HR Design Recommendations. Performance Management. Submitted: June 15, Work Team

Transcription

1 HR Design Recmmendatins Perfrmance Management Wrk Team Submitted: June 15, 2012 Wrk Team Wrk Team Name: Wrk Team Lead: Wrk Team Facilitatr: Wrk Team Members: Perfrmance Management Adam Whitehrse Amy Climer Maggie Brandenburg, Barb Brnte, Renee Cldfelter, Mary Czynszak Lyne, Audrey Dikkebm, Jhn Dwling, Sharn Kahn, Punam Gupta, Simn Fndrie Teitler, Sherry Ray, Patrick Sheehan. Scpe Individual and rganizatinal perfrmance depends largely n the relatinship between the supervisr and the individual emplyee. Perfrmance management includes ensuring that: 1. emplyees understand their jbs and have reasnable perfrmance expectatins; 2. emplyees have a line f sight between their wrk and the rganizatin s missin; 3. they receive frequent and timely feedback and caching; and 4. perfrmance deficiencies are addressed prmptly and effectively thrugh training, caching, and crrective actin, if necessary. Perfrmance management is a cntinual prcess, nt smething that ccurs nly annually. Effective perfrmance management will be a key t ensuring that design effrts in areas such as cmpensatin are successfully supprted and implemented. This team will als evaluate discipline, dismissal and appeal rights. By assessing current prcesses in all UW emplyment categries and recmmending the best ptins, this wrk team will ensure UW Madisn has implemented the mst effective perfrmance management strategies. Perfrmance Management Definitins Perfrmance management is a cntinual prcess f establishing relevant and reasnable expectatins, measuring utcmes, and prviding apprpriate fllw thrugh in the frm f caching, training, reward, and crrective actin./r discipline. A primary purpse f perfrmance management is t create a climate and envirnment fr emplyee success. Crrective actin is prviding resurces, tls, and a prcess t help imprve an emplyee s perfrmance. Crrective actin can include utlining expectatins prviding clear guidance, resurces, and a specific timeframe t successfully attain the gal f imprving the emplyee s perfrmance. Discipline and appeals prcesses are distinct and separate frm the perfrmance management system. These prcesses are utilized nly in cases in which crrective actin has nt resulted in imprved emplyee perfrmance. Emplyee is anyne designated as a UW Emplyee by the Office f Human Resurces (OHR). Fr the purpses f ur recmmendatins, faculty review/evaluatins and the discipline/dismissal prcess will cntinue t be gverned by Faculty Plicies and Prcedures (FPP), and thus are cnsidered utside the team scpe. Supervisr refers t any emplyee wh directs the wrk f ther emplyees and makes decisins r recmmendatins abut a cmbinatin f the fllwing: hiring, perfrmance evaluatins, cmpensatin adjustments, prmtins, r discipline. The term supervisr includes faculty, limited, classified and academic staff (including principal investigatrs) wh direct the wrk f ther emplyees. Fr the purpse f ur recmmendatins, perfrmance management requirements fr at will r nn permanent emplyees (e.g., student wrkers, graduate assistants, and emplyees in training) shuld be implemented as determined by the wrk unit. 1 hr design perfrmance management recmmendatins june dcx

2 Wrk rules are a set f rules that regulate the persnal cnduct f emplyees t assist the university in achieving its bjectives in an rderly and efficient manner and are nt intended t restrict the rights f emplyees, but rather t advise emplyees f prhibited cnduct cnsidered unacceptable as a University f Wiscnsin emplyee. Standard wrk rules apply t classified staff but nt specifically t academic staff, faculty, and student hurly emplyees. Summary f Current State During emplyment with the University f Wiscnsin Madisn, emplyee perfrmance is t be reviewed and evaluated n an annual basis and dcumented within the individual s persnnel file. Supervisrs are encuraged t establish clearly defined gals and expectatins with their emplyees (especially upn hire and thrughut the prbatinary perid). There is ne campus wide evaluatin frm fr classified staff that is mdified t fit the needs f each specific unit. In additin, sme units have develped their wn evaluatins and perfrmance management prcesses fr unclassified staff. The evaluatin prcess instructs bth supervisr and emplyee t cmplete a frm and schedule a meeting t discuss it. Perfrmance evaluatin tpics include (fr example) gals/bjectives, perfrmance expectatins, results, develpment gals, and rating scales. If pprtunities fr imprvement are nted r expectatins are nt being met, this evaluatin prvides the basis t help remediate deficiencies with training r supprt. If cncerns are nt reslved after prper supprt and pprtunities t imprve are prvided, the supervisr may need t cnsider crrective actin. Supervisr styles n campus are highly variable, depending n their training, divisin and past experience. Sme clsely bserve and direct emplyees; thers prvide autnmy and flexibility. As a result, supervisr styles are smetimes incmpatible with emplyee needs. Other aspects f campus life related t the current state f campus perfrmance management include: Onbarding: Currently, there are n cnsistent instructins t meet and discuss jb expectatins upn hire, thrughut the prbatinary perid, r upn annual review. Additinally, a psitin descriptin is presented t a new emplyee, but may nt be cnsistently updated. Standard wrk rules apply t classified staff but nt specifically t academic staff, faculty, and student hurly r limited term emplyees. In sme academic units, leadership psitins (chairs, directrs, etc.) rtate, which can be prblematic fr cnsistent perfrmance management practices. Training: Currently the Office f Human Resurce Develpment (OHRD) manages many f the UW Madisn training pprtunities. This includes but is nt limited t perfrmance management. New classified supervisrs are required t take the Principles f Supervisin and Management training, which cnsists f 11 half day wrkshps, nly ne f which is abut perfrmance management. Additinal perfrmancemanagement related training pprtunities are available n campus (see Current Strengths sectin), but are neither well knwn nr well utilized. Opprtunities fr external training and tuitin reimbursement fr jb related classes/wrkshps vary by unit. Discipline and Appeals: Academic staff discipline and appeals are in accrdance with ASPP Chapters 3 and 6, dealing with nnrenewal, discipline and dismissal. Disciplinary measures fr academic staff are based n precedent and cnsultatin with Legal Services and Academic Persnnel Office. The appeals prcess fr academic staff is a fur step prcess (Supervisr, Dean/Directr, Academic Staff Appeals Cmmittee, and Prvst). Discipline fr Classified Staff is a prgressive five step prcess fllwing the seven steps f just cause. The seven steps f just cause t be cnsidered when enfrcing and appealing disciplinary actins are Ntice, Reasnable Rule r Expectatin, Investigatin, Fair Investigatin, Prf, Equal Treatment and Penalty. Classified Staff appeals happen thrugh a structured three step grievance/hearing prcess (Emplying Unit, campus HR and Wiscnsin Emplyment Relatins Cmmissin). Egregius miscnduct may result in immediate terminatin f bth emplyment categries. Current Strengths The decentralized nature f the current system at UW has led t a range f perfrmance management practices. Sme units have perfrmance management prcesses in place and clearly cmmunicate expectatins. In additin, 2 hr design perfrmance management recmmendatins june dcx

