Introductions. Chris Berger. Debby LaRocco

Transcription

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2 Icebreaker!

3 Agenda Introductions Performance Management Timelines Process Alignment Employee Responsibilities Supervisor Responsibilities PeopleAdmin The System Supervisor Slides

4 Introductions Chris Berger Assistant Director, Logistics, Technology, and Data Management Background: 28 years of HR leadership (strategy/process/service improvements) Focus: Supporting HR service areas with process and technology Motto: Ride the Wave When things get bumpy and not as predicted, do not freak out, just ride the wave. Debby LaRocco Assistant Director, Benefits & Wellness Background: Over 30 years of employee benefits administration and management (9 years higher education/25 years healthcare). National certifications SPHR and SHRM- SCP Focus: Lead the benefits team to administer, provide and communicate a comprehensive employee benefits package that fits each individual s needs. Motto: The true value of any employee benefits package is the employee s understanding and knowledge of what they have.

5 Introductions Andre O Leary-Fenwick Assistant Director, Compensation & Classification Background: 15 years of combined experience in K-12 education/higher education, 12 years of HR experience (compensation/classification, recruitment & benefits), national certifications PHR and SHRM-CP. Focus: Guide managers to develop well written job descriptions that are ADA and FLSA compliant that will tie the position description to job performance management. Provide salary analysis that meets equity internally with external competitiveness (within budget limitations). Motto: Be flexible to respond to changing internal and external circumstances.

6 Introductions Corina Velasquez Manager, Employee Success Background: 15 years in education Focus: Employee Success, 5 Star Academy Motto: Make better happen! Kathleen Nagle-Roides Assistant Director, Employee Relations & Engagement Background: 20 years at the University of Rochester HR, Talent Management, Employee Relations Focus: Employee Relations and Performance Management Motto: Stay positive, work hard, and make it happen! *TM: a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.

7 Performance Management Shared process between employees and supervisors Gain a shared understanding of work expectations and goals Exchange performance feedback Identify learning and professional development opportunities Evaluate performance results should not introduce new deficiencies This process empowers FGCU to create and sustain a workplace environment that: Values continuous improvement Adapts well to change Strives to attain ambitious goals Encourages creativity and innovation Promotes learning and professional development Is engaging and rewarding for employees

8 Timeline we are here! July January May/June June 30 Planning and goal setting stage (supervisor responsibility) Prepare / set new goals for new FY Midyear Reviews Goals to be measured / realigned if necessary PIPs if not meeting goals Final Review Stage Goals / performance to be measured, rated, shared with employees Annual Reviews due electronically Includes A&P and SP employees Note for SP Employees: 90 day probationary period review ( prompt)

9 Timeline for Year-End

10 What Do Employees Want? To know what s expected of them To have the tools to do their work To receive recognition and praise for doing good work To have someone encourage their professional development To have coworkers who are committed to quality work To discuss their progress and receive feedback To have opportunities to learn and develop professionally To have the opportunity to do their best every day Gallop Research

11 Process Performance Planning (July) Formal Performance Review (May/June) Alignment w/ Mission & Goals Day-to-Day Coaching & Feedback Midyear Performance Check-In (Dec/Jan)

12 Performance Planning (July) Formal Performance Review (May/June) Alignment w/ Mission & Goals Day-to-Day Coaching & Feedback Midyear Performance Check-In (Dec/Jan)

13 Performance Planning Plan for the coming year in the following areas: Clarify the expectations and standards for the role What is expected of someone in this role? What standards must be maintained? Set performance goals What will the employee strive to achieve in the coming year? Set professional development goals What knowledge/skills will the employee work to develop or enhance in the coming year?

14 Performance Planning Ensure a mutual understanding of the job responsibilities What is the nature of the role? What are the primary responsibilities? Ensure a mutual understanding of standards and expectations What expectations and standards must be met? What are the quality measures that will be used to determine success? What are the customer expectations that must be met? What are the time expectations? Set performance goals Goals define what results the employee will strive to achieve by the end of the established time period. Use SMART goals contact Kathleen if you need help with these!

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16 SMART Goal Formula

17 Performance Goals vs. Professional Development Goals Performance Goals: Appropriate to the level of the position Related to job responsibilities and deliverables Aligned to higher level goals Professional Development Goals: Learning-oriented Support higher level performance in the employee s current job and career advancement

18 Why are Professional Development Goals Important? Focus on learning and learning is key to performance, both for the organization and for the individual. Relevant for everyone, regardless of their responsibility level, tenure or long-term career aspirations. Help employees stay current, hone their skill sets and re-ignite passion with an existing area of responsibility. Help employees develop a new set of skills and knowledge base in order to grow in current role or into a new area of responsibility. Our commitment to employee development will help us recruit, retain and motivate successful and committed employees!

