Supervisors Guide to Performance Management with color charts
Transcript of Supervisors Guide to Performance Management with color charts
Supervisor’s Guide to Performance
Management Table of Contents
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PerformanceReview 3
Planning,Prioritizing,andGoal-Setting 3
Coaching 3
Counseling 3
Reviewing,Planning,andManaging 4
Why Feedback Matters 5
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WLUMission
DepartmentGoalsandObjectives
EmployeeDevelopment
PerformanceReview
JOandPIQ
NCEmployee:Pay-for-Performance 8
8Performance Management and the Performance Review: Differences
Key Aspects of Performance Management 9
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Components of Performance Management
Introduction to Performance Management
Supervisor’sResponsibilities
The Performance Management Cycle
Supervisor’s Responsibilities
PERFORMANCEManagement
Program Supervisor's Guide to Performance Management
Introduction: Performance Management
Greatsupervisorsfocusoncontinuousemployeedevelopmentthoughregularemployeefeedbackandtheestablishmentofperformancegoalsthataremodifiedastheneedarises.PerformancegoalsthataremanagedandalignedwithWLU’smissionsformthefoundationformakingsmartchoicesabouthowtospendtimeandresources.
ThisSupervisor’sGuidetoPerformanceManagementwillallowsupervisorstobetterunderstandWLU’sPerformanceManagementsystems,forms,andtools.Theinformationwillprovidedevelopmentalopportunities,thesupportneededtocommunicateexpectationstoemployees,andthetoolstomeasuretheirachievementsbyutilizingresourcesprovidedwithintheuniversitysystem.
Supervisor’s Responsibilities:
1. Communicatejobduties,expectations,priorities,andhowtheytieinwiththeUniversity’smissionandgoals;
2. Establishandcommunicateindividualperformancestandardstoeachemployee;3. Documenttheemployee’sperformancethroughouttheyear,andprovideongoingfeedback;4. Coachforsuccess!Reinforcepositiveemployeeperformance;5. Providenecessaryresourcesandsupportsotheemployeemaybesuccessful.Createa
supportive,positiveworkenvironment
The Performance Management cycle include the following four components:
• PerformanceReview
• Planning,Prioritizing,andGoal-Setting
• Coaching• Counseling(asneeded)
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1. Performance Reviewisonepartofalarger“peoplemanagement”system.Ithelpstoensurealignmentofindividualgoalsandefforts(seeGoalAlignment)withthedepartmentanduniversitygoalsandmission.Performancereviewsusejobdescriptionsasaguidetodevelopingperformanceexpectations.Theperformancereviewistheformaldocumentationoftheemployee’sperformanceduringthepreviousperiodandtheexpectationsforfutureperformance.Fornon-classifiedemployees,payisbasedupontheperformancereview.
2. Planning, Prioritizing and Goal-SettinghelpsboththesupervisorandtheemployeetoidentifythegoalsandresultinpartneringtomakeasignificantcontributiontoWLU’smission.Goal-settingskillsincludeutilizingthestrategicprocessinhighperformanceoutcomes.Threeofthemostimportantconsiderationsinthisprocessareasfollows:
• TimeFrames• Prioritization
• Alignmentwiththeuniversityanddepartmentalvisionandmission
Considerationoftheseaspectshelpstofosteraresult-orientedworkenvironmentthoughcollaborationontheestablishmentofgoalsinthePerformanceReview.Effectivetimemanagementandwork/lifebalancearepromotedduringthisportionoftheperformancemanagementprocessbyplanningandprioritizingtominimizestressandmaximizeworksatisfaction.
3. Coachinghelpsemployeestoachievetheirhighestpotentialandisconsideredaproactivestepinthemanagerialprocess.Itincreasesthecommunicationbetweenthesupervisorandtheemployee,anditimprovesthelikelihoodoftheemployeemeetingestablishedgoals.Itfocusesononeortwoelementsoftheemployee’sperformanceratherthantheoverallreviewdoneduringthePerformanceReview.
4. Counselingisintendedtoaddressaperformanceproblemandtoaffordthesupervisorandtheemployeetheopportunitytoopenlydiscussexpectations,objectives,andwaystoimproveperformanceareasthatarenotmeetingexpectations.Acounselingsessionisapreliminarycorrectivediscussion.Thefirsttimeanemployeehearsofcounseling/disciplinaryprocedureshouldnotbeatthePerformanceReview.Instead,thesesituationsshouldbeaddressedastheyoccur.