3 many UW emplyees meet and/r exceed respnsibilities and expectatins f their psitins even withut clearly stated expectatins. They seem t have an intuitive sense f what is expected and needed in their rle. On the same nte, sme supervisrs n campus are particularly skilled in their rle and thrugh training, past experience, mentring, r intuitin they have learned t be mdel supervisrs. Supervisr training is available thrugh a variety f resurces n campus and is required fr all new classified staff supervisrs. In additin, sme Divisins/Clleges ffer incentives and targeted training pprtunities fr prfessinal develpment. The fllwing current training pprtunities are viewed as strengths: Principles f Supervisin and Management (PSM) thrugh Office f Human Resurce Develpment Fully Prepared t Manage ( Fully Prepared t Lead ( Fully Prepared t Engage ( The Kauffman Administrative Develpment Prgram ( Leadership Institute and ther Learning Cmmunities thrugh the Office f Equity and Diversity ( Wiscnsin Idea Seminar thrugh the UW Graduate Schl ( (currently restricted t faculty and academic staff) Academic Staff and Cuncil fr Nn Represented Classified Staff (CNCS) prfessinal develpment grants and wrkshps. ( staff prfessinal develpment grants.htm and UW Madisn has a variety f resurces available t assist emplyees in perfrmance management cncerns. These resurces, which prvide training and cunseling, include, but are nt limited t, the Office f Human Resurces (OHR), Emplyee Assistance Office (EAO), Ombuds Office, gvernance rganizatins, and labr unins. In additin, crrective actin may be used t address perfrmance prblems. The strengths f crrective actin and/r the discipline and appeals prcess are as fllws: 1. Crrective actin/discipline is an pprtunity fr the supervisr t address needed changes in wrk perfrmance r behavirs. 2. Crrective actin is an pprtunity fr the emplyee t address and crrect behavirs and perfrmance issues and, if needed, request/receive training, prfessinal develpment, accmmdatin and/r FMLA advising. 3. Wrk rules fr classified staff are well established. 4. Due prcess and just cause are cnsistently utilized. Current Issues Based n campus feedback and input thrugh the HR Design effrts, many emplyees d nt receive annual perfrmance evaluatins despite campus prcedures utlining perfrmance evaluatins. Currently, campus lacks accuntability fr cnsistent perfrmance management, thus making it mre difficult t address perfrmance issues. As a result, sme emplyees have nt been reviewed in a decade (r mre) and many supervisrs and emplyees see little value in the evaluatin prcess. In many cases, emplyee perfrmance is nly evaluated if there are cmpensatin pprtunities r if there are perfrmance issues. In the latter instance, the sle intent f the review is t prvide dcumentatin f unacceptable perfrmance r cnduct. Nt cnducting rutine reviews has led t frustratin regarding perfrmance expectatins, cmmunicatin and feedback, training pprtunities, emplyee develpment supprt, and disciplinary actin. Prly cnducted r nnexistent perfrmance evaluatins als cmprise a substantial number f cmplaints fielded by the UW Madisn Ombuds Office. Cmplaints range frm a failure t cnduct evaluatins in a timely fashin t hstile, demeaning, r meaningless reviews. Many emplyees desire feedback and want t have a better sense f hw they are ding in their jb. 3 hr design perfrmance management recmmendatins june dcx