19 SMART Examples: Employee will improve his/her writing skills. Not a SMART goal! Does not identify a measurement or time frame. Does not identify why the improvement is needed or how it will be used. SMART goal: The Department has identified a goal to improve communications with administrative staff by implementing an internal departmental newsletter. Elaine will complete a business writing course by May 2017 and will publish the first monthly newsletter by September Elaine will gather input and/or articles from others in the department and draft the newsletter for supervisor review, and when approved by supervisor, distribute the newsletter to staff by the 15th of each month.

20 SMART Examples: Ongoing Performance Goals: Provide high quality service excellence resulting in 90% customer satisfaction rating from external customers on accuracy, timeliness, and courtesy measures on an ongoing basis. On an ongoing basis, reconcile the department financial reports by the 15 th of every month with no increase in reconciliation errors. Resolve 90% of complaints through a collaborative process without need for formal mediation on an ongoing basis. New Project / Performance Cycle-Specific: Transition to a new automated case management system with minimal affects on customer service by developing a training program that ensures all staff can process 30 cases per day no later than three months after the end of the training classes. Reduce overtime in the department from 150 hours per month to 50 hours per month by the end of the fiscal year with no increase in incident reports.

21 Performance Planning (July) Formal Performance Review (May/June) Alignment w/ Mission & Goals Day-to-Day Coaching & Feedback Midyear Performance Check-In (Dec/Jan)

22 Day-to-Day Coaching Discuss performance on a regular basis; not just during the formal review Share the feedback! Employee s successes Areas needing improvement Seek employee input about the work process and results

23 Day-to-Day Coaching Discuss performance on a regular basis; not just during the formal review Effective coaching occurs through conversation. Dialogues not monologues Occur regularly, rather than being reserved for formal reviews Balanced address strengths as well as areas of concern Collegial and conducted with respect, both in words and non-verbal behavior Provide appreciative feedback recognize successes Pay attention catch people doing great work and recognize! Attach praise to meaningful results use specific examples Thank people in person from time-to-time Celebrate successes re-energize and motivate continued commitment to success

24 Day-to-Day Coaching Address concerns and solve problems Be timely Do not overreact to an isolated incident / situation Address a manageable number of concerns at one time Be specific and give concrete examples Focus on observable actions and the impact Focus on problem resolution rather than blame Engage in a dialogue vs. a monologue Collaborate to accurately define the problem and brainstorm solutions

25 Day-to-Day Coaching Conversation steps when addressing concerns: Present your view of the problem. Action-Impact is a good format to present concern State the ACTION (behavior) you observed Describe the IMPACT the action had on results Invite and hear the other s view of the problem / concern. Listen non-defensively and seek to understand the other s perspective. Identify a definition of the problem that is agreeable to both. Brainstorm possible solutions. Agree on a strategy to implement. Schedule a follow-up meeting to check the success of the strategy.

26 Performance Planning (July) Formal Performance Review (May/June) Alignment w/ Mission & Goals Day-to-Day Coaching & Feedback Midyear Performance Check-In (Dec/Jan)

27 Midyear Check-In Meet to discuss performance progress ( check-in ) at six (6) months. Identify successes and needed improvements in each of the following areas: Meeting expectations and standards Achieving performance goals Achieving professional development goals

28 Midyear Check-In Check progress What is working well? What is not working? Make mid-year adjustments where needed What changes would enhance performance or progress toward the goal? Start / Stop / Continue START: What we are not doing and should be doing STOP: What we are doing because it s not working CONTINUE: What we are doing because it s working

29 Performance Planning (July) Formal Performance Review (May/June) Alignment w/ Mission & Goals Day-to-Day Coaching & Feedback Midyear Performance Check-In (Dec/Jan)

30 Formal Review This is the stage we are at now! Meet annually to review feedback from the previous year; reflect on conversations from midyear Document performance outcomes and professional development results Begin thinking about planning for the upcoming fiscal year

31 Formal Review Supervisors and employees work together to: Review the employee s work achievements and challenges over the past year Think about establishing work expectations and performance goals for the coming year (formal planning will begin in July) Think about defining the employee s professional development goals and learning plans for the coming year (formal planning will begin in July) Forms in this process assist supervisors and employees in preparing for performance review discussion.

