1. Performance Evaluation Project: Towards an Early Adopter Solution
Human Resources
Performance Evaluation Project:
Towards an Early Adopter Solution
Neil Barker
Human Resources Director
Neil reiterate the what and the why via executive summary: They have already seen and heard about this project.
UCAR Management Forum
March 19, 2018

2. Where we stand Planning
Project Team & Stakeholders engaged for 180+ staff Early Adopter Implementation in April 2018
Scoped 6 components to future state design
6. Feedback on Performance
5. Performance-based Compensation
4. Rating Scale / System
3. Career Development
2. Competencies
1. Goal Setting
Process for defining, revisiting, and iterating upon observable and measurable outcomes
The combination of observable and measurable knowledge, skills, abilities and attributes
Lifelong process of managing learning, work, and transitions
Linkages of performance to pay
Encouraging constructive dialogue incorporating all elements of an employee’s performance
Objective assessment of employee performance using defined criteria

3. Where we stand Redesign
Gathered input on current state and desired future state from staff (summary)
Assessed leading practices relevant to UCAR
Defined philosophy, initiated solution design (currently underway)
In-person meetings with stakeholders & early adopters
22 meetings
223 attendees
Review of existing documentation across UCAR
Procedure
Forms
All-Staff survey, with quantitative & qualitative (free form) elements
362 responses

4. Where we stand Implementation
Early Adopter Implementation in April 2018 to include
Training
Resources for employees & supervisors, for each of the components and the overall process
Templates
Definitions & Workflows
FAQ
Website
Feedback channel for us to improve upon future iterations (JIRA Help Desk)
Form
Planning for future implementations, to bring all of UCAR onto new Performance Evaluation system

5. Solution Considerations1
Develop People
Individual development
Coaching and mentoring
Retention of top performers
Leadership development
Succession planning 2
Reward Equitably
Pay for contribution
Promotion and advancement
Total rewards 3
Drive Organizational Performance
Goal Alignment
Strategic Communications
Culture development 4
Change Management
Phase 1 - develop consistency and best practice
Phase 2 – review more radical approaches

6. Our Future Performance Evaluation Philosophy
Fostering excellence, innovation and professional growth
Accountability for managing performance
Transparency of and in communication
Consistency and objectivity
Linking performance to compensation
Differentiation of what is accomplished and how
Creating a positive system to achieve partnership
What do we want to preserve out of the current?
What do we want to do in the future?

7. Professional Development
Solution
Framework
Compensation
Feedback
Goals
Professional Development
Competencies
Ratings

8. Goal Setting
Definition - Link individual to strategic goals, a link to the employee’s PD & projects. 3-5 SMART goals are recommended. Team/Individual Goals.
Workflow - Process of goal setting is collaborative, with regular check-ins and the ability to update the goals. Employee completes a narrative self evaluation.
Feedback – employee and supervisor agree on a feedback network. Feedback is anonymous and managed appropriately. This will be a topic of the training.
Each goal is rated by the supervisor taking into account the overall feedback.

9. Competencies
Definition – The combination of observable and measurable knowledge, skills, abilities and attributes. One size does not fit all.
Core Competencies – apply to all, e.g, Functional Knowledge and Skills, Championing an Inclusive & Diverse Environment, Embracing Change & Striving for Improvement, Demonstrating Initiative, Communication & Teamwork and Collaboration.
Menu of other competencies role based - all employees
Specific competencies for Supervisors
Specific competencies for Directors

10. Competencies
2. Workflow - Process of competency setting is collaborative, with regular check-ins and the ability to update the competencies. Employee completes a narrative self evaluation
3. Network-Based Feedback - employee and supervisor agree a feedback group. Feedback is anonymous and managed appropriately
4. Each competency is rated by the supervisor taking into account the overall feedback

11. Professional Development
Definition - the lifelong process of managing learning, work, leisure, and transitions in order to move toward a personally determined and evolving preferred future.
Focus upon:
Acknowledging accomplishments
Highlighting key strengths
Setting Professional Development Goals
Workflow - employee and supervisor collaborate on developing professional development planning above.
Feedback – Supervisor seeks feedback as input to the process.
Rating – This process is NOT rated.
Resources – Links to resources are provided, SkillsSoft training, Employer’s Council, Supervisor training, Mentoring