4 Cnsistent requirements fr cnducting perfrmance reviews are dependent n emplyee s classificatin. Fr classified staff, supervisr wage increases are tied t annual cmpletin f perfrmance evaluatins fr each emplyee he/she supervises. Cnversely, academic staff plicy requires annual perfrmance evaluatins in a manner apprpriate t the wrk setting and respnsibilities, leaving the methd and regularity f the review t the discretin f the unit. Accrding t ASPP, if an annual review is nt cnducted and dcumented, it is assumed that the academic staff member s perfrmance has been at least satisfactry. The lack f a campus wide usable perfrmance evaluatin prcess addressing verarching cmpetencies makes perfrmance evaluatin an even greater challenge. In situatins where the crrective actin, discipline and appeals prcess is invked, the lack f a cnsistent prcess fr all emplyees is an added challenge. Other issues related t the current state f campus perfrmance management include: Updating psitin descriptins: The current reclassificatin prcess is cnfusing fr emplyees. There is a miscnceptin that emplyees shuld nt request updating their psitin descriptins unless they are applying fr reclassificatin. The cncern is that verall change f duties frm the last reclassificatin will be ignred in light f incremental update, thus disqualifying the emplyee frm the requested reclassificatin. Training and resurces: Training is nt required fr all supervisrs. Thrugh campus feedback, new academic staff and faculty supervisrs r, in sme cases, existing supervisrs, d nt take full advantage f the pprtunities available. The nly required training in perfrmance management is fr new classified supervisrs and is limited t ne half day sessin during an 11 week training wrkshp series. A lack f training in the discipline prcess leads t incnsistent applicatin f expectatins and wrk rules. Sme supervisrs struggle t prvide adequate mentring, leadership, supprt, r advcacy fr emplyees and d nt treat all f their emplyees equitably. While resurces are available t address such situatins, these resurces are underutilized. This is particularly true in cases in which individuals in supervisry psitins are nt suited t such a rle. Als: Current wrk rules are nt applied unifrmly acrss all jb categries. Tw way cmmunicatin between emplyees and supervisrs in setting jb expectatins is incnsistent. Perfrmance evaluatins are nt centrally tracked n campus. Executive Summary f the Recmmendatin Currently, the perfrmance management prcesses are varied acrss campus. While it is imprtant t allw flexibility within units and acrss varius emplyee categries, a cnsistent, transparent, and useful perfrmance management prcess needs t be created and implemented fr all emplyees at UW. Effective perfrmance management engages emplyees and supervisrs in a perfrmance partnership t align with unit, department, and campus gals t prmte cnsistency and mtivatin t succeed in a fair and transparent manner. We recmmend enhanced resurces and training fr all supervisrs in an effrt t imprve respect, transparency, trust, and cmmunicatin between supervisrs and emplyees. Initially, a rbust perfrmance management tlkit will be develped that wuld be available nline (and in paper frmat, if needed) t all UW staff, accmpanied by in depth training fr all supervisrs. Sme features f the tlkit will include perfrmance evaluatin frms that can be custmized t the jb, prcedures and prcesses fr perfrmance management, and advice n hw t manage and prmte perfrmance in emplyees. Training in perfrmance management is essential and will be required fr all current and new supervisrs, including faculty with supervisry respnsibilities. Training will give special attentin t perfrmance management principles, prcesses, and practices; emplyee/supervisr engagement; and the crrective actin, discipline, and appeals prcesses. In additin, all emplyees will need t attend training abut perfrmance management t help them understand hw t develp gals, learn abut available resurces, and be able t engage in the prcess. When hiring supervisrs, applicants shuld be assessed fr supervisry cmpetencies. It wuld be valuable t als prvide dual career tracks fr many jb families s that supervisin f thers is nt a requirement fr advancement. Nt all emplyees have the cmpetencies r interest in becming a supervisr, but d s t advance in their careers. 4 hr design perfrmance management recmmendatins june dcx

5 Because the current crrective actin, discipline, and appeals prcesses lack cnsistency acrss emplyee categries, they will be streamlined int cnsistent but parallel appraches, based n due prcess and just cause. Cnsistent standards fr crrective actin, discipline, and appeals will aid in imprving the campus climate. Recmmendatin Descriptin The University f Wiscnsin Madisn has a cmmitment t prvide an envirnment in which emplyees can flurish and can further the missin and visin f the university at large. T effectively manage the perfrmance f all f the emplyees, we have identified the supervisr/emplyee relatinship as a key cmpnent. Critical t this relatinship are: mutual respect and civility; the ability t maintain frequent, tw way cmmunicatin; and a supervisr s ability t wrk with emplyees' strengths and address pprtunities fr imprvement in skills r cnduct as they becme evident. It is imprtant that as part f a supervisr's wn perfrmance management feedback, he r she is evaluated n the ability t supervise emplyees. It shuld be nted that supervisrs are als emplyees, and it is imperative that their perfrmance als be evaluated n a regular basis. Every UW Madisn emplyee shuld expect t discuss and receive perfrmance feedback, and cmmunicate shared gals, and prfessinal develpment pprtunities as a partnership with supervisrs. This prcess will be required fr all supervisrs, regardless f the emplyee classificatin they manage r direct. This includes faculty with supervisry respnsibilities. Based n the significant interdependencies with ther HR Design Teams, the success f implementing and supprting an effective perfrmance management system n this campus is essential. It is in the best interest f emplyees, supervisrs, units, and the campus t embrace a rbust perfrmance management system t achieve bth the gals and missins f the university, but als enhance ur wrkplace climate. Therefre, full supprt frm campus leadership, gvernance grups, and ther stakehlders is needed t implement cnsistent, timely, and required perfrmance management. Building an effective relatinship between supervisr and emplyee relies, in part, n prviding the supervisr the training needed t lead emplyees. Cmprehensive perfrmance management training is essential and will be required fr all supervisrs. This training wuld prmte the imprtance f perfrmance management and hw t prperly cnduct a fair and cnsistent emplyee review. Training shuld als be made available t all emplyees wh have an interest in becming supervisrs, including principal investigatrs, wh have supervisry respnsibilities. A campus mentring prgram wuld prvide netwrking pprtunities and create a supprt system fr aspiring, new, and cntinuing supervisrs. Perfrmance management training must be nging and available fr all emplyees. Additinal resurces will be required t meet the need fr increased training that will result frm implementatin and the marketing f available training pprtunities. In additin t training, campus resurces are available t assist supervisrs in learning the skills needed t have difficult cnversatins with emplyees, as well as cnversatins fcused n emplyee develpment. These resurces include OHR, EAO, Legal Services, Office f Quality Imprvement (OQI), and the Ombuds Office. We recmmend the develpment f a cmprehensive perfrmance management tlkit. The tlkit wuld help supprt the evaluatin prcess and create a climate and envirnment fr emplyee success. The tlkit will fster pprtunities fr rutine perfrmance evaluatin f all emplyees and will assist emplyees and their supervisrs in exchanging feedback abut jb gals and expectatins n a regular basis. This tw way cmmunicatin f evaluatin (supervisr evaluating emplyee and vice versa) is critical t attracting, develping, and retaining talented emplyees. The tlkit will aid supervisrs and emplyees in identifying prfessinal develpment pprtunities and establishing a fundatin fr an emplyee career path. The tlkit will prvide a better understanding f perfrmance management t all emplyees and may alleviate stress. (See appendix C fr details abut the cmpnents f the tlkit.) 5 hr design perfrmance management recmmendatins june dcx

