Performance Appraisal 16/17

Transcription

1 Performance Appraisal 16/17 Employee Training

2 Today s Session In today s session, you will: Receive an overview and timeline of the performance process Understand the process to develop a SMART goal Learn to navigate the Halogen System We will not be discussing: Merit Process Rating Distribution 2

3 Rules of Engagement To ensure open, respectful dialog and maximum participation it is important to set and agree on our Ground Rules. Confidentiality Hear from everyone Listen to understand Keep an Open Mind Cell phone prayers The role of the facilitator Participant role How you benefit

4 The Appraisal Process

5 Timeline for Process The Appraisal Period begins April 1, 2016 and ends March 31, 2017 Goal Setting Training October 13 December 16, 2016 The Performance Appraisal Process opens on March 1, 2017 and closes May 30,

6 Changes to the Process Implementing a more comprehensive training and communication program Mid-year goal setting Managers and staff have a consistent process to write SMART goals Page layout of the appraisal form Added rating of individual goals Refine core competencies definitions to decrease redundancy and confusion More clearly and concisely define rating scale Mid-year goal review

7 Performance Management Model

8 Performance Management Model

9 Principles of Adult Learning 9

10 Making Goals that Matter

11 Job Responsibilities and Goals Job responsibilities are the established, recurring duties and job requirements for your position. Goals are set to describe your top priorities, such as new initiatives and projects for the coming year. Goals may also be related to enhancing your performance in key areas of your job. Common types of goals are to: Increase something (satisfaction, retention, effectiveness, knowledge) Make something (documents, reports, presentations) Improve something (processes, results, relationships, skills) Reduce something (risk, expenses, waste) Save something (time, money, space, energy) 11

12 SMART Goals + Job Responsibilities + Competencies SMART Goals Job Responsibilities Job Responsibilities and SMART Goals are the What you do. Competencies are the How you do it. 12

13 Goal Alignment University of California Mission G O A L S UCOP Mission, Vision and Goals Division Goals Department Goals Individual Goals R E S U L T S 13

14 Build common understanding of what defines success Strategy: Become more customer care focused Team s interpretation Manager s vision Customer care focus: Comfort Team designed new, comfortable waiting area with beverages, etc. Customer care focus: Time and efficiency: What he meant: Design the admin process to run like a hotel-check in SMART goals create clear communication and mutual understanding 14

15 What is a SMART Goal? S Specific M Measurable A Achievable R Relevant T Time-Bound 15

16 What is a SMART Goal? Measurable Achievable Relevant Time-Bound Specific Who is involved? What do I want to accomplish? Clear and unambiguous What will be accomplished? With whom? Express in positive light complete with accuracy vs don t make any mistakes 16

17 What is a SMART Goal? Specific Achievable Relevant Time-Bound Measurable Quality, Quantity, Cost, Trackable progress - Success How will we know when it is accomplished? How will we measure it? Raw data tasks completed or students served Alternatives: percentage, average Measure your output How will we know when it is accomplished? 17

18 What is a SMART Goal? Specific Measurable Relevant Time-Bound Achievable How will you make this goal happen? Challenging within reason Can it be accomplished? Does it provide a challenge? What factors are there that limit your control over the outcome? There are consequences to: Unachievable goals Non challenging goals 18

19 What is a SMART Goal? Specific Worthwhile, fits long term plans Measurable Achievable Relevant How does it support the department/division goals? Does it mean something to the employee? Does it relate to my job? Does it relate to the core competencies? Time-Bound 19

20 What is a SMART Goal? Specific Dates or elapsed time Measurable Achievable Relevant When does it need to be accomplished? What are the checkpoints that help measure progress? Checkpoints Milestones Can be used to adjust process Time-Bound 20

21 The Basic Goal Your manager says: We are spending a lot of time showing people what to do and I want you to work on figuring out a way to get the staff to understand how to use our services better You create the Goal: I am going to create a desk reference to help the staff at UCOP better understand our services. 21

22 Making a Goal SMART Your Goal: I am going to create a desk reference to help the staff at UCOP better understand our services. How is this Specific? I will write a client desk reference of how to access the 30 major services (steps and screenshots) provided by my department How can It be Measured? How can this be Achieved? How is this Relevant? Is this Time-bound? I will measure my progress by detailing 2 processes per week, leaving enough time for review, and uploading to be completed in 6 months. I will list out and group the processes, assign a review lead for each group, set up a step process guide structure, I will create and test the first drafts and have a process lead review each group of steps. Increase my department knowledge and as a result our team can meet its goal of providing consistent high-level customer service. This ties to the competencies of Collaboration, principles of community, innovation. Job mastery, problem solving and client service focus. I will have this created in 6 months 22