12. Ratings
Definition - Based upon the input phase, the need to move from a binary scale and external research(Gartner) the 5 point scale is recommended.
Workflow
Supervisor rates each goal and competency at the end of the performance year (July) based on their assessment of performance, taking into account the overall feedback received.
Supervisor also determines an overall rating.
Appropriate calibration take place
Feedback – Supervisor provides feedback on the employee rating

13. 5-Point Rating scale
Research and feedback headings and descriptions very important. Use of descriptors rather than numbers preferred. See separate document for complete example
Rating
Definition
Application Guidance
Extraordinary Performance
Strong Performance
Fully Successful Performance
Developing or not fully meeting expectations
Performance not meeting expectations

14. Rating Definition Example
Performance Rating
Definition
Application Guidance
Extraordinary
performance
General: Requirements and expectations are consistently far surpassed
For Goals: Contributions have a consistently significant positive impact and value to the department and/or the organization. May be unique, often one-time achievements that measurably improve progress towards organizational goals. Work product delivers exceptionally high levels of outcomes. Easily recognized as a top performer compared to peers.
For Competencies Can apply competency regularly and independently and display this competency to consistently extraordinary standards in complex, varied situations. Demonstrates extraordinary high level of self direction, initiative and collaboration. Role model and subject matter expert for this competency. Viewed as a resource for providing training, guidance, mentoring and support to others. Demonstrates broad and deep understanding and skills, with substantial expertise and experience. Constantly reaching out to maintain and develop best practice.
Reserved for work that is truly extraordinary across the board. It could involve unique, one-time initiatives that required the mastery of different skills and a significant time commitment to skill building and completion of a project or event. This rating also indicates work that had a far-reaching impact in moving the department ahead on a significant goal.
All employees should have opportunity to achieve this level of performance irrespective of position.

15. Compensation and Budget Pools
Separate salary budget pool for market and merit
Caution for early adopters vs all other staff
Rating system will be different
Ensure equity on salary increase method
When all employees are on one system
- A stronger link to rating and salary increase

16. Feedback
Definition - Encouraging constructive dialogue, incorporating all elements of an employee’s performance
Provided on the following areas of performance:
Goals & accomplishments
Competencies
Rating
Development activities
A mix of verbal and written feedback is provided informally (ongoing) and formally (quarterly)
Input is solicited from an agreed-upon pool of parties (collaborators, peers, external, internal etc.) in a structured manner and kept anonymous

17. Feedback Definition (continued)
For managers, input is solicited from direct reports, and others in the reporting chain.
Employees have the opportunity to respond to (but not overwrite) feedback.
A calibration effort exists: for formal written evaluations, the supervisor’s supervisor reviews the employee’s evaluation.
The input solicited and obtained from third parties will be kept anonymous.

18. Summary
Start assessing contribution:

19. Set Forward-looking Goals & Competencies
Phase 1: EARLY ADOPTERS (EA) Performance Evaluation High Level Timeline & Process
Attend Training and Establish Goals, Competencies and Career Development Activities
Prepare & Conduct
Formal Evaluation
Rollout of EA toolkit
March
July
April
May
June
Informal Check-in, Gathering Supervisor Feedback, Employee Self-Evaluation
Set Forward-looking Goals & Competencies

20. PHASE 2: Performance Evaluation High Level Timeline & Process
Start Cycle
July
Finish Cycle
Quarterly Informal
Check-in
Establish
Formal Evaluation
Perform & Iterate, Informally Evaluate
Supervisor & Employee set
Goals
Competencies
Career Development activities
Review performance, feedback and update:
Goals
Competencies
Career Development Activities
Develop a written narrative summary
Employee self-evaluate
Goals
Competencies
Career Development Plan
Supervisor rate and provide formal feedback on
Documented in Form
Documented in Form
Compensation

21. Next steps Early Adopter Implementation Future Implementations
Communications to early adopters
Final tweaks to initial solution design
Training for early adopters
Implementation to early adopters
Future Implementations
Study of early adopter results
Plan for larger-scale implementation
Engage stakeholders for larger-scale implementation
Iterate upon solution design for larger-scale implementation