6 Thughtful cnsideratin shuld be given t creating cnsistent crrective actin, discipline, and appeals prcesses fr all staff. This will prvide mre cnsistency, transparency, and equity fr bth prpsed emplyee categries. Campus HR ffices will prvide supprt and training f emplyees with supervisry respnsibility n the crrective actin, discipline, and appeals prcesses. In situatins where discipline is warranted, bth emplyees and supervisrs shuld be well versed in the crrective actin, discipline, and appeals prcesses. Prir t resrting t frmal discipline actin, campus resurces shuld be utilized t prvide emplyees and supervisrs with the necessary supprt fr crrective actin t reslve perfrmance issues and ensure accuntability f all invlved. In summary, ur wrk team recmmends the fllwing: 1. Every UW Madisn emplyee shuld expect t discuss and receive perfrmance feedback, and cmmunicate shared gals and develpment pprtunities as a partnership with supervisrs, including faculty with supervisry respnsibilities. 2. This prcess will be required fr all supervisrs, regardless f the emplyee classificatin they manage r direct. 3. Full supprt frm campus leadership, gvernance grups, and ther stakehlders is needed t implement a cnsistent, timely, and required perfrmance review prcess. 4. Cmprehensive perfrmance management training is essential and will be required fr all supervisrs. 5. Develp a perfrmance management tlkit t help supprt the evaluatin prcess and create a climate and envirnment fr emplyee success. Create cnsistent crrective actin, discipline, and appeals prcesses fr all staff. This will prvide mre cnsistency, transparency, and equity fr bth prpsed emplyee categries. Hw des the recmmendatin address significant current issues? One f the biggest challenges at UW related t perfrmance management is the lack f cnsistency acrss campus. Sme units have an excellent, well used system, but many d nt have a system at all r ne that is nt used cnsistently. A system wide apprach is intended t create cnsistency, accuntability, and transparency. A perfrmance management tlkit will prvide the necessary resurces fr emplyees and supervisrs. The ease f accessibility t infrmatin will increase supervisr and emplyee knwledge f resurces available and the ability t cmplete meaningful perfrmance evaluatins. Gaps have been identified in the current state f the emplyee/supervisr relatinship. Specifically, many supervisrs are incnsistent in addressing perfrmance issues. Als, as new supervisrs cme in, they may inherit sme perfrmance issues nt handled by the previus supervisr. A system fr training new supervisrs including an expectatin that they make use f campus resurces, as apprpriate wuld significantly reduce current gaps. An updated and cnsistent perfrmance management prcess will address the current issues in the fllwing ways: 1. Up t date psitin descriptins will allw supervisrs and emplyees t clearly understand the respnsibilities f the psitin and alert bth when the psitin descriptin is ut f date and needs t be revised. 2. Training f supervisrs in perfrmance expectatins, miscnduct/behaviral issues, and crrective and disciplinary actin will empwer them t address issues befre they escalate. 3. Using ne system fr all emplyees will simplify the training, address cnfusin ver prcesses, and better empwer supervisrs t manage perfrmance with cnfidence. 4. Leadership at the tp needs t supprt and be cmmitted t the perfrmance management system. Efficiency: Practive expectatins and perfrmance management will lead t imprved perfrmance and less time spent in the discipline and appeals prcess. In additin, imprved relatinships between emplyees and supervisrs allw everyne t fcus n the wrk at hand rather than being distracted by interpersnal cnflict. In essence, imprved relatinships will imprve efficiency. 6 hr design perfrmance management recmmendatins june dcx

