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PERFORMANCE MANAGEMENT
LEAD Valuing Individual Performance (VIP)
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Learning Objectives
Understand the purpose and objectives of the state’s performance management system.
Know how to write SMART Goals. Know the timeline and stages of the
performance management system. Be able to give performance feedback
using the STAR method.
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Purpose
Valuing Individual Performance (VIP), the statewide performance management system is designed to enable employees to develop and enhance individual performance, while contributing to the achievement of organizational mission, goals, and business objectives.
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VIP Objectives
Facilitate effective communication Clarify performance expectations Connect individual work to UNCC mission Ensure employees provide input and
receive performance feedback continually Identify and implement opportunities for
employee development and discussion of career objectives
Provide policy consistency
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Timeline: March 1 – February 28
Performance Review
Preparation
Performance Review
PreparationEmployee Performing
WorkPlan
Preparation
WorkPlan
Preparation
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Interim ReviewInterim Review
Ongoing Feedback
Ongoing Feedback
Within first 30 days in the job
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3 Stages of the VIP Process
Plan
• 3-5 SMART Goals to consistently meet and occasionally exceed the defined job expectations and measurements
Feedback
• Balanced• 2-way• Dynamic
Evaluate
• Quantitative• Qualitative• Documented
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Stage 1
Work Plan
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Work Plan Components in NinerTalent
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Plan: SMART Goals in 3 Areas
1. Performanc
e
2. Behaviors
3. Career Developme
nt
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Progress Notes
Enable you and employees to keep track of ongoing feedback.
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History
Enables you and employees to see who has done what, and when.
3-5 SMART Goals
Specific action and expectation
Measurable result
Agreed-Upon
Relevancy to the organization
Time-bound for completion
S
M
A
R
T
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Preparation for SMART Goal Setting
Who
What
When
When
Where
Why
How
Employee and Manager
Action must be done?
Frequency of measure
Due/Demonstrated
Niner Talent
Does it matters to
UNCC?
Well must it be done?
S
M
A
R
T
S
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Why Relevance Matters
Employees who have a sense of meaningfulness and of progress are: more engaged, perform well, and are more intrinsically motivated.
Hyperlink to TED Talk with Barry Schwartz on Why We Work
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Relevance at UNC Charlotte
UNCC Strategic
Plan
Division
Goals
Dept. Missio
n
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UNC Charlotte Strategic Plan
Institutional Plan
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Guided Practice
Write a SMART Goal using the following: Administrative Support Assistant Class
Spec UNC Charlotte Institutional Plan SMART Goal Setting Worksheet
The duty in question: Answer students questions
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SMART Goal Example
Contribute to “enhancing the quality of campus life and the collegiate experience for students, and helping the university achieve 32.2% enrollment growth by 2018” daily in the following ways:
Demonstrate friendliness by greeting students with a smile and eye contact as soon as they arrive.
Accurately identify/recognize and provide answers to student’s questions/problems.
Provide customer service by effectively communicating standard services, processes, and procedures using prescribed or established guidelines.
When non-standard questions/problems arise, direct students to the appropriate source for problem resolution by seeking information or advice from higher levels. Share as much information with the student as possible to resolve their issue. [For example, make calls or look up information on the web to find the answer; write down the name and number of the person/department that can help, and give it to the student along with a campus map/directions.]
Always ask, “Is there anything else I can assist you with today?”
Performance will be measured by periodic observation.
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Table Group Practice
Scenario: Your ASA says he wants to gain stronger program knowledge because his ultimate career ambition is to be the Dean of Students.
Using the tools below, work together as a table group to write a SMART Goal for developing his program knowledge: ASA Class Spec SMART Goals Setting Worksheet
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Stage 2
Feedback
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Evaluation Components in NinerTalent
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Feedback Myth Buster
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Balanced
S/T – situation or task
A – action taken R – result
S/T – situation or task
A – action taken R - result AA – alternative
action AR – alternative
result
PositiveOpportunity for Improvement
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Guided Practice
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Table Group Practice
STAR: Your ASA recently went above and beyond your expectations to track down the answer to an unusually complicated question for a student. You noticed that he followed up with the student to share the answer later that same day. And, he took the initiative to send an email to the rest of your team to share what he’d learned.
STAR-AR: Your ASA is not consistently meeting your expectations. You have observed on several occasions that he is on his smart phone when students approach him with questions.
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Two-Way
Start Stop Continue Observable
Behavior
Expectations
Competency Motivation
Resources
Systems
ProcessesCulture
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Dynamic
What happens to the Work Plan when team member(s): Are out on FMLA, Leave the department, Funding is cut, or Organizational priorities shift?
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Stage 3
Evaluation
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How Will You Document Performance?
Self-Assessment begins the Performance Evaluation
360° Feedback Observation plan NinerTalent PM Notes Performance measurement
indicators/standards Quantitative (measurable, objective) Qualitative (descriptive, subjective, difficult
to measure)
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What’s Next for UNCC?
PM Cycle may change Rating scale will change New Statewide goals New University goals Individual Goals Interim Review required New Employees evaluated every 90 days
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