1. Performance Management
Planning and Evaluations

2. What Is Performance Management?
A collaborative process involving the supervisor and employee to ensure that employee performance is identified, selected, developed and rewarded.
Performance Management provides a framework for employees to participate in establishing their own performance goals and objectives, and to be full participants in reviewing their individual progress toward those goals. It provides the supervisor with an opportunity to include the employee in the planning process, as well as setting the parameters for review of progress, annual appraisals and appropriate performance salary adjustments.

3. Performance Goals Are not run of the mill daily chores
Must be important enough to stimulate extra effort
Must be challenging enough to produce results that reflect the effort required to achieve those results.

4. Adams State College Mission Statement
Adams State College dedicates its resources to provide opportunity and access for all students. The College is an innovative leader that recognizes the inherent educational value of diversity. It is a catalyst for the educational, cultural, and economic interests of rural Colorado, the surrounding region, and the global community.

5. Adams State College Vision Statement
We measure our success by the success of our students in achieving their life goals. We are Colorado's most effective state-assisted four-year college. Our efforts provide a high quality educational experience through a supportive and rigorous learning environment. Our programs recognize the value of continual improvement while embracing diversity of culture and ideas that stimulate intellectual growth.

6. Department Mission Statement

7. Key Job Responsibilities
What are the things I am accountable for?
What are the major parts of my job?
Must be challenging enough to produce results that reflect the effort required to achieve those results.

8. Individual Performance Goals
A well-constructed Performance Plan can be the key to job satisfaction and success. It takes commitment to develop a high-quality Performance Plan.
A Performance Plan should make each employee feel like part of a winning team.

9. Identify potential obstacles.
Identify obstacles to goal achievement.
Plan a way to overcome the obstacle.

10. Develop an effective Action Plan
Detail what activity, material, or equipment is needed to achieve the planned objectives.
Designate the people required to carry the plan to success.
Specify when checkpoints need to be met.
Determine alternate courses of action that should be available.

11. Schedule
May 1-10, 2011
Updated Performance PLAN Due in Human Resources for the
April 1, 2011 to March 31, evaluation period.

12. Schedule (cont.) October 1-10, 2011
Midyear Progress REVIEW due in Human Resources
March 31, 2011 – April 10, 2012
Performance EVALUATION Due in Human Resources

13. Vocabulary
Performance Evaluation – Rating of employee, completed at the end of the performance period.
Performance plan – Developed within 30 days of hire or transfer or within 30 days following evaluation.
Performance Improvement Plan – Necessary only for those employees rating a 1 or if performance problems have surfaced.

14. Vocabulary (cont.)
Midyear progress review – Conducted on/about September 30 at the midpoint of the evaluation period.
Interim evaluation – Completed immediately for employees leaving or transferring out of your area.
Core competencies – Knowledge, skills and abilities, behaviors and characteristics required for successful performance of all jobs in Colorado state government, regardless of level, occupation or work unit.

15. Steps Planning – Foundation
Performance management is a tool that helps organizations, as well as individuals, achieve their visions, goals and strategic objectives in the work environment.
The performance plan should include “SMART” goals and expectations, i.e. goals should be Specific, Measurable, Attainable within a set time frame, Results-oriented and Trackable over time.

16. Steps (cont.) Review – Coaching and Feedback
Performance management is an ongoing process, not a one-time event. A successful performance management system encourages open, ongoing communication to build trust and develop a work environment that focuses on continuous improvement and increased productivity.

17. Steps (cont.) Review – Coaching and Feedback
Interim and/or ongoing (midyear) progress reviews shall be provided to the employee by the supervisor no less than once during any rating period. These progress reviews shall include a review of the goals and objectives set forth in the employee’s Performance Plan, and modification of the Performance Plan as needed and appropriate.

18. Steps (cont.) Evaluation – Rating
Employees shall receive a written Performance Evaluation at least annually. The employee’s evaluation shall be based on the employee’s past year’s performance plan.
Performance will be rated based on three levels, with Level 1 indicating needs improvement performance.