7 Creating a perfrmance management system wuld prvide a centralized lcatin fr all emplyees t access needed assistance, tls, and infrmatin. Effrts wuld be streamlined and prvide evaluatin templates, e mail reminders, training, definitins, cmpetencies, and accuntability fr all emplyees. This centralized lcatin wuld eliminate duplicatin f effrt and prvide a library f perfrmance management resurces. Creatin f new training pprtunities and enhancing current training events wuld prvide supervisrs and emplyees the skills t efficiently cmplete peridic, meaningful perfrmance evaluatins. With effective training, supervisrs will be able t cmplete meaningful perfrmance evaluatins that prvide emplyees with feedback resulting in imprved perfrmance and increased jb satisfactin. The OHRD website, which lists current training pprtunities available thrugh OHRD, culd serve as a single repsitry fr all campus training pprtunities, including thse ffered thrugh DIT and Graduate Schl and ther units. This wuld certainly be mre efficient fr emplyees and increase expsure f relevant training pprtunities fr all emplyees. In relatin t the discipline and appeals prcess, ne set f wrk rules and a single prcess fr administratin f discipline will simplify the training, streamline the prcesses, and reduce cnfusin n hw t fllw the discipline/appeals prcess. Flexibility and respnsiveness: A tailred apprach t address perfrmance management needs and differences amng jb families is imprtant. While there may be cre cmpetencies fr all emplyees, a ne size fits all apprach will nt wrk well fr the diversity f jbs at UW Madisn. The perfrmance management tlkit will be designed with frms and prcesses that can be tailred and adapted t fit the specific needs f each similar jb r jb family. All wrkers can be flexible and respnsive t demands f the wrkplace when the relatinship between the emplyee and supervisr is adaptable, transparent, and cmmunicative, thus creating a sense f teamwrk. Cntinuus cmmunicatin regarding expectatins further prvides curse crrectin fr perfrmance imprvement and additinal pprtunities fr emplyee develpment. One set f wrk rules and a unifrm discipline/appeals prcess will lead t a mre equal treatment f emplyees acrss campus. The unifrm wrk rules will need t be brad enugh t encmpass all emplyees, yet specific enugh t be meaningful. Onging training n perfrmance management will help supervisrs t mre effectively manage emplyee strengths and be respnsive t individual areas fr grwth. Additinally, these training pprtunities may enable emplyees currently in nn supervisry psitins t advance int supervisry psitins. Creating an pprtunity fr emplyees t prgress withut becming a supervisr increases flexibility ffering mre ptins fr emplyees. Alignment: Cmmunicating expectatins thrughut the emplyee lifecycle will strengthen jb satisfactin and jb develpment. Since all emplyees have supervisrs, any imprvement in this relatinship imprves the likelihd f emplyee engagement. It is missin critical t the success f the institutin that the leadership f the university supprts these recmmendatins and hlds its wn direct reprts accuntable as well. Perfrmance evaluatins prvide a mechanism fr gal setting that will encurage emplyees and supervisrs t build a perfrmance partnership that can be utilized t reach mutual gals. Training will prvide mechanisms t help supervisrs and emplyees t cmmunicate better. This will enable supervisrs t mre effectively identify and articulate emplyees strengths and weaknesses and allw supervisrs and emplyees t strategically leverage strengths t achieve the university s missin. Emplyee training will be tied t verall perfrmance gals. The fllwing aspects f the system address much needed alignment in relatin t perfrmance management: 1. The emplyee understands the entire perfrmance management prcess and is engaged in perfrmance. Ideally, supervisrs and emplyees will understand when perfrmance issues are escalating as a result f the nging cmmunicatin/engagement. 2. Perfrmance management will be aligned with cmpetencies. 3. Disciplinary prcess identifies and takes int cnsideratin any diversity issues that may affect its administratin. Cnsistency: Jb expectatins and wrk rules shuld apply acrss all jb categries and need t be fair and equitable. 7 hr design perfrmance management recmmendatins june dcx

8 Imprved training abut the rles and respnsibilities f supervisrs and emplyees wuld affect everyne n campus, including faculty. Requiring unifrm and cntinued training fr all supervisrs will prvide cnsistent standards and will enable the university t achieve its cre missin. A perfrmance management tlkit with a cmprehensive glssary will help facilitate a cmmn language fr the campus cmmunity. This will prvide standard definitins that will prvide the same benchmarking between emplyees and supervisrs. The instructin and tls used in the crrective actin, discipline, and appeals prcess will be available t all emplyees. Transparency: Jb expectatins need t be clearly articulated t all emplyees acrss all jb categries, which will lead t greater transparency in the wrkfrce. Emplyees at all levels, up t and including the chancellr, will be expected t participate in the perfrmance management prcess. This includes prviding educatin n the value f this cmpnent and the desired gal. Clearly cmmunicated evaluatin standards prvided t all supervisrs and emplyees in training sessins and available nline will enable unifrmity in evaluatin prcesses acrss campus. Cntributins made by bth emplyee and supervisr in the tlkit thrughut the year will prvide a cntinuus mechanism fr bth t see expectatins, achievements, and prfessinal develpment. The current crrective actin, discipline, and appeals prcess is cmplex and incnsistent acrss emplyee categries. The new system will be simple, clear, and cnsistent acrss emplyee categries. Emplyees will be aware f this prcess and knw where t seek additinal infrmatin. Hw des the recmmendatin prmte ur wrkfrce and cmmunity f the 21 st century? The team s recmmendatins clearly supprt and prmte the campus wrkfrce and cmmunity fr the 21 st century in the fllwing ways: Diversity Engagement All emplyees are expected t demnstrate respect fr cultural differences and acknwledge diversity when cmmunicating expectatins. It is essential that we learn t value differences rather than shy away frm them. Building a partnership/relatinship between supervisr and emplyee wuld enhance respect f all emplyees. Creating an envirnment f pen cmmunicatin in which issues, cncerns, and expectatins are freely discussed and addressed withut retaliatin r retributin. Creating the perfrmance management tlkit will imprve cmmunicatin and lead t cnnecting supervisrs and emplyees t better address cultural differences. A cnsistent set f wrk rules alng with a cnsistent crrective actin, discipline, and appeals prcess wuld cntribute t an envirnment f equitable treatment. Open and cntinuus cmmunicatin will lead t greater trust and desire t be engaged in the campus cmmunity and will supprt prfessinal develpment f all emplyees. Imprving the relatinship between emplyee and supervisr will have a significant impact n engagement. Training will increase the transparency f the perfrmance management prcess and help build respect between supervisrs and emplyees using the evaluatin system. These pprtunities will prvide guidance t supervisrs n hw t engage emplyees and hw t set and achieve attainable gals. An nline evaluatin frm wuld prvide the pprtunity fr year rund cntributins frm bth the emplyee and supervisr. This leads t a mre meaningful evaluatin and engaged emplyees wh are 8 hr design perfrmance management recmmendatins june dcx

