1. Performance Management 2012 Creating and Modifying EWPS in Careers Office of Human Resources UMW: “Putting U First”

2. Before we get started… Introductions Experience/Apprehensions about Process

3. Performance Management

4. Two Components of Fall Review Process: 1.Evaluating Performance for previous cycle 2.Establishing new goals and objective for upcoming cycle on Employee Work Profile (EWP) form in Careers.

5. 2011-2012 Cycle NEW THIS YEAR -- EWPs will be collected at the same time as the Evaluations. The deadline to submit EWPs and Performance Evaluations to the Office of Human Resources is October 12, 2012 A suggested supervisor timeline with all of the necessary forms is available: http://publications.umw.edu/supervisorhandbook/perfor mance-evaluations/evaluating-classified- employees/evaluation-cycle/ http://publications.umw.edu/supervisorhandbook/perfor mance-evaluations/evaluating-classified- employees/evaluation-cycle/

6. Creating an EWP in Careers Before you start, have available: EWP from previous year or EWP from previous employee (if new hire) Evaluation for employee (if part of yearly process) Strategic goals for area and your vision for what needs to be accomplished.

7. Assess Necessary Changes Before you enter into Careers, consider: Organizational Objective & Purpose KSA ’ s and Required Education & Experience Core Responsibilities Special Assignments Performance Factors Employee Development Plan

8. EWP: Performance Management PART II – Work Description & Performance Plan 15. Organizational Objective: Should represent the work unit’s vision of how it supports the agency’s mission, values and goals 16. Purpose of Position: Should describe how this position supports the Organizational Objectives and business needs of the work unit.

9. EWP: Performance Management PART II – Work Description & Performance Plan 17. KSA ’ s and or Competencies Required: 18. Education, Experience, Licensures …. Both need to be checked yearly to reflect the way the position is now, with advances in our workplace.

10. EWP: Performance Management Identify Core Responsibilities 19. Core Responsibilities20. Measures for Core Responsibilities A. B. C. D. E. F.

11. EWP: Performance Management Identify Core Responsibilities PERCENTAGE OF TIME: Make sure is actual (clarifies where focus of work should be) and considers all responsibilities CORE RESPONSIBILITIES: Review responsibilities from the previous cycle Jot down all responsibilities (small, new, expanded) Link employee’s responsibilities to the current needs of the position. Describe the desired outcome or value that the task or duty should produce. Example: Provide advice to managers on financial policies and their implementation so managers receive timely and accurate decisions that reflect financial management best practices. You have to answer the “So what?” question.

12. EWP: Performance Management Measures of Core Responsibilities Measures: Describe how success in core responsibility can be achieved. Should be: Specific Measurable Attainable Relevant Wording: Choose words that note the complexity and accountability expected for this position. DHRM- Helpful Resource: Former Compensation Classes

13. EWP: Identify Special Assignments 21. Special Assignments22. Measures Identify at the beginning of performance cycle; During the cycle, use judgment to determine whether the special assignment is time consuming or significant enough to be documented within the EWP. Review special assignments with employees and agree to the required time and resources and also agree how the assignment will impact regular job responsibilities.

14. EWP: Outlining Performance Measures Describes factors that all expected while performing all core responsibilities Can be evaluated through comments Can be considered when deciding overall rating Add factors specifically relevant to your area and current University values/Mission.

15. EWP: Employee Development Develop Personal Learning Goals with each employee Link development activities to business needs and desired outcomes Encourage learning and personal growth Consider how the employee development could lead to higher level duties for the employee (potential In-Band Adjustment for the employee)

16. Ask yourselves … Does the employee have the resources needed to succeed? – Time –Training –Money Can the supervisor provide the necessary resources? Can the two of you prioritize what goals could be accomplished this year, and which ones next year?

17. Employee Development can happen in a variety of ways- –On-the-job learning- assign the employee on a project that is outside of his/her area of expertise to develop knowledge in that new area (cross-training) –Assign the employee as a task lead for a project so that the employee can develop his/her leadership skills –Help employee take advantage of Employee Development courses offered by UMW Human Resources –Look into courses offered through the State (i.e.. VCU Office of Public Policy) –Certificates and Licenses and course requirements –Educational Aid for college courses

18. Performance Planning Interaction Guidelines OPEN CLOSE Check for Understanding Make Procedural Suggestions KEYS: Esteem Empathy Involvement Share Support

19. Putting it all in Careers 1.Access the right site: https://careers.umw.edu/HR https://careers.umw.edu/HR 2.Follow instructions in booklet. 3.Print document 4.Get appropriate signatures. 5.Return to HR by 10/15/10 deadline * Call HR if you have problems.

20. Thank you, Again!! Your contributions have made a difference