Performance Managementisanongoingprocessbetweenthesupervisorandtheemployeethatoccursthroughouttheyear.Ithelpsthesupervisortoguidetheemployee,realigninggoalsandactivitiesasnecessaryinsupportofaccomplishingdepartmentalanduniversitystrategicobjectives.Itaidsemployeesinunderstandinghowtheirworkcontributestotheoveralldepartment,unit,anduniversity. Finally,itisatoolthatbenefitsboththesupervisorandtheemployeebecauseofitsemphasisonpositivereinforcementofgoodperformance.
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The Performance Management Cycle
Two of the key components of performance management are communication and coaching. It is an opportunity for both the supervisor and employee to maintain an open dialogue so issues can be addressed more quickly than would occur in an annual performance review, and so that supervisors can assist employees by coaching them when they either fail to meet standards or need direction in order to advance their progress in projects and assignments.
What does this look like in real time? Working through the Performance Management cycle involves reviewing, planning, and managing (see the diagram above).
The supervisor and employee should compare the employee’s actual performance to the expected performance. This is the reviewing (see Performance Review) segment of the cycle. Both the supervisor and the employee should offer feedback on the process; the performance management plan is then updated for the following year.
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ThePerformanceManagement
Cycle
PerformanceReview
(Reviewing)
Planning,Prioridzing,andGoal-Seeng
(Planning)
CoachingforSuccess
(Managing)
Counseling(ifneeded)
(Managing)
Intheplanning (seePlanning,Prioritizing,andGoal-Setting)stage,theemployee’sgoalsarelinkedtothe businessplananddepartmentalgoals.Performanceexpectationsareestablished,andacommitmentto theplanismadebythesupervisorandtheemployee.
Overthefollowingyear,itisthesupervisor’sresponsibilitytomanage(seeCoachingforSuccessand Counseling)theplanbytrackingtheemployee’sperformance,providingsupportintheformof coaching,keepingcommunicationopen,andreinforcingtheemployee’sgoalsandobjectives.This ongoingprocessalsoenablesthesupervisorandemployeetorespondtothechangingdemandsofthe departmentanduniversityastheyoccur.
Notethatwithinthisprocess,employeesshouldbetakinganactivepartindiscussionsandestablishinggoals/objectives.
Reviewingtheperformanceallowsthesupervisorandtheemployeetocompareperformanceexpectationsagainstperformanceresults.Thereisanopportunitytoprovideformalfeedbackandforbothofthemtoengageinconstructivedialogue.Movingforward,expectationscanbesetforthecomingyear(occursduringthePerformanceReviewsegmentoftheprocess).
Planningcreatesthefoundationfortheupcomingyear,establishesexpectations,andpromotesmutualcommitment(occursduringthePlanning,Prioritizing,andGoal-Settingsegmentoftheprocess)
Managing,theheartoftheprocess,increasesemployeemotivation,providesanopportunitytoupdateandreviseexpectations,andallowsthesupervisortoactivelycoachtheemployee’sperformance.Ifneeded,italsoprovidestheopportunityforcounselingtheemployee(occursduringtheCounselingsegmentoftheprocess).
Why Feedback Matters
Whilesomesupervisorsmaylookatfeedbackasaonce-ayear,performancereviewfunction,feedbackshouldbeprovidedtoemployeesperiodicallythroughoutthecycle.Supervisorsshoulddocumenttheemployee’sperformance,thefeedbackgiven,andanyresultantchanges.
Inshort,agoodperformancemanagementplanthatiscarriedoutwillallowthesupervisortoengageemployeesintheworkprocess,beresilientandresponsivetochangeswithintheuniversityandtodepartmentalneeds,andpro-activelyhandlenewchallengesinsteadofreactingslowlytothem.
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Components of Performance Management
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WLUMission,Goals,andStrategicPlan
DepartmentGoals
PerformanceReview
JobDescripdons,Dudes,andExpectadons
Pay-for-Performance
(ForNon-ClassifiedEmployeesonly)
WLUMissionWestLibertyUniversity’sprimarymissionistoprovidethe opportunity for a high-quality graduate, undergraduate, and professional education through appropriate formats and venues.
