CSU State Classified Performance Management. Presented by: Erik Hokanson Jeff Milton

Transcription

1 CSU State Classified Performance Management Presented by: Erik Hokanson Jeff Milton

2 Erik Hokanson Human Resources Jeff Milton Human Resources User guide (

3 Performance Management Critical Factors Communication Documentation

4 The Process Performance Management Program Cycle April Planning Coaching & Feedback Reflection & Dialogue October Mid-year progress review March Evaluation Clarify & Adjust

5 Requirements Required for all State Classified employees at three points during the year Planning: Date of planning meeting Mid-year: Date of mid-year review meeting Final Evaluation: Date of meeting and rating Date of planning meeting must be input within 30 days New Hires/Transfers/Promotions plan within 30 days

6 Getting Started Ensure PDQ is current and accurate Determine what is important to measure Draft tentative goals Determine key competencies for position Schedule meeting with employee

7 Required Core Competencies All SC EE s must be evaluated on State of Colorado Core Competencies Job Knowledge/Potential Communication/Verbal and Written Interpersonal Relations Customer Service Accountability Supervision/Performance Management (required for state classified supervisors) Departments may include additional competency areas as deemed appropriate.

8 Planning meeting w/employee Create a positive atmosphere Share tentative goals and standards Solicit employee input. Adjust as needed. Determine & discuss developmental opportunities Must be completed for each SC employee by April 30 th Document meeting on Overall Planning & Evaluation Form

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10 Establishing Effective Goals Keep it concise: 3-7 goals Encompass significant aspects of job Be SMART Specific Measurable Achievable Relevant Time bound

11 SMART or Not SMART? Develop a new filing system. Attend a communications training course. Monitor supplies regularly. Develop and deliver a training session with all Dean's assistants prior to the end of second quarter Clarify common errors in processing faculty workload and review the forms and procedures used in contracting, overloads and summer appointments.

12 Your Turn Assignment: Work in groups of 3 to develop and refine an excellent SMART goal

13 Mid-Year Progress Review Fulfills documented progress review requirement Provides opportunity to formally touch-base regarding: Progress on goals Any revisions to performance plan Clarification of Expectations Meeting documented on Overall Form

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15 Annual Evaluation Reviewer approval required prior to final rating/delivery to employee Reviewer Academic or Administrative department head Dean or VP for central administrative offices Must be one level higher than supervisor

16 Evaluation Meeting Items you might want to bring to the Evaluation meeting: Your copy of the Planning Confirmation and Overall Evaluation and related planning forms. Specific examples of times the employee has been successful and opportunities for improvement. Some possible ideas for how the employee might leverage their skills, strengths and talents. Some ideas for how the employee might improve their skills.

17 Common Pitfalls Recency/Primacy: Rating performance based on the entire rating period rather than something that happened early on or very recently. Halo vs. Horn: Inflating all the rating areas because the person performed well in one particular area. Or deflating all the ratings because the person has performed poorly in one particular area. Impressions vs. Data: Specific information on behaviors or instances to justify ratings. Compatibility vs. Non-compatibility: Giving a more positive evaluation because this employee is more like me, agrees with me, doesn t make waves, etc.

18 Performance Rating Definitions Level 1- Needs Improvement - Consistently not meeting expectations Level 2- Successful Meeting and sometimes exceeding expectations Level 3 Exceptional Performer Consistently exceeds expectations *Readily recognized by others

19 Rating FAQs Do quotas exist that limit the number of level 3 ratings? No, quotas do not exist. Do budget constraints limit giving level 3 ratings? A unit s budget is augmented by salary dollars associated with classified salary increases by central administration. Can a reviewer override the rating given by a supervisor? Possibly, when ensuring consistency and calibration within departments. Is a supervisor required to justify a level 3 rating in writing? Some units require written rationale to cause supervisors to be thoughtful about level 3 ratings and engage in dialogue about what constitutes level 3 performance.

20 Level 1 Rating If an employee is rated as Level 1, a performance improvement plan or corrective action must be completed and should include the following: Very specific actions and behaviors that the employee is expected to demonstrate Consequences for failing to meet these expectations Specific checkpoint dates In the case of a corrective action, the employee must be notified of her/his grievance rights NOTE: If the employee has already been issued a corrective or disciplinary action, or was rated as Level 1 for the previous evaluation cycle, consult with your Human Resource Solutions Partner.

21 Inform Employee of Dispute Process

22 Dispute Process-Internal Review Contact HR Solutions Partner upon receipt of performance dispute Formal dispute v. rating disagreement Time driven process important to meet deadlines After internal review, possible external review by State of Colorado

23 Disputable Items: The employee s performance plan (or absence of a plan) The final overall performance evaluation rating, including lack of a final overall evaluation The application of the CSU Performance Management Program to the employee s plan and/or final overall evaluation Note: Only issue(s) originally presented in writing shall be considered throughout the dispute resolution process.

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25 Supervisor Accountability SC Supervisors must be evaluated on management core competency Supervisor s obligation to conduct evaluations Supervisor fails to conduct evaluations: Reviewer must conduct No evaluation default to level 2 rating Supervisor receives corrective action and is ineligible for performance pay adjustment Continued failure to evaluate may result in disciplinary action May ultimately be demoted to non-supervisory position

26 Providing Constructive Feedback Intention to help, not control/manipulate Keep it job-related; don t make it personal Focus on specific behaviors (avoid generalities) and impacts Anchor discussion in goals, standards, and expectations Stick to the facts Timely delivery

27 Process for Delivering Feedback: Identify the specific result or behavior that needs to change Describe the negative impact of the result or behavior Ask the employee what they think is causing the problem Practice active listening by using paraphrasing to convey your understanding of what the employee is saying Ask the employee what they think might work to improve the situation Evaluate solutions and reach agreement upon the best approach Strive for understanding, not necessarily agreement Agree upon next steps, including a timeline for action and follow up

28 Top Ten List for Effectiveness 1. PREPARE for the meeting 2. COLLABORATE with your employee to develop meaningful and measurable (SMART) goals 3. LISTEN and create a safe space for your employee be their ally not their critic 4. DEVELOP your team ask yourself: How can I get excellent performance out of my team members while helping them grow? 5. HARNESS the strengths and interests of your employees 6. DOCUMENT the accomplishments and the opportunities on a performance log throughout the year 7. NEVER let the evaluation meeting be the first or only time you praise or provide feedback to your employees 8. ENCOURAGE employee-generated solutions be transparent about the current challenges and goals of your department and ask for suggestions 9. INVITE feedback and be open to the input regarding your leadership style 10. MODEL the behaviors you wish to see from your team

29 Questions?

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