A Boss Guide to Performance Appraisals

A Boss Guide to Performance Appraisals

Today s Presenters Scott Letourneau President NEOGOV Karen McLaughlin City Manager Manteca, California Joe Kriskovich Director of Administrative Services Manteca, California

Overview NEOGOV Reasons to implement performance appraisals Performance and Development plans City Management and HR Dashboards City of Manteca Performance appraisals and the City Core Values for the City Results from performance appraisals Q&A

POLLING QUESTION Does your jurisdiction currently conduct performance evaluations? Yes No

POLLING QUESTION 2 Of the jurisdictions with performance reviews in place, what is the percentage of completed reviews? 0% 10% 25% 50% 75% 90% 100%

HR and Public Sector Stats Across the nation, organizations are: - Not conducting performance reviews (50%) - Using a paper process (30%) - Using Excel, Word or email (15%) - Have a private sector-based system (5%) (source: 2012 NEOGOV national findings)

The Reality: Performance reviews lack manager and employee buy-in Too many forms Inefficient or confusing process No alignment to agency goals Not evaluated on correct goals/competencies Inconsistent evaluations and feedback Frequency of evaluations (annual or hire date) No analytics or visibility Evaluations not linked to rewards

Current State of the Public Sector City X in 2006 City X in 2013 Budget & Staff Reductions Hiring Freezes Increased Workload Baby Boomer Retirements Output Expected 100%+ Do More with Less Output Expected 100%+

The Solution Attack TWO areas: Employee Performance Employee Development

Employee Performance Negotiation ML3 Communication ML 4 Punctuality ML 2 Negotiation ML 2 Communication ML 2 Punctuality ML 5 Who is the best? Who has the most skills? Who is most punctual? Who is best situated to succeed? Who are the over achievers? Who are the under achievers? Who are the potential managers? Negotiation ML5 Communication ML 5 Punctuality ML 4

Employee Development Challenge What skills am I missing? Which training is designed to accelerate my learning? Where do I fit in workforce planning? Where do I fit in succession planning? What other positions am I applicable to? How can I add the most benefit to my agency?

Employee Development Performance Evaluation Negotiation ML 2 Communication ML3 Negotiation ML 3 Communication ML 4 Development Plan Goals: Read Negotiation Genius 3/1/13 Attend Negotiation Webinar Series 2 5/31/13 Attend four free webinars by Steven Covey 8/1/13

Development and Evaluation Development Plan Performance Evaluation Build & Grow One Year Measure & Track Rudder & Compass Working, living, breathing document Regularly Reviewed Goals Trainings Journals Competencies Raters Approvers

360 reviews Instead of standard top-down appraisals, employees can provide feedback on managers Allows management to improve upon additional responsibilities Allows the city to see where there may be strong / deficient managers

Legal issues to avoid Employment discrimination claims (not having documented staff evaluations) Missing performance evaluations Ambiguous, unhelpful evaluations Rating bias (halo and horn effects) Improper legal language issues on appraisals

Public sector benefits from performance management Create useful and relevant evaluations and development plans Identify and manage top / bottom employees immediately Develop training programs and curriculum Align job position to goals and expectations Create a more-engaged workforce Begin succession planning

Dashboards for City Management Provide managers a snapshot of how departments were performing as compared overall within the city Able to use data for promotion or reduction in force Able to track performance compared with similar cities (additional info at ICMA Center for Performance Management)

Annual City Council Workforce Dashboard example

The City of Manteca Population of approximately 69,815 312 full-time employees Full-service city: Police Fire Solid Waste (Refuse Collection) Wastewater Treatment Plant (Sewer) Water Distribution Parks and Recreation Maintenance (Building and Maintenance)

Challenges of Conducting Performance Evaluations for the City of Manteca Have little to no impact on the employee They are a paper job Same criteria for every employee No one wants to give bad reviews

A New Approach to Overcome Challenges Identify key competencies and values Make the evaluations job specific Simplify the process Eliminate the paperwork Make it a value-added part of every job Review periodically and make adjustments as necessary

Core Values for the City of Manteca Every employee will have these Core Values on their evaluation Additionally, values and competencies are customized by department and division

