1. Performance Management Process (PMP)
A comprehensive approach to managing effective performance

2. Training Agenda and Objectives
Overview
Goal-Setting
Assessing Performance
Delivering Feedback
Creating an Individual Development Plan
Talent Discussion
Close

3. Effective Performance Management
A comprehensive process maximizing engagement, development, and performance of all employees in the employment lifecycle by:
Proactively focusing on employee development, talent and succession management
Aligning employee work to department goals and objectives (line of sight), defining and communicating performance expectations regularly
Linking performance to compensation, recognition, and rewards
Remaining flexible, efficient, measurable, fair, and transparent

4. Components of Cornell’s PMP
Planning
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Coaching
Coaching
Assessment
On-going feedback
Annual PD
Talent Discussion (Criteria)
Career Development
Create Individual Development Plan (IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
University Mission Unit Values and Goals Department Goals Individual Goals
Coaching
Recognition
Correlate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching

5. PMP Tools: Performance Dialogue (PD)
Individual Goal Alignment worksheet
Individual Development Plan (IDP)
PMP Instruction Sheet
Supervisor requesting feedback
Performance Dialogue Definitions page
Rating Scale and Definitions form
Performance Level Matrix (Skills for Success)
Talent Management Matrix

6. Components of Cornell’s PMP
Planning
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Coaching
Coaching
Assessment
On-going feedback
Annual PD
Talent Discussion (Criteria)
Career Development
Create Individual Development Plan (IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
University Mission Unit Values and Goals Department Goals Individual Goals
Coaching
Recognition
Correlate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching

7. Developing Goals SMART Goal Model Specific Measureable Accountable
Planning
Developing Goals
SMART Goal Model
Specific
Measureable
Accountable
Realistic
Time-bound

8. Planning
Goal Template
FY10 Goal
2.5
One university Performance Management Process (PMP) where all administration staff are using the same processes, tools, and language.
Objective
Finish revisions to the first pilot Performance Management Process (PMP) and roll out the PMP model, performance management tool, and training to a larger campus audience.
Accountable
Kathy Burkgren
Actions/
Tactics
Develop a PMP timeline by Nov 1, 2009 to deliver PM:
Redesign tools and process based on input from pilot groups by
Present and get input at HR Council by
Determine dates HR Directors desire to deliver training to units
For those rolling out the process in spring 2010, train groups by Feb 15
Deliverable
February ‘10: Three units rolling out new PMP are trained in how to use the new forms, align goals, assess performance, give feedback, write IDP’s, and develop an understanding of talent discussions.
December ‘10: Majority of Administrative staff trained

9. Planning
Goal Template
FY10 Goal
Coordination Support for University OD/OE Initiatives
Objective
Enable OD/OE team to deliver services to campus in a timely and seamless manner
Accountable
Administrative Assistant
Actions/
Tactics
Calendars are accurate
Meetings scheduled in a timely manner, within 24 – 48 hours
Demonstration of confidentiality
Staff’s expectations are met in terms of meeting setup and coordination
Maintain office supplies and equipment
Deliverable
Calendars include travel time and are not double booked
Meeting coordination is set up within hours
Confidentiality is never breached
Equipment is in working order (printers/copiers have ink) and supplies are stocked

10. Goal Alignment Activity
Planning
Goal Alignment Activity
Develop one of your own work goals
Make sure it follows the SMART goal model
Tie the goal back to department and unit goals
Share your goal with a partner

11. Components of Cornell’s PMP
Planning
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Coaching
Coaching
Assessment
On-going feedback
Annual PD
Career Development
Create Individual Development Plan (IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
University Mission Unit Values and Goals Department Goals Individual Goals
Coaching
Recognition
Correlate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching

12. Criteria for Performance Ratings
Assessment
Criteria for Performance Ratings 1
Fails to Achieve Expectations
Does not fulfill position requirements. Performance improvement plan must be developed and monitored; or termination must be initiated. 2
Needs Improvement
Fails to meet one or more of the significant position requirements. Requires improvements in areas noted. Performance improvement plan must be developed and monitored. 3
Fully Achieves Expectations
Reliably performs position duties and responsibilities. Fulfills position requirements, established goals and expectations. Solid performance results in valuable contributions to unit goals. 4
Frequently Exceeds Expectations
Performs beyond expectations in a majority of position duties and responsibilities. Proactively meets and predominantly exceeds position expectations – making a significant contribution to the overall achievement of unit/department goals. 5
Consistently Surpasses Expectations
Works consistently at a superior level in most aspects of position; consistently exceed goals and expectations. Makes an exceptional or unique contribution to the unit/department.

