Perf Mgmt Training

2009

Tandehill Human Capital, A Human Resources and Pay-for-Performance Consulting Firm

Performance Management Training

Pilot Group- Managers Conducting Reviews

http://www.stateuniversity.com/assets/logo/image/3723/large/Newcomb_Art_Gallery.jpg

http://www.stateuniversity.com/assets/logo/image/3722/large/administration.jpg

2 2Performance Management Training

Objectives for Today

• As a result of today’s session, managers will:– Be aware of the timing and steps associated with the performance

management process and tools;

– Understand that the role of performance management is not to justify an annual pay increase, but to support the employee in their ongoing development efforts;

– Have a better idea of how to manage an effective performance review process.


Tulane Design Process Overview

Identify criteria for cross-functional redesign team.

Gather information from focus groups.

Review best practices and select approaches.

Detail fundamental concept design, including outcomes.

Obtain senior management approval on concepts.

Develop new performance management elements.

Gather employee feedback on the recommendations.

Obtain senior management approval on program.

Develop implementation plans.

Pilot elements as needed and fine-tune.

Conduct formal employee and manager training.

Conduct periodic audit of the effectiveness of the systems.

Modify systems and processes, as needed.

Phase I: Develop Plan andPrioritizeRequirements

Phase II. RedesignPerformanceManagementSystem

Phase III. ImplementNew Systemand MonitorResults

Enhance Management Capability to Create a Results- and Values-based Organization


To increase& sustain

motivation

To provide a basis for

performance related pay

To bring the organization

together

To improveindividual& team

performance

To translate our values into behaviors

To create a performance

culture

To integrate objectives

To attract & retain

skilled staff

To empowerTo empowerpeoplepeople

To tie the term of the reward

to the term of the

accomplishme

nt

To develop skills, competencies &

individual potential

To clarifyaccountabilities

PerformancePerformanceManagementManagement

Building the Right Foundation


Best Practices

Function

Role of Employee

PerformanceFocus

ProcessEmphasis

Ownership

Traditional 1990’s Best Practice

Report card(Retrospective)

Passive

Manage poor performers

“Check the box”compliance-oriented

Human Resources

Barometer of progress (Periodic)

Joint ownership for goal setting/review

Manage the tails of the bell curve

Planning, reviewing and rewarding

Line management and Human Resources

Performance dialogue (Continuous)

Shared accountability for results

Raise performance of the entire organization

Strategic clarity, coaching, learning

Employees, managers and leadership

DesignParameter

• The ideal approach moves beyond the basics of traditional systems in order to deliver the results that the organization needs.


New Form Has Four Sections

• Employee Results

• Tulane University Values

• Employee Growth

• Performance Enhancement Plan


Responsibilities

Manager• Provide employees with clear expectations, consistent measures,

and achievable standards of performance.• Support and provide resources to employees.• Identify performance enhancement areas and provide assistance and

support for improvement.Employee• Discuss concerns and/or questions about any part of their job

description or performance review with manager. • Actively identify and participate in career development and training

opportunities.• Meet expectations and achieve performance standards.

Note: Your input is valuable in assuring a proper determination for each performance area. However, Managers have the ultimate

authority/responsibility for rating the elements of your performance.


The Performance Cycle

Identify key responsibilities/goals

Create personal development plan

Informal follow-ups

Mid-year discussion

Discussion of individual contributions

Review of competencies

Identification of growth areas

Communication of major job/goal changes

Adjustments and mutual feedback on results

1. Planning for

performance

2. Managing & coaching for performance

3. Reviewing performance


Performance Management Timetable

By February 1, 20101 Manager discusses with employee, 2009 Key Responsibilities and results; and assigns Overall Results Rating.2 Manager discusses new competencies with employee, and assigns a Values Rating(s) for 2009.3 Manager discusses the 2009 growth in skills, knowledge and responsibility with employee, and assigns a Growth Rating.4 Manager and employee provide overall comments, sign the form and forward it to WFMO.

By March 1, 20105 Manager reviews current job responsibilities or establishes 2010 goals for employee (optional in 2010).6 Manager and employee create a 2010 Performance Enhancement Plan for the employee.

By August 1, 20107 Manager and employee review progress toward business goals and personal growth.

• Following are the key actions required in the performance management process in 2010, and the required completion dates. We recognize that different areas have different busy periods, and urge you to plan accordingly.


By February 1, 2010

INFORMATION FROM OLD FORM





• Manager reviews 2009 Key Responsibilities from the old form and assigns a preliminary Results Rating.

• Manager discusses ratings with employee and assigns a final Results Rating.

• Employee Results are measured according to the following scale.– B= results for the past 12 months were below

expectations for the job.– P= results for the past 12 months partially

met the expectations for the job.– M= results for the past 12 months fully met

expectations for the job.– E= results for the past 12 months exceeded

expectations for the job.