Core Values for the City of Manteca Employee Well-Being Description Maintain a safe work environment and promote safe working practices by following all safety rules and regulations Seek out and participate in the appropriate training that builds skills and enhances professional development Work to build positive working relationships with co-workers and reinforce other efforts to maintain a positive working environment for all staff Participate in activities that promote good health

Core Values for the City of Manteca Excellence Description Strive for continuous improvement Endeavor to achieve personal best Enthusiastic Support each other through teamwork Go beyond what is required by exceeding expectations

Core Values for the City of Manteca Integrity Description Keep my word, do what I say I will do match words and actions Do the right thing even when it s difficult or not legally required; if it s not right, just say no Build trust through transparency - nothing to hide Accept responsibility for actions and decisions - not blame others Be sensitive to public perception and make the right decision regardless of influence

Core Values for the City of Manteca Respect Description Provide a consistent level of service regardless of circumstances Seek first to understand then to be understood - Be a good listener Acknowledge that everyone has a role to play and it is critical to our success - Go to the source Treat others as you would like to be treated

Core Values for the City of Manteca Service Description Ensuring effective and economical use of public resources Seek inputs and buy-in from customers when making decisions Committed to total customer satisfaction Provide timely service to others Build positive relationships with internal and external customers Provide fair and reliable service that inspires public trust Provide courteous, respectful and accurate services

Specific Division Examples Wastewater Plant Operators (WWPO): 1. Technical Expertise Has understanding of and demonstrated ability to properly execute IIPP-identified safe operating policies, practices and procedures 2. Technical Expertise Has knowledge and understanding of all Plant Unit Processes commensurate to SWRCB Plant Operator Certification level and/or Job Title level 3. Technical Expertise Has the ability to place into service and remove from service and operate under non-standard operating conditions all Plant Unit Processes 4. Problem Solving/Analytical Thinking Has the ability to translate basic NPDES permit water quality requirements into plant operating actions and response actions to non-conforming conditions

Specific Division Examples Wastewater Lab Technicians (WWLT): 1. Problem Solving/Analytical Thinking Understands and has the ability to interpret the NPDES permit inclusive of limitations, monitoring, regulation and reporting in order to maintain compliance 2. Technical Expertise Understands and is competent in all analytical methods and associated EPA-required quality control as well as the ability to determine, interpret, and troubleshoot any data not meeting acceptance criteria in order to maintain data integrity and quality

Specific Division Examples Fire Department Values Dedication: The act of giving of one's self with discipline and willingness to do for others and not require a return. Excellence: Distinction in all aspects, above the accepted standards. Integrity: Consistently doing the right thing regardless of audience, outcome or personal consequences. Professionalism: An individual that constantly strives to obtain the knowledge, skills and abilities in a given profession, and applies the highest set of morals, values and ethics in their daily life. Respect: A recognition of and regard professionally for the value and worth of others. It is the willingness to show consideration and appreciation with a positive attitude in a supportive manner. Teamwork The Essence of Fire Service: The ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives.

Specific Division Examples Fire Competencies: Ladder Skills: Safely carry and raise a 24-foot extension ladder within 2 minutes while maintaining safety standards Response Readiness: Don turnouts and SCBA from seat safely within 1 minute 45 seconds while maintaining safety standard Public Education: Conduct an average of two hours of Public Education per shift

Impact of Quality Performance Reviews Employees know the expectations of the job Specific jobs have specific competencies, goals and values Measureable outcomes Address areas of strength and weaknesses

The Old-School Method Prior to the PE system, we used two stand-alone programs to track the evaluations Evaluations were sent via inter-office mail The City was 75% effective in completing the evaluations Of the 75% that were complete, 50% of those were designated as Above Average

New System 100% web based All tracking and scheduling is done on-line within the system Email notification when an evaluation is due Next levels of approval notified via email 100% of evaluations received

Practical Tips for a good appraisal Consistency and Standardization Buy-in for one process Configurable and Scalable Customizable forms, rating scales, evaluation periods Usability Simple, intuitive, internet accessible Integration With existing employee