9 interested in achieving higher perfrmance. This will als identify training needs and wants t imprve bth emplyee and supervisr success. Clear cmmunicatin f expectatins related t wrk rules, perfrmance, discipline, and appeals is shared and understd by all emplyees and supervisrs, including faculty with supervisry respnsibilities. Equal applicatin in the administratin f disciplinary prcess and appeals acrss campus is critical. Right Talent and Fit Adaptability By clearly articulating the expectatins in the psitin descriptin, the campus will select suitable candidates wh will develp and remain cmmitted t UW Madisn thrughut their emplyment. The recmmendatins wuld prvide emplyees the tls they need t be successful and help t assess alignment fr psitin and caching fr alternate career paths as needed. Cntinual training pprtunities fr all emplyees are essential fr individuals t succeed in their current psitins and t advance in their careers. Effective use f the perfrmance management tlkit will help ensure that individuals are matched with the jb skills t succeed. There will be cntinuus cmmunicatin between emplyee and supervisr, nt merely the annual evaluatin prcess. The system and recmmendatins wuld prvide data and benchmarking infrmatin, which will be needed fr peridic review fr effectiveness and areas fr imprvement. These data wuld allw the HR ffice t track any trends r bias n the part f a specific supervisr r unit that may nt therwise be apparent. Training, technlgy, and trends shuld be available and updated n a cntinual basis t ensure that all staff is trained and able t succeed regardless f learning styles. An nline resurce system enables the perfrmance management tlkit t be updated in a timely manner with tpics that may evlve thrugh the HR prcess and emplyee jb cycle. Gd cmmunicatin is always a key cmpnent t emplyee engagement and prcess change. What majr alternatives were cnsidered? Based n early recmmendatins frm the Emplyee Categries team, we cnsidered the ptin f cnslidating crrective actin, discipline, and appeals prcesses int ne structure. Were there dissenting pinins? There were n dissenting pinins. What are the dependencies and interdependencies with ther wrk teams? An effective perfrmance management system is a crucial HR element that nt nly supprts the functins f a successful campus HR system, but als empwers individual emplyees, supervisrs, and campus units t succeed and reach their gals. In ur team research and interactins with ther HR Design teams, it became very apparent that all ten ther wrk teams link (in ne way r anther) t the Perfrmance Management team (and ur scpe). Belw are the majr intersectins, dependencies, and interdependencies ur team encuntered during ur research: Cmpensatin (Phase I) The Cmpensatin team prpses a pay fr perfrmance cmpensatin mdel that wuld require a rbust perfrmance management/evaluatin prcess, recgnizing the imprtance f an bjective, 9 hr design perfrmance management recmmendatins june dcx

10 unbiased perfrmance review prcess. The sle purpse f perfrmance management system is nt t decide wh gets cmpensatin. Additinal research and thughtful cnsideratin shuld be given befre implementing a prgram that attaches cmpensatin t evaluatin. The Perfrmance Management Team cnsidered the natural cnnectin between ur perfrmance management recmmendatins and the issue f cmpensatin. If salary adjustments are based n perfrmance, it is essential that a transparent and reliable tl must be develped and unifrmly utilized t ensure an bjective evaluatin is prvided withut bias r favritism. Quantifiable measurements must be identified t justify cmpensatin adjustment fr truly utstanding perfrmance. Adjustment fr utstanding perfrmance can include cmpensatin, but may als include wrkplace flexibilities, alternative wrk schedules, r benefits such as tuitin reimbursement r training pprtunities fr utstanding perfrmance. Research has fund intrinsic rewards are equally imprtant in the wrkplace. Such rewards recgnize pride, relatinships, and the sense f cntributing t the university missin. Cmpensatin fr perfrmance may nt be suitable fr all jb families. Alternative cmpensatin tls shuld be cnsidered fr thse psitins, such as emplyee develpment training and skill develpment advancement. While merit pay and pay fr perfrmance (in thery) can incentivize emplyees t meet and exceed campus missin and gals, there are equal hazards in implementing and cnnecting a pay fr perfrmance plan t a perfrmance management system: Decrease fcus n custmer needs Neglect f imprvement pprtunities Avidance f stretch gals Decreased innvatin and risk aversin Teamwrk and cllabratin avidance It is unfair and ineffective t put a pay fr perfrmance prgram in place if the perfrmance management system, infrastructure, and campus culture are nt ready. A rbust and reliable perfrmance management system can be ne f many tls t help assess emplyee perfrmance. If a unit is inclined t reward high perfrming emplyees with pay, emplyee develpment pprtunities, training, wrkplace flexibilities, etc., this tl wuld be required. Cmpetencies (Phase I) The Cmpetencies team recmmends establishing jb related cre skills and abilities that wuld be expected and cnsistent acrss like jbs and titles. These cre cmpetencies can enhance a perfrmance management system by setting a cnsistent and meaningful structure f criteria fr emplyee evaluatins. Cmpetencies can als be further tailred within a perfrmance evaluatin fr specific skills, abilities, r mindsets that aligns with unit gals and missins. Cmpetencies als help clarify jb expectatins fr bth emplyees and supervisrs. Diverse Wrkfrce (Phase I) The Diverse Wrkfrce team recmmendatins are critical in the fundatin regarding the relatinship between supervisrs and emplyees (especially during the perfrmance evaluatin prcess). Integrating diversity cncepts int supervisr training and prviding campus supprt and cnsultatin befre issues escalate will nly strengthen ur cmmitment t respect cultural differences and acknwledge diversity in cmmunicating. Emplyee Categries & Titles (Phase I) The Emplyee Categries and Titles teams are recmmending a unique apprach f recalibrating current jb titles and classificatins int a mre meaningful alignment that can prvide mre cnsistency and like cmpetencies. These jb families culd serve the Perfrmance Management team with a framewrk f tailring evaluatins by jb family instead f a ne size fits all apprach. The mst recent recmmendatin frm the Emplyee Categries team t grup emplyees based n exempt r nn exempt status supprts ur prpsal t create cnsistent crrective actin, discipline, and appeals prcesses fr all staff. Emplyee Develpment (Phase II) A significant aspect f ur recmmendatins invlves training and emplyee develpment pprtunities. An ideal perfrmance management system wuld prvide develpment pprtunities fr bth supervisrs and emplyees in a cntinuus manner t enhance and empwer ur wrkfrce. Integrating develpment pprtunities directly int the perfrmance management prcess will imprve awareness, efficiency, and supprt t ur emplyees t help them meet jb expectatins and reach career gals. 10 hr design perfrmance management recmmendatins june dcx

