System office performance management
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System Office Performance Management. November 2013. System Office Performance Management Agenda. Performance Management: What are the key elements? How can it benefit our staff? Why is it important? Goal Setting Performance Reviews What’s next?. What do you hope to learn today?.

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System office performance management

System Office Performance Management

November 2013


System office performance management

System Office Performance Management

Agenda

  • Performance Management:

    • What are the key elements?

    • How can it benefit our staff?

    • Why is it important?

  • Goal Setting

  • Performance Reviews

  • What’s next?


What do you hope to learn today

What do you hope to learn today?


System office performance management

USNH Talent Management

  • Performance management is one component of the overall USNH Talent Management philosophy.

Performance Management Process


System office performance management

USNH Performance Management Process

Coaching, Feedback,

Recognition

  • Budget Process


System office performance management

USNH Performance Management Needs

  • Satisfy Total Rewards Objectives (February 2012 report)

    • Develop a ‘performance–based culture’

    • Implement rewards consistent with mission, vision and values

    • Employees and managers have shared responsibility to achieve goals

  • Establish a formal process for monitoring employee progress, providing constructive feedback, and evaluating performance

  • Align employee performance and goals with USNH strategic goals and objectives and campus goals

  • Provide appropriate and effective employee development


System office performance management

USNH Performance Management Process

  • A comprehensive process maximizing engagement, development, and performance of all staff 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, development, recognition, and rewards

    • Focus on ensuring flexibility, efficiency, transparency and customer service

    • = Building a culture of performance


Usnh guiding principles of performance management

USNH Guiding Principles of Performance Management


System office performance management

USNH Guiding Principles of Performance Management

1

Performance management is an ongoing process of setting expectations, executing plans and evaluating results.

2

Expectations should be explicit and mutually understood.

3

Engagement is increased when people are involved in planning the work.

4

How work gets accomplished is as important as what gets accomplished.

5

Regular, honest feedback increases understanding and positive performance.


System office performance management

Performance Management - Roles

Managers

  • Plan and manage staff performance

  • Communicate division and department goals to staff. Guide staff expectations to align with broader organizational goals

  • Foster a work environment that encourages active staff participation

  • Provide regular, clear, constructive feedback

  • Monitor performance throughout the year to support the formal evaluation

  • Devote the time and effort needed to plan and evaluate performance, and support staff

  • Help guide and coach staff in their professional development

Employees

  • Understand how their performance expectations align with division and department goals, and participate actively in setting expectations

  • Be open to feedback and take it to heart to improve performance and/or remain on track

  • Monitor their own performance compared to expectations. Seek advice and guidance as needed from their supervisor

  • Complete a Self Assessment and participate actively in the performance evaluation

  • Be open and honest about professional growth and development plans and interests


System office performance management

Performance Management - Feedback

  • Feedback is an essential component of a performance culture

    • Most beneficial if on-going

    • Intended to support staff performance and development

    • Applies to both positive and constructive situations

    • On-going feedback ensures no surprises

  • Framework assists in preparing to deliver feedback effectively


System office performance management

  • Goal Setting

USNH Performance Management Process

  • Drives ongoing need to support campuses and ensure highest levels of customer service, efficiencies, “value added”;

  • Provides clarity and structure on individual, team and department priorities and effectiveness;

  • Fosters ongoing communication between manager and employee;

  • Encourages performance improvements and strategies, and

  • Follows S.M.A.R.T. method


System office performance management

  • Goal Setting

USNH Performance Management Process

Specific: Goal objectives should address the five “Ws:” who, what, when, where, and why. Make sure the goal specifies what needs to be done with a timeframe for completion. Use action verbs such as create, design, develop, implement, produce, etc.

Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes — not activities.


System office performance management

  • Goal Setting

USNH Performance Management Process

Achievable: Goal objectives should be within the staff member’s

control and influence; a goal may be a stretch but still feasible. Is the

goal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal.

Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member’s key accountabilities or link with departmental goals that align with the institutional agenda. Time-bound: Goal objectives should identify a definite target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporate specific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects).


Goal develop a guide for supervisors

Goal:Develop a guide for supervisors

Is this a SMART goal?

No!


Making the goal smart

Making the goal SMART

GOAL: Develop a performance management guide for System Office supervisors beginning in January and finishing by the end of June, 2014

  • Specific? Performance management guide for System supervisors

  • Measurable? A document will be created

  • Achievable? Six months to finish it

  • Time-bound? January -June 2014


System office performance management

  • Performance Review

USNH Performance Management Process

  • Key elements of performance review:

    • Engaged and planned conversation

    • Part I - Job success factors

      • key responsibilities

      • Core competencies

    • Part II - Evaluation period goals

    • Overall rating (Based on Parts I & II)

    • Signatures

    • Part III Next Evaluation Period

      • Goals for upcoming CY

      • Development plans


System office performance management

  • Performance Review

USNH Performance Management Process

Consistently Exceeds

Frequently Exceeds

Core Standard for USNH staff; represents a competent, successfuland engaged contributor to USNH

Fully Meets

Partially Meets

Does Not Meet


System office performance management

USNH Performance Management Process - Ratings


System office performance management

Performance Management Timeline (CY Basis)

Switch made to calendar year for performance management

  • Formally begins in CY 2014

  • 2013 considered a hybrid year

  • Allows for cascading of goals and goal setting (Fall): USNH, Campus, Department, Employee

  • Allows for review to be completed following financial results (R+30)

  • Allows for selection of system and implementation of functionality to support on-line reviews


System office performance management

USNH Performance Management – HR ‘s Next Steps

  • Complete the build-out of USNH System HR Office website for performance management materials

  • Provide training to supervisors

  • Provide training to staff

  • Develop related sessions for supervisors, such as:

    • Coaching

    • Difficult conversations

    • Goal setting


Questions

QUESTIONS??


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