DepartmentGoalsandObjectivesEachdepartmentandunitwiththeuniversityhasgoalsandobjectivesthatsupportWLU’smission.Goalsareconcretestatementsofthemissionandexpressoutcomesingeneralterms;objectivesareclearstatementsofthespecificactivitiesandintendedresultsthatmustoccurinordertoachievethe
goals.
EmployeeDevelopmentThisisaspecificactionplandesignedtoenhancetheemployee’sstrengthsand/orareasinneedofdevelopment.Researchindicatesthatbetterresultsareobtainedbyfocusingonanemployee’sstrengthsratherthanhisorherweaknesses.AlongwithanIndividualDevelopmentPlan,regularcoachingofemployeeswillhelptoensureanoutcomethatisbeneficialbothtotheemployeeandthe
department.
PerformanceReview
ThePerformanceReviewistheformaldocumentationoftheemployee’sperformanceduringthepreviousperiodandtheexpectationsforfutureperformance.Fornon-classifiedemployees,payincreasesarebasedupontheperformancereview.
JDandPIQTherearetwodocumentsthatareusedtodocumentthedutiesandresponsibilitiesofaposition:
1) ThePIQ(PositionInformationQuestionnaire)whichisusedforclassifiedpositionsand;2) TheJD(JobDescription)whichisusedfornon-classifiedandfaculty-equivalent/academic
professionalsBothdocumentsaredesignedtoprovidespecificinformationrelatedtotheduties,responsibilities,and qualificationsofaposition.BothPIQsandJDsareconsideredtobethefoundationofmanyhumanresourcesprogramsandcanbeusedforavarietyofhumanresourcesfunctions,suchas,butnotlimitedtothefollowing:recruitment,determiningtheappropriatesalarygradeand/orsalaryrange, determiningexemptionstatusinaccordancewiththeguidelinessetforthintheFairLaborStandards Act,developingperformancestandards,andformedicalmanagementpurposes.Theyarealsousedby humanresourcesprofessionalstoidentifypositionssubjecttobackgroundchecksordrugtesting,toensurepropercodesareassignedforworkerscompensationpremiums,andforotheradministrativereportingpurposes.For simplicity purposes in this Supervisor's Guide, the term job description will be used to refer to either the PIQ or the job description.
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NC Employee: Pay-for-Performance
may include market considerations and may be divided between the employee's faculty base salary
Performance Management and the Performance Review – What’s the Difference?
One of the first questions supervisors and employees ask is, "What's the difference between a performance management and the performance review?" Simply put, performance management is an ongoing process that occurs throughout the year that involves planning and goal setting, looking forward rather than looking back, wherein a long-term perspective of employee development is emphasized. Since performance management occurs continually, there is an opportunity to adjust goals and objectives as job demands shift and new projects are undertaken.
-Adapted from the Society for Human Resource Management, 2008
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Performance Management
Ongoing
Prospective
Coaching/Goal-Adjustment
Planning/ Goal-Setting
Performance Review
Annual Event
Retrospective
Formal Documentation
KeyAspectsofPerformanceManagement
Expectations,Resources,andAccountability
(ERA)
Expectations:Doestheemployeeknowwhatisexpectedofhimorher?How?
• JobDescription:Isitup-to-date,anddoestheemployeehaveacopyofit?• Performanceexpectations,SMARTgoalsandobjectives• Familiaritywithdepartmentalgoals• Processbeginsatorientation• Day-todayinstructions,communications,andfeedback
Resources:Doestheemployeehavethenecessarytoolsandtraining?
• Properequipment• Adequateworkenvironment• Support• Seminarsorcourses• On-the-jobtraining• Coachingormentoring• Developmentalexperiences.Thesetypesofactivitiescouldinclude(butarenot
limitedto)assistingwithortakingonanewproject,trainingasaback-upforanotherpositionintheunit,leaninganewtrade,software,orprocess,attendingaformalclassortraining/conference/seminar,attainingcertificationinarelateddiscipline,orwriting/reviewingdepartmentalpoliciesandprocedures.
Accountability:Istheemployeeaccountableforexpectations?
Onceemployeesknowwhatisexpectedofthemandhavethetoolsandtrainingtodothejob,itistheresponsibilityofthesupervisortomonitorandmeasureperformance.
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