1. LEAD@UVA OVERVIEW May 26, 2010

2. LEAD@UVa Overview Automate the performance management and compensation processes Integrate employee data between Jobs@ (position information) and the Integrated System (employee information) with performance and compensation JOBS@UVa LEAD@UVa Integrated System 2

3. Capabilities - LEAD@UVa Workflow approach (Steps outlined through the process) 3 Dashboard reports Single Sign on through Netbadge Streamline the performance evaluation process

4. Capabilities, Cont. 4 Set goals, competencies, development plan, personal goals Real-time reporting for organizations and managers (step reports) Interface of ratings data with the Integrated System Integrated ratings information for compensation purposes

5. Understanding Your PM Form 5

6. Understanding Your Dashboard 6

7. Employee Development 7 7 Career Development Emphasis on development of employee capabilities Designed around flexible career paths Performance Planning & Evaluation Focused on performance goals, competencies, and career development Compensation Based on relevant market ranges Increases within ranges based on employee performance and development CompensationPerformance Career Development

8. SMART Goals Specific: What, Why, How Measurable: How many, What degree – tangible evidence of accomplishment –Examples: complete/incomplete, operational/semi-operational, increase/decrease, create/delete Achievable: – Set it such that you know you can do it…. Then… Stretch! Results: Results focused -Measure the outcomes, not the activities Time-Bound: Linked to timeframe that creates reasonable sense of urgency 8

9. Why do SMART goals? Resume builder Communication device Clarity on job duties and activities Strategy planning Opportunities for optimization Opportunities for resource utilization 9

10. Examples By Oct 30, 2009 - Implement a fully operational issues tracking system to track my tasks and record progress in resolving issues for the dept By December 1, 2009 - Decrease the number of daily open items on my outstanding to do list from 90% to 50% by closing out at least 2 items every day and using a tracking tool to record my progress. By Jan 19, 2010 – Produce 3 reports weekly for my supervisor showing outstanding issues, closed issues and open issues, by taking information from the tracking system and house it on a web accessible area. By April 20, 2010 – Decrease the number of calls to my office by implementing a collaborative area solution where all my clients can send a request for service via a web form, and I can put information online for them to use as a self-service model for systems problems and resolutions. By Oct 2010 - Complete two (2) LSP-Pro courses to demonstrate I have current knowledge of IT processes at UVa. 10

11. The SMART Goal Wizard 1.Click on the SMART Wizard link 2.Select an item from the drop down for each component 3.Click “Create S.M.A.R.T. Goal” button 4.Note that the Description is pre- populated 5.Click “Finish” to finish adding the goal 11

12. 1.Click on the SMART Wizard link 2.Select an item from the drop down for each component 3.Click “Create S.M.A.R.T. Goal” button 4.Note that the Description is pre-populated 5.Click “Finish” to finish adding the goal 12

13. The SMART Goal Wizard Make changes as necessary to “fill out” the details. 13

14. About Goals… Align Align Align! Know your departments goals and objectives Discuss with your supervisor where you and your goals fit in…. 14

15. Competency vs SMART Goal 15 What are Competencies? –Observable behaviors describe how you perform your job –Frequently grouped together to describe job success these groups are called competency models Why are Competencies Important? –Competencies describe the behaviors an employee must have in order to be successful at the University There are 30 Competencies in the UVa model

16. Example Competency 16

17. Calibration During the performance process, all ratings for employees in an organization are reviewed by designated reviewers. During the review process, a calibration session is recommended. Outcome of the Calibration process: Catches the “easy graders” and “tough graders” and helps them rate their employees more realistically. Challenges managers who are not dealing with problem performers to provide honest feedback and a plan of action. Identifies top performers so that the organization’s talent can be managed more proactively. 17

18. Helpful Reports in LEAD@UVa Where’s my form? 18

19. Where’s my old evaluation? 19 Helpful Reports in LEAD@UVa

20. How is my team doing? 20 Helpful Reports in LEAD@UVa

21. Enhancements Email Notifications Cascading goals Custom Reports 21