19. Preparation
By the Supervisor
By the Employee

20. Discussion
Give and take on both sides
Expectations and feedback

21. Supervisor scores and rates employee
Meets with 2nd level reviewer
Discussion
2nd level reviewer sees and ensures ratings for their division reports are as consistent as possible. (step back look)

22. 2nd meeting between supervisor and employee
As formal or informal as the situation dictates
Score is presented to employee
Both supervisor and employee sign in two places, on the front sheet and at the end of the evaluation on the separate sheet.

23. Information and forms
This is the Forms and Publications page of the Human Resources webpage.

24. Page 1 1. Performance Planning section (Blue) Due May 1-10. 2
Page 1 1. Performance Planning section (Blue) Due May Performance Mid-year progress review (pink) Due October Final Performance evaluation (green) Due April Sections in yellow can be obtained from PDQ>.
This is the document that is the performance plan, midyear progress review and performance evaluation all rolled into one.
The first section is for the performance plan. Once the plan has been developed on the subsequent pages, the employee and supervisor both sign and date this section. The plan has to be submitted to HR within 30 days of a new employee’s hire, a transfer employee’s first day or end of the evaluation period.

25. UNIFORM CORE COMPETENCIES At beginning of evaluation period, determine or choose the core competencies on which the employee will be evaluated. There are five. (Yellow). Discuss and agree on how important the factor is in the employee’s performance and put in the weight . (green) These two columns (weight and factor) will be reviewed and can be amended at the midyear progress review session.
During the first planning session of the year, core competencies should be listed in center section (yellow). There are six Core Competencies, as dictated by the State. Then in each core competency are the behavior indicators (see additional sheet). There can be as many as are relevant. Factor weight goes in left hand column and is a percentage of a total of 100%. (green)
The rating columns (NI, ME, EE) are blank until final evaluation.

26. UNIFORM CORE COMPETENCIES (cont
UNIFORM CORE COMPETENCIES (cont.) At the end of the evaluation period, the supervisor will insert numbers , from 1-3 (can be decimal points, i.e. 1.5) in the right hand columns to rate the performance of the individual employee (pink).
When rating an employee, the supervisor can use any system he is comfortable with, i.e., checkmarks, xx’s, numbers from 0-4.

27. Section VI. Individual Performance Objectives (IPOs)
Section VI. Individual Performance Objectives (IPOs) . These are unique to the employee’s duties and cannot be more than 25% of the weight (may be less).
IPOs. Specific to the employee’s job duties. Can only add up to 25%, no more. Can be less.

28. Key to Rating Levels. Explanation of three rating levels.
Please note the descriptions, because they explain each level.

29. Section VI. Quantification
Section VI. Quantification. Transfer weights from Section IV (Uniform Core Competencies) (blue column) from the previous two pages to this page. Transfer scores from Section IV (pink columns) to these columns (pink).
Weights (in turquoise) must total 100%, including IPOs.

30. Section VI. Quantification (cont
Section VI. Quantification (cont.) Multiply the weight (blue) times the rating (pink) for the score in the far right column (green) . Add all the scores for the total. From the total score, (green column) convert the numeric score to the descriptive rating and mark that level (below Quantification section).
Numbers (magenta) are inserted at the time of evaluation and will quantify the employee’s performance.
Weights times rating number on each core competency equals score.
Total of all the scores is the number used to determine the rating level 1-3.
Place an x beside the overall rating or circle the overall rating.

31. For employees whose rating is “Unsatisfactory Performance” or “Consistently exceeds expectations”, please fill out the justification box following the Key to Rating Levels.
Justification is required for employees who receive a 1 (Needs Improvement) or a 3 (Consistently Exceeds Expectations).

32. To be signed when employee is given final rating, after reviewer has signed.
This page is not used until evaluation cycle is completed. The supervisor should rate the employee, have the next level supervisor review it and then sign it. Then the rated evaluation is given to the employee, discussed and signed by the employee on this page, as well as the front page.

33. Interim Evaluation Only to be completed when an employee leaves your area or the college
Should be discussed with the employee.

34. Performance Improvement Plan To be used when an employee receives a rating of 1 – Needs Improvement.
Can be used at any time, but is required for an employee who receives a Level 1 rating (Needs Improvement).

35. Where to Get More Information
Human Resources – 7990
Books and CDs available for check out
State of Colorado Website -