32 Formal Review Preparation: Review the following: Job description Standards and expectations Past year goals and objectives, midyear review Other documentation gathered during review period Request the employee complete performance selfassessment by reflecting on the following: Successes and challenges over the past year Additional support he/she would like from supervisor Additional skills / knowledge he/she would like to develop or enhance

33 Formal Review Be prepared to share perceptions and feedback about the employee s performance over the past year, including: Key achievements and successes Performance concerns and/or challenges Changes and enhancements that you recommend (or require) Learning opportunities relevant to the employee s job function that would help enhance current skills or develop new ones Key employee strengths and contributions over the past review period

34 Formal Review Conducting the Review The Conversation! Share the feedback about the employee s performance Include information about strengths and successes and areas needing improvement Communicate the rating you have assigned for each of the performance indicators Provide rationale for each rating include behavioral examples whenever a rating is above or below meeting expectations Invite and listen to the employee s assessment of his/her performance Ask the employee to share his/her feedback for you, including ideas for improvement

35 Formal Review Best Practices: Schedule evaluation meetings in advance Share the review in advance so employee has time to review/process Use a private, interruption-free setting Allow sufficient time for discussion Consider in advance how to present information Set tone for respectful, adult interaction Start and end on positive note

36 Alignment FGCU Mission & Vision FGCU Strategies Department / Team Goals Individual Goals

37 Employee Responsibilities Thoughtfully complete PA Template with goals / professional development form by departmental deadline Prepare for review of assessment: Goals Objectives Job description updates Be open to feedback Participate in ongoing discussions with supervisor throughout the year Acknowledge mutually acceptable goals for FY 17/18 Keep record of performance achievements throughout the year

38 PA Template

39 PA Template

40 Supervisor Responsibilities Be an enthusiastic champion of the process! Recognize / reinforce strong performance Identify / encourage improvement as needed / document Review current year performance May 20 June 20 Review PA Template form from direct reports May 20 June 20 Provide constructive feedback Prepare for individual meetings goals, objectives, review job description Enter mutually agreed-upon goals into system for FY17/18 Participate in ongoing discussions throughout the year encourage two-way communication / dialogue

41 PeopleAdmin The System

42 PeopleAdmin The System Log in to PeopleAdmin at Use your network user name and password * *If you need password, please contact Chris Berger, Ext 1864

43 Go to Employee Portal

44 My Employees Reviews

45 Supervisor Evaluation

46 Supervisor Evaluation

47 Complete all ratings with * Impact: Overall Rating

48 Overall Rating * Exceptional: Consistently far exceeds expectations; outstanding performance achieving all goals that are critical to the success of the team / organization. An individual whom others look to as a standard of performance excellence in all competencies and objectives. Strong Performer: Meets and often exceeds expectations; performance that generally exceeds goals and job requirements with notable achievements. An individual who consistently delivers and often outperforms others. Valued Contributor: Consistently meets expectations; performance satisfies all job requirements and meets all goals. An individual who is consistently reliable to get the job done. Development Needed: Sometimes meets expectations; performance is to the standard required in some aspects of the job with opportunity for development. An individual with the potential to be a valued performer. Not Acceptable: Does not meet expectations; significant improvement is needed to satisfy job requirements. An individual who is not performing at acceptable levels.

49 Overall Rating / Complete

50 Final Review

51 Second Level Supervisor

52 Second Level Supervisor Approval

53 Second Level Supervisor

54 Supervisor

55 Meeting

56 Supervisor

57 Employee Review Evaluation

58 Employee - Acknowledgement

59 Employee - Acknowledgement

60 Supervisor - Complete

61 Timeline we are here! July January May/June June 30 Planning and goal setting stage (supervisor responsibility) Prepare / set new goals for new FY Midyear Reviews Goals to be measured / realigned if necessary PIPs if not meeting goals Final Review Stage Goals / performance to be measured, rated, shared with employees Annual Reviews due electronically Includes A&P and SP employees Note for SP Employees: 90 day probationary period review ( prompt)

62 QUESTIONS?

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64 Agenda Constructive feedback Reviewing goals and expectations with employees (SMART goals) Assess, recommend, and/or request reclassifications and salary analysis Review and update job descriptions Timeline

65 Constructive Feedback State the constructive purpose of the feedback Describe specifically what you have observed use examples Provide an opportunity for individuals to respond Offer specific suggestions on how you wish to see performance Summarize and express your support Provide balance of positive and negative John has a great skill in x, and I would like to see him use this skill more to his/the department s benefit by doing x. Be aware of feedback overload Lead by action / model the behavior you wish to see

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67 Compensation and/or Reclassifications Adjustments All requests go to André O Leary-Fenwick, Ext 1415 Consider: Duties of position have drastically changed Budget Significant relevance in program / FGCU (retention) Equity

68 Job Descriptions Review job descriptions annually If significantly changed, review with André O Leary- Fenwick Review grading / reclassification Budget impact Submit required documentation via to André O Leary-Fenwick at aofenwick@fgcu.edu or call her at Ext 1415

69 QUESTIONS?

70 Training Sessions May 3, 9-11 am, Cohen Center 214 May 10, 9-11 am, Cohen Center 213 May 18, 2-4 pm, Cohen Center 213 May 24, 9-11 am, Cohen Center 214