13. Assessment
Example
Performance Rating 1 2 3 4 5
Comments: Isabella is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Isabella looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Isabella’s supervisor thinks she has great potential.
Comments:
Isabella is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Isabella looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Isabella’s supervisor thinks she has great potential.

14. Assessment
Example
Performance Rating 1 2 3 4 5
Comments: Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Mark’s performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do.
Comments:
Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Mark’s performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do.

15. Generalizations vs. Behaviors
Assessment
Example
Generalizations vs. Behaviors
Attitude. Jose has a positive attitude. Others really enjoy working with him. He always accepts new assignments –even things that are not included on his job description. He is a real pleasure to have on my team.
Jose always demonstrates a positive attitude – which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project – which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.

16. Assessment Activity Complete your PD:
Rate yourself on all categories of the PD using:
1) Performance Level Matrix
2) Talent Management Matrix
Note at least one thing you want to improve
Assessment

17. Delivering Feedback Conducting a Performance Dialogue Meeting
What’s in it for you?
Modeling
Activity
Assessment

18. Components of Cornell’s PMP
Planning
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Coaching
Coaching
Assessment
On-going feedback
Annual PD
Career Development
Individual Development Plan (IDP)
Rotations, training, internships
Talent Discussions
University Mission Unit Values and Goals Department Goals Individual Goals
Coaching
Recognition
Pay for performance
Utilize low-cost, no-cost ideas
Coaching

19. The Role of Talent Discussions to Recognition and Career Development
Develop staff
Utilize low-cost, no-cost ideas
Recognition

20. Components of Cornell’s PMP
Planning
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Coaching
Coaching
Assessment
On-going feedback
Annual PD
Career Development
Individual Development Plan
Rotations, training, internships, stretch opportunities, committees, etc.
Talent Discussions
University Mission Unit Values and Goals Department Goals Individual Goals
Coaching
Recognition
Correlate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching

21. Career Development and the role of the Individual Development Plan (IDP)
Use your PD to help you determine what to include
in your IDP
When you return from any training, have a conversation with your supervisor about what you learned
Ask your supervisor to help you develop
a way to measure the effects of the training
Career Development

22. Individual Development Plan (IDP) Activity
Complete your own IDP
Career Development

23. Career Development and Recognition
Talent Discussion
What it is?
Why have talent discussions?
Career Development and Recognition

24. Talent Management Matrix
May be new in the job. May be in the wrong job/wrong manager.
Action: Give time for development or needs intervention.
Valued talent, capacity for advancement after further potential has been realized.
Action: Look for opportunities for growth and new experiences.
Capacity for immediate advancement. Potential for senior succession.
Action: Look for opportunities to promote. Give top level assignments. Partner with executives. Reward and recognize.
May be new in job or organization. May have lost pace with the changes in the organization.
Action: Continue orientation.
Give time for development.
Challenge with clear expectations.
Steady and dependable performers, but capable of more. May not understand changes in the organization.
Action: Challenge, allow opportunities for growth and new experiences.
Capacity for immediate, one level advancement. Consider best track – Individual contributor, project manager, or general manager.
Action: Look for opportunities to expand role and challenge, reward and recognize. Engage in decision making.
Has reached job potential and is underperforming.
Action: Manage performance, set clear improvement plan, or exit organization.
Steady and dependable and have reached career potential.
Action: Engage, challenge, focus and motivate.
Excellent performer; has reached career potential.
Action: Engage in training others. Challenge, reward and recognize.
Potential 3
Performance