational goals
S- Specific- simplistically written and clearly define what you are going to do. What, Why and How:
M- Measurable- Begin with the end in mind. How will you measure success at the end? How will you know if the goal has been met? Perhaps set short-term goals within the long-term goal and set dates/timelines along the way.
A- Attainable- Goals should stretch you slightly so you grow and feel challenged but defined well enough that you can achieve them. You must possess the appropriate knowledge, skills and abilities to achieve the goal. Planning your steps wisely and establishing the timeframes up front will allow you think through the goal to ensure that it is attainable when it is set.
R- Results-Focused- Goals should measure outcomes and not activities. What is the reason for the goal? Why is this goal being set and how does it support the department and organization’s goals?
T- Time Based- As mentioned before, goals should be linked to a timeframe that creates a practical sense of urgency. Otherwise, it is unlikely that the goal will be achieved.

14. Is the goal SMART? Goal 1: Improve Service to Students.
Achieve and maintain an average student service rating of at least 4.0 on our annual survey by 11/20/2018.
Show the Goal and have a discussion on if this is a SMART goal or not with group sitting around you.
What would be a better way to write this goal?
Then reveal the SMART goal example.

15. Is the goal SMART? Goal 2: Improve project management skills.
Show the Goal and have a discussion on if this is a SMART goal or not with group sitting around you.
What would be a better way to write this goal?
Then reveal the SMART goal example.

16. Is the goal SMART? Goal 2 (SMART):
Complete the Project Management Essentials training workshop by April 30, 2018.
Report best practices learned to our team by May 30, 2018.
Begin setting action plans with team by June 30, 2018.
Implement best practices from action plan by August 1, 2018.
Show the Goal and have a discussion on if this is a SMART goal or not with group sitting around you.
What would be a better way to write this goal?
Then reveal the SMART goal example.

17. Evaluations 4-6 months after Hire Date:
Completion of the Staff Provisional/Probationary Evaluation
With the exception of certain University Police employees, each new classified employee is required to serve the first six (6) months of employment at the University of West Georgia in a provisional status.
January-February 2018: (Hired Prior to July 1, 2017)
Completion of the Calendar Year 2017 Performance Evaluation
The University of West Georgia supports a consistent, continuous and communicated performance management process. As required by Board of Regents policy, a formal, written performance evaluation is to be completed within the first quarter of the calendar year. The performance evaluation must include an evaluation of the employee's capability, productivity, efficiency, and potential for departmental and institutional development.

18. Annual Evaluation Process Timeline
The timeline below is a suggested timeline. The primary focus will be the final due date of February 23rd. Supervisors may change the dates within the schedule based on various needs of the department.
January 5: Performance Evaluation Program within PeopleAdmin activated
January 19: Supervisors Create Plans for Direct Reports
February 2: Supervisor and Self-Evaluations Complete
February 9: Reviewing Officer Completes Reviews
February 16: Supervisor/Employee Review Meetings Complete
February 23: Employee Acknowledgements Complete

19. Next Steps―Employee Familiarize yourself with your job description
Login to PeopleAdmin
Support is available under PeopleAdmin Training on the Human Resources Website
Discuss/Create goals with your Supervisor
Know who can help:
Supervisor
HR Business Partner/Coordinator
How does this impact you?

20. Review Position Description
How does this impact you?

21. Review Position Description
How does this impact you?

22. Quick tips for Conversing with your Supervisor
Tip 1: Be self-motivated
Tip 2: Bring solutions/ideas to your concerns
Tip 3: Be open to feedback
Tip 4: Ask for help
Tip 5: Communicate often & early
Tip 6: Ask why, seek to understand
Tip 1:     Take meaningful steps to do your job rather than wait for someone to tell you what to do. Look around to see what needs to be done and take action.
Tip 2:     When you bring a problem to your supervisor, also bring possible solution, or ideas that might help to solve the issue.
Tip 3:     Be open to feedback with an improvement mind-set. Listen and ask questions on how you can improve.
Tip 4:     Ask for help when you need it. If there is something you do not know, seek out the answer. Utilize your resources whether that be another seasoned employee, a colleague in another department or DevelopWest
Tip 5:     If you see you will not make a deadline, say so early. If the person you are speaking with cannot help you resolve the issue, is it worth discussing with that person?
Tip 6:     Ask why something is occurring rather than say negative things about the situation or about your supervisor.

23. Performance Ratings Rating scales for each competency/goal:
Significantly Exceeds
Exceeds
Meets
Needs Improvement
Unsatisfactory
Performance improvement plans expected for:
REFER to Evaluation Structure Handout, page 2 (back) flyer. Rating Scale with Definitions:
Meets- This is the goal. This means that all expectations were met and possibly sometimes exceeded. Good solid performance. “You are doing the job and doing it well.”
Significantly Exceeds- “There is no one else like you.” Regularly and consistently and substantially exceed overall expectations. Work with little or no supervision and produce work that is high in quality with an outstanding contribution that deserves special recognition.
Exceeds- Results achieved exceeded most performance expectations but to a lesser degree than ‘Significantly Exceeds’.