1. Planning for

performance




• The manager rates each value according to the 5-level scale provided.

• If the rating is at Level 1 or Level 5, the manager should provide an example of how the employee exhibited the value in the performance of their job responsibilities.

• Manager and employee discuss the new values/competencies and the manager’s ratings, and fine tune the ratings/examples (if necessary).

4

3

5 I check in on the employee about twice a year and each time I do I am amazed to see the improvements in efficiencies.

By February 1, 20101. Planning

for performance




• The manager identifies how skills and knowledge have grown/improved over the past 365 days.

• The manager lists any new responsibilities that the employee has taken on in 2009.

• The manager selects a Growth Rating that is reflective of the two growth sections.

• Manager and employee discuss the new values/competencies and the manager’s ratings, and fine tune the ratings/examples (if necessary).

By February 1, 20101. Planning

for performance




Performance Planning for 2010


• Manager reviews current job responsibilities with employee, or establishes 2010 goals.

Director, Contracting This position is responsible for the Contracts Management function at DHS. Reports to the ???. Works closely with other Directors as required. Duties include 1) review, negotiation, and administration of prime contracts, subcontracts, and contract modifications, 2) organization and management of contract/subcontract administration activities, 3) frequent interaction with government contracting and audit officials, 4) oversight of contract task and funding activities, and 5) providing expertise and assistance to management in the review of leases and other corporate commercial contracts. Responsibilities include:

Organize and manage prime contract and subcontract administration activities. Management and administration of contracts to ensure compliance with all

contractual terms and conditions; identify potential issues in contracts/leases; provides initial review for issues or concerns such as confidentiality; copyright; intellectual property rights.

Prepare, review, and/or negotiate government contracts, subcontracts, and cost proposals.

Monitor the processing of contract tasking and funding from start to completion, work with funding offices/sponsors and DHS administrative and management staff.

Resolve contracting issues by interacting with government contracting and audit officials.

Organize contract/task setup in management and financial systems to assure compliance with contract terms and accurate reporting and billing.

Negotiate and provide recordkeeping responsibilities for corporate non-disclosure and licensing agreements.

Providing assistance to responsible management in the review and negotiation of commercial contracts, leases, and other legal documents; identifies non-routine items; issues with term clauses.

Identification and notification to affected management of arising contractual and/or legal issues.

Job Requirements

Bachelors/Advanced degree (MBA or equivalent preferred) in related field or equivalent, and ten (10) or more year's progressively responsible experience in government contracting.

Additional training in contract law and a history of working with commercial contracts, leases, and similar contracts.

Detailed knowledge of federal government contract types, the government funding/contracting process, the Cost Accounting Standards (CAS) and the Federal Acquisition Regulations (FAR) and agency supplements.

Fundamental understanding of finance and accounting including government contract accounting.

By March 1, 20101. Planning

for performance




By March 1, 2010 • Enhancement Areas. Manager lists

those areas in which the employee may benefit from further enhancement.

• Enhancement Goals. Manager establishes goals corresponding to the above needs. Goals represent the desired ends, not the means to achieve such ends.

• Employee’s Action Plan. Employee lists developmental activities that he/she will undertake in order to promote each goal’s attainment. Consider education, special projects, assignments, relationships, etc.

• Manager’s Action Plan. Manager lists the steps he/she will take to assist the employee in the achievement of goals.

1. Planning for

performance




Types of Development Activities• Readings

• On-the-job-assignment(provides valuable hands-on experience)

• Web-based learning tools

• Mentoring

• Courses & workshops

• Conferences

1. Planning for

performance




By August 1, 2010

• Review the employee’s year-to-date performance of job responsibilities or annual goals.

• Reflect on the employee’s behaviors over the first six months and how they reflect Tulane Values.

• Examine progress on the Performance Enhancement Plan and any knowledge, skills and responsibilities that the employee has acquired.

• Sit down with employee in a formal mid-year progress review session.

1. Planning for

performance




Performance Management Timetable II

By February 1, 20118 Manager and employee discuss 2010 Key Responsibilities/Goals and results; and manager assigns Overall Results Rating.9 Manager and employee discuss competencies, and manager assigns a Values Rating(s) for 2010.10 Manager and employee discuss the 2010 growth in skills, knowledge and responsibility, and manager assigns a Growth Rating.11 Manager and employee review the Performance Enhancement Plan and the results achieved.

By March 1, 201112 Manager establishes 2011 goals for employee.13 Manager and employee create a 2011 Performance Enhancement Plan for the employee.

• Following are the key actions required in the performance management process in 2011, and the required completion dates. We recognize that different areas have different busy periods, and urge you to plan accordingly.

Perf Mgmt Training

Business

Transcript of Perf Mgmt Training