Human Resources Administration Division. The Value of Performance Management Georgia Financial Management Conference October 2016

Size: px
Start display at page:

Download "Human Resources Administration Division. The Value of Performance Management Georgia Financial Management Conference October 2016"

Transcription

1 Human Resources Administration Division The Value of Performance Management Georgia Financial Management Conference October 2016

2 FY2016 General Turnover 21.00% 20.00% 19.40% 19.97% 19.00% 18.00% 17.88% 18.37% 17.00% 16.43% 16.00% 15.00% 15.60% FY11 FY12 FY13 FY14 FY15 FY16

3 FY2016 Employment Separations % 7, % 12.93% 1,875 1, % 96 Voluntary Retirements Involuntary Other

4 FY2016 Voluntary Separations by Generation HIRES SEPARATIONS Baby Boomers Generation X Millennials 12.68% Baby Boomers Veterans 12.83% Generation X Millennials 55.11% 32.07% 53.30% 33.58% 0.29%

5 FY2016 Voluntary Separations by Tenure % % 15.19% % % % % <

6 Retirement Eligibility 20.00% 18.00% 16.00% 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% 13.51% 9.91% 7.62% 5.33% 3.82% 2.98% 6,294 8,156 11,189 Now w/in 2 Yrs w/in 5 Years Staff Mgrs

7 FY2016 Hiring Activity ,245 9,386 10, ,568 1,636 1,973 1, Hires Rehires Transfers

8 Connecting Performance Management To Retention

9 First Things First Is Performance Management required? Why do it? 1) State s top challenge is retention 2) Building a bench for future workforce 3) Manager Duty 4) Builds a relationship 5) Address barriers 6) Assess training needs of your team 7) Remain updated on team s work

10 What s The Problem? Performance Management is not an annual appraisal/review audit of achievements Done only for a pay raise

11 Culture shift ongoing support and development How to Do It Well Agency goals cascaded to task level so employees can see where they fit in Collaborative goal setting using SMART Methodology Specific: What to do, when to do it, etc. Measurable: How much? How many? Deadline? Any quantitative or qualitative observation Attainable Realistic: Expectations should match level of employee experience and within employee s control Time: Completion date Collaborative Development Plan Competencies that need improvement Next career move Frequent touchpoints at least quarterly

12 The E-Performance Document Performance Document - Annual Performance Review Performance Criteria May add other competencies Employee Name, Title Section 1-Core/Individual Competencies Customer Service Teamwork and Cooperation Results Orientation Accountability Judgment and Decisionmaking Talent Management Transformers of Government + Add Core/Individual Competencies Section Weight 25% (not less than 25%) Mandatory Core Competencies ( Soft skills ) for all employees Mandatory Core Competencies ( Soft Skills ) for employees with direct reports

13 The E-Performance Document Performance Document - Annual Performance Review Performance Criteria Employee Name, Title Employer determines weight Section 2-Individual Goals + Add Individual Goals Section Weight % Click Here to Add SMART Goals Aligned with Agency s Vision/Mission

14 The E-Performance Document Performance Document - Annual Performance Review Performance Criteria Employee Name, Title Employer determines weight Section 3 Job Responsibilities + Add Job Responsibilities Section Weight % This Section automatically populates based on Job Code, but employer may edit

15 The E-Performance Document Performance Document - Annual Performance Review Performance Criteria Employee Name, Title Section 4 Individual Development Plan + Add Individual Develop Plan Add learning activities here such as reading, training classes, certification courses, special assignments, mentors/job-sharing opportunities aligned with identified competency gaps in current job or to get employee ready for next promotional opportunity

16 Pulling it All Together Sell your mission Skills-based hiring Onboard to keep Set expectations and development goals Technology in a Support Role Performance and Development documents Faster Process Consolidates records Performance Management system integrated with other HR technology Data insights to improve recruiting, training, awards Improved Retention 2020 Start the Relationship Right Future

17 Key Takeaways Performance Management.. Impacts retention Must be an ongoing Collaborative process That aligns daily work with agency goals Provides employees growth and development support To create a culture of shared responsibility for organizational success and career development And to distinguish and reward performance efforts

18 Questions?