24. Significantly Exceeds Expectations
Skill Level
Description
Significantly Exceeds Expectations
At least 97% of the time the skill is evident.
Employee exceeded all performance expectations and was an exceptional contributor to the success of the department and to UWG. Demonstrates role model behaviors.
Exceeds Expectations
At least 85% of the time the skill is evident.
Employee met and exceeded most of the established performance expectations and contributes regularly to departmental goals.
Meets Expectations
At least 70% of the time the skill is evident.
Employee met most of the performance expectations and exhibits solid performance in their job duties.
Needs Improvement
At least 50% of the time the skill is evident.
Employee met some of the performance expectations (approximately 50%) and needs significant improvement in critical areas of expected job results or behavior. Performance Improvement Plan needed in areas of opportunity.
Unsatisfactory
Less than 50% of the time the skill is evident.
Employee met less than 50% of performance expectations. Overall Performance Improvement Plan required.
Discuss each component.

25. Not Applicable (N/A): This field is not relative to position.
Significantly Exceeds Expectations: Work performance that is consistently superior and is seldom equaled in overall contribution. This is reflected by accomplishments well beyond expectations. These conditions exist on a continual rather than occasional basis.
Exceeds Expectations: Work performance exceeds specific job expectations in most areas of responsibility. Accomplishments are above expected levels, and employee sustains uniformly high performance.
Meets Expectations: Work performance that consistently completes job tasks as expected in terms of quality and schedule. Performance can be described as solid and fully competent in all aspects of job content and expectations.
Needs Improvement: Work performance that sometimes fails to meet the standards for the tasks. Performance is below minimum job expectations; improvement is essential.
Unsatisfactory: Work performance fails to meet the standards for the tasks. Improvement is required within a specified period to maintain employment.
Not Applicable (N/A): This field is not relative to position.
Discuss each component.

26. Best Place to Work Standard
Values
Definition
Sample Performance Indicators
Teamwork
Collaboration Caring Wisdom Inclusiveness Sustainability
Collaborate and achieve common outcomes
Seek input from others and value other’s opinions and ideas
Work together and not against each other
Proactively work together within units and across units to achieve common goals
Be open to feedback and input from others
Consider and value perspectives different from your own
Display a positive and empathetic attitude toward others
Work together in a supportive manner by being dependable, trustworthy, & flexible
Discuss what each rating would look like using this standard, if time permits.
Teamwork is one of our Best Place to Work Standards. Without teamwork, we will not survive as an institution. It takes all of us doing our part to be successful as a whole. This supports the following values: Collaboration/Caring Wisdom/Inclusiveness and Sustainability. Collaboration is the key with this standard. What does that look like? It is expected (meets) but what does it look like to exceed? How about to significantly exceed?

27. The last step in the evaluation process is to acknowledge the evaluation.
Log in to PeopleAdmin Performance Module and access the University of West Georgia Employee Portal.
Within Your Action Items, click on the link to Acknowledge Supervisor Evaluation
After you have met with your supervisor and discussed your performance evaluation, the final step in the process is to acknowledge the discussion and delivery of the evaluation, which closes out the process for CY 2017.

28. Acknowledge Supervisor Evaluation
The screen shots we will review, will demonstrate to you how this step is completed.
To recap: This step takes place AFTER the supervisor has delivered the performance evaluation to you as an employee. You’ll receive an letting you know that it is now time to complete the acknowledgement.
This acknowledgement provides completion of the evaluation process and shows that the evaluation as discussed and presented to you by the supervisor.
You’ll also be acknowledging The Board of Regents Conflict of Interest Policy.
“NOTE” Pay attention to the area in blue at the top of the screen. (show next slide, which shows the screen shot of the verbiage around the conflict of interest policy)

29. Acknowledge Supervisor Evaluation & Conflict of Interest Policy
How does this impact you?

30. Acknowledge Supervisor Evaluation & Conflict of Interest Policy
In addition to acknowledging the annual evaluation, the employee will be asked to acknowledge UWG Procedure – Employee Conflicts of Commitment and of Interest. The UWG Procedure and Section of the Board of Regents Policy Manual states:
“An employee shall make every reasonable effort to avoid even the appearance of a conflict of interest. An appearance of conflict exists when a reasonable person will conclude from the circumstances that the employee’s ability to protect the public interest, or perform public duties, is compromised by personal interest. An appearance of conflict can exist even in the absence of a legal conflict of interest.” The associated policy and procedure can be found on UWG Policy Index webpage along with the associated disclosure form that should be completed if an employee perceives that a conflict may exist. The direct supervisor has primary responsibility for collection of conflict of interest information and approval.
How does this impact you?

31. Complete Acknowledgement of Evaluation & Policy
Finally, to complete the step, you’ll have an opportunity to enter comments and then click ‘acknowledge’. You’ll see these fields as you scroll down to the end of the evaluation document online.

32. Policy on Appeal Employee evaluations can not be appealed
“[The]Staff Grievance Procedure may not be used to bring a grievance about: performance evaluations…”
SOURCE: University of West Georgia “Employee Handbook: Staff Grievance and Appeals Policy and Procedures.” Retrieved January 12, tp://
As a reminder, the final employee acknowledgment is the opportunity to express any final comments and opinions for the official record.

33. Questions?