23 Understanding a SMART Goal Your Goal: I am going to create a desk reference to help the staff at UCOP better understand our services. SMART GOAL: In order to increase my knowledge of my department s procedures and help spotlight our focus on client service, I will write a client desk reference of how to access the 30 major services provided by my department by detailing two procedures per week (steps and screenshots). I will list out and group the processes, assign a review lead for each group, set up a step process guide structure, I will create and test the first drafts and have a process lead review each group of steps. The desk reference will be completed, reviewed and published on the local intranet in 6 months. 23

24 Is this Goal SMART Title: Manage the execution of the ABC project. Description: Maintain an overall plan for the ABC project that tracks project requirements/inputs, deliverables and milestones. Provide the client with weekly status updates, identifying work completed, plans for the coming week, and any challenges/roadblocks, and attend weekly status meetings. Work with the software development manager and QA manager to review weekly work assignments and ensure timely progress on deliverables. Track the identification and resolution of issues, bugs/errors. Milestones: weekly status updates to client by 4 p.m. each Friday. Due date: Final application files must be delivered to the client by April 30th. 24

25 Is this Goal SMART? How is it Specific? Maintain an overall plan for the ABC project that tracks project requirements/inputs, deliverables and milestones. Track the identification and resolution of issues, bugs/errors. How can it be Measured? weekly status updates to client by 4 p.m. each Friday. Provide the client with weekly status updates, identifying work completed, plans for the coming week, and any challenges/roadblocks, and attend weekly status meetings. Track the identification and resolution of issues, bugs/errors. How can it be Achieved? How is it Relevant? How is it Timebound? Work with the software development manager and QA manager to review weekly work assignments and ensure timely progress on deliverables. You are the project Manager of the ABC project Final application files must be delivered to the client by April 30th. 25

26 Create a SMART Goal 1. Write out your Goals 2. Answer the questions to make each more SMART Is your goal SMART? 1. How is it Specific? 2. How can it be Measured? 3. How can it be Achieved? 4. How is it Relevant? 5. Is it Time-bound? 3. Does it tie into the department goals? Division goals? 26

27 SMART Goal Evaluation To gain a different perspective on your goals and to make sure they are clear and fit the SMART criteria, pair up with someone in the room you do not work with: 1. Share your Goals with your partner 2. Look at each part of the SMART criteria 3. Can you see what success is on this goal? 4. After looking at the goals, make some notes of areas that work and of areas that are not clear to you 5. Share your results with your partner 27

28 Discuss a SMART Goal 1. Is your goal SMART? 1. How is it Specific? 2. How can it be Measured? 3. How can it be Achieved? 4. How is it Relevant? 5. Is it Time-bound? 2. Does it tie into the department goals? Division goals? 28

29 Halogen Employee 29

30 What is Halogen? Halogen is the system used by UCOP to manage the yearround performance cycle for employees and managers. Halogen was introduced as part of the President s initiative for efficiency. Halogen is used for: Entering and managing goals Entering and managing development plans Entering feedback received on goals or performance Completing performance appraisal Reviewing past goals, development plans and appraisals 30

31 Adding a Goal 31

32 Adding a Goal 32

33 Adding a Goal 33

34 Editing a Goal 34

35 Editing a Goal 35

36 Editing a Goal 36

37 Goal Appraisal Form 37

38 Wrap Up

39 Timeline for Process The Appraisal Period begins April 1, 2016 and ends March 31, 2017 Goal Setting Training October 13 December 16, 2016 The Performance Appraisal Process opens on March 1, 2017 and closes May 30,

40 Follow-up Discuss your goals with your manager. See how they align with the department goals. Use the SMART goal exercises to make all of your goals SMART before entering them into the Halogen system. Discuss with your supervisor: Your goals to make sure you are in alignment about each goal Discuss what success looks like Discuss obstacles you may need help with to achieve the goal Log into Halogen Become familiar with the layout and different sections. Use this guide to walk you through each window. Test the features. When you are comfortable, add your goals into the system. Keep up to date on the performance management process with LINK communications, the Performance Management website (see appendix) and department communications about the process Utilize Learning Labs

41 Thank You Questions?