11 Transitin and Successin (Phase II) The Transitin and Successin team is addressing emplyee perfrmance remediatin issues and prcesses. The emplyee perfrmance assessment will directly rely n a well dcumented perfrmance histry t build a Perfrmance Imprvement Plan (PIP) that will help utline emplyee expectatins, resurces, and timelines fr perfrmance prgress. Exit interviews are als critical t gather feedback n prcess imprvement and wrkplace climate. Wrkplace Flexibility (Phase II) The Wrkplace Flexibility team (like the Cmpensatin team), requires a rbust and trusted system t prvide cnsistent, accurate, transparent tl t help utline flexible wrkplace arrangements and pprtunities. What develpment r implementatin challenges d yu anticipate? Implementing a university wide perfrmance management prgram will have several challenges. Training fr supervisrs and emplyees in bth the new perfrmance management system and crrective actin, discipline, and appeals prcesses may be particularly time cnsuming, creating wrklad challenges, and may be met with resistance. This training will be a critical cmpnent t the success f the system. Effective cmmunicatin with all emplyees and engagement by all supervisrs is critical and will need t be mnitred, especially during the critical culture changing perid. The mutual benefits f tw way cmmunicatin and feedback may nt be entirely embraced by campus supervisrs. The ability t assess supervisrs fr "fit" fr a supervisry rle culd be a challenge, especially since the career track f many psitins seems t be directed tward supervisin as a way t get a prmtin. The develpment f this new perfrmance management system will require additinal resurces, such as dedicated perfrmance management staff. These emplyees wuld specialize in different aspects f perfrmance management and act as resurces fr all UW Madisn emplyees. What change management challenges are anticipated? As ur recmmendatins and interdependencies indicate abve, the success f implementing and supprting a rbust perfrmance management system will benefit all emplyees, units, and the campus as a whle. The success f the prpsed perfrmance management prcess will prvide needed supprt fr recmmendatins frm the ther HR Design teams. Change f this magnitude will impact almst every emplyee n this campus and require a significant change management mdel supprted by campus administrative leaders, deans, faculty, staff, and students. All emplyees n campus understand the imprtance f perfrmance evaluatins and hw they prvide value even thugh very little guidance r directin exists tday. Hwever, much f the campus has stpped cnducting evaluatins due t the lack f funding fr cmpensatin, time cnstraints and wrklads, r simply because they perceive n benefit frm the prcess. Additinally, many faculty and principle investigatrs supervise staff, but are inattentive t perfrmance management. New training requirements will likely be met with resistance, bth fr the time required and fr cncern abut the value f such training. Supervisrs wh rely n research funds may nt be eligible t take the time t attend training if it is nt part f their required effrt. Funds t prvide training, wrk release, and cverage fr thse attending training are nt cnsistently available. This is a challenge fr establishing dedicated campus psitins t supprt perfrmance management. In additin, emplyees will need t be educated abut new wrk rules and the, crrective actin, discipline, and appeals prcess. This will be crucial t help emplyees adjust t these changes. What is the impact f yur recmmendatin? A mre standardized perfrmance management system will meet the needs and desires f UW emplyees and help them t succeed in their jbs. This recmmendatin will require time ut f the ffice fr emplyees t attend initial and nging training. In the lng run, it is a small investment fr a great return n skill develpment and talent management. Scheduling adjustments wuld need t be made t accmmdate time ut f the ffice. There is a mutual benefit t the imprved prcess. 11 hr design perfrmance management recmmendatins june dcx

12 Additinally, netwrking and mentring pprtunities will help supervisrs and emplyees be mre successful in their jbs and help them in setting btainable gals. Supervisrs wh are well trained t lead, cach, and mentr will be better equipped t create a safe envirnment in which emplyees may penly cmmunicate regarding jb expectatins withut retaliatin r retributin. Creating cnsistent crrective actin, discipline, and appeals prcesses fr all staff wuld imprve wrkplace climate and minimize inequities. Open Questins Additinal research and thughtful cnsideratin shuld be given befre implementing a prgram, which directly ties cmpensatin t perfrmance management. Given that the perfrmance management tlkit is likely t be best accessed nline, what alternatives t electrnic cmmunicatin will we have fr emplyees withut access at wrk and/r cmputer skills? Campus resurces are available t assist supervisrs in learning the skills needed t have difficult cnversatins with emplyees, as well as cnversatins fcused n emplyee develpment. In additin t these resurces, nncampus resurces, such as persnal representatives (labr unin representatives, private attrneys, friends, etc.), shuld als be made available t assist emplyees. Hw will faculty be evaluated as supervisrs? Shuld staff wh wrk as part f a prject team be evaluated individually? A thrugh evaluatin f existing campus perfrmance management systems and tls shuld be cnducted fr cmprehensive fit and campus scalability befre a new system r develpment is cnsidered. The ability t include additinal feedback frm multiple raters r surces (emplyees, peers, custmers, ther stakehlders) as part f the verall evaluatin prcess was a majr discussin pint frm campus feedback. Much feedback included specific reference t 360 degree assessment systems. The team did nt extensively research this methdlgy, but did cite flexibility in the tlkit t allw units t expand and include ther raters r surces as part f the verall evaluatin. Additinal research and thughtful cnsideratin shuld be given befre implementing a multi surce perfrmance rating prgram n campus. Our wrk team shares the fllwing cncerns, many f which have been cmmunicated thrugh campus feedback: 1. Thughtful cnsideratin is needed t ensure that supervisrs are accuntable fr attending training, cnducting timely reviews, and demnstrating equitable treatment f emplyees in managing perfrmance. 2. Infrastructure t design training and prvide it rutinely fr all emplyees (with and withut supervisry respnsibility) n campus will need t be develped and maintained. 3. The prpsal frm the Cmpensatin Team t have pay fr perfrmance is highly dependent n a rbust perfrmance management system. We are cncerned that such a cmpensatin plan might be implemented prir t establishment f the necessary perfrmance management tls. 4. A campuswide perfrmance management system will nly be successful if it is fully embraced by staff and faculty at all levels. Faculty and staff with supervisry respnsibilities, fr whm required training and participatin in perfrmance management will be new, are likely t find this new requirement timecnsuming and nerus. Prject Resurces & Appendices Links t the current plicies and prcedures related t Academic Staff and Classified perfrmance evaluatins and discipline/appeals prcess: Current classified perfrmance evaluatin frm frmat and classified perfrmance evaluatin frms N evaluatin frms fr academic staff List f perfrmance management guidelines frm private and university surces: 12 hr design perfrmance management recmmendatins june dcx

13 Perfrmance Management by SHRM Effective Practice Guidelines Perfrmance Management: A radmap fr develping, implementing and evaluating perfrmance management system Perfrmance Management Guidelines University f Missuri Perfrmance Management Prcess Handbk Oklahma OneStep Managing Perfrmance: A Practical Guide fr Implementing Best Practices Summary f HR perfrmance management frm ther universities fr benchmarking: Nrthwestern University ( learning/perfrmanceexcellence/index.html) Stanfrd University ( University f Michigan ( University f Minnesta ( University f Califrnia Berkeley ( management) Jhn Hpkins University ( University f Wiscnsin System, New Persnnel Systems, Wrk Grup Recmmendatins ( HR Perfrmance Management benchmarking by Hurn frm Administrative Excellence study. Examples f perfrmance evaluatins: UW Madisn Schl f Business perfrmance evaluatin frm UW Madisn Schl f Pharmacy perfrmance evaluatin frm UW Madisn Facilities Planning & Management perfrmance evaluatin frm UW Madisn University Health Services perfrmance evaluatin frm Jacksn State University perfrmance evaluatin ( HR Perfrmance Management team campus engagements (campus surveys, frum feedback, web chats, Wrld Café, etc.). Articles (Appendix A) Perfrmance Management Emplyee Lifecycle (Appendix B) Recmmended Perfrmance Management Tlkit Cmpnents (Appendix C) 13 hr design perfrmance management recmmendatins june dcx

14 APPENDIX A ARTICLES Resurce Times Higher Educatin, Perfrmance Management is a Waste f Time, Claims HR Prfessr Web Link The Truble with Perfrmance Reviews, Blmberg Businessweek Pitfalls and Best Practices in Perfrmance Management Perfrmance Management Overview, U.S. Office f Persnnel Management Delivering an Effective Perfrmance Review, Harvard Business Review an effective perfr.html Raising the Bar n Perfrmance Management: Best Practices t Optimize Perfrmance Reviews and Gal Management, SuccessFactrs Business Executin Sftware perfrmance management/ A Dzen Perfrmance Management Best Practices, Human Resurce Slutins dzen perfrmance management best practices.html Perfrmance Management: Overall Gal and Basic Steps, Free Management Library and steps.htm#anchr Transparency Pays Off in 360 Degree Reviews, The Wall Street Jurnal rmance+managementkeywords%3dperfrmance+management Txicity f Pay fr Perfrmance Txicity f Pay fr Perfrmance by Dnald M. Berwick The Flly f Merit Pay, Educatin Week, September 17, 2003 (**) "The Flly f Merit Pay," Educatin Week, September 17, 2003 (**) Anther Lk at Wrkplace Incentives, unpublished, 2002 Anther Lk at Wrkplace Incentives, unpublished, 2002 Challenging Behavirist Dgma: Myths Abut Mney and Mtivatin, Cmpensatin & Benefits Review, March April 1998 "Challenging Behavirist Dgma: Myths Abut Mney and Mtivatin," Cmpensatin & Benefits Review, March April 1998 Why Incentive Plans Cannt Wrk, Harvard Business Review, September Octber 1993 Why Incentive Plans Cannt Wrk, Harvard Business Review, Sept. Oct Fr Best Results, Frget the Bnus, New Yrk Times, Octber 17, 1993 "Fr Best Results, Frget the Bnus," New Yrk Times, Octber 17, hr design perfrmance management recmmendatins june dcx

15 APPENDIX B PERFORMANCE MANAGEMENT EMPLOYEE LIFECYCLE 15 hr design perfrmance management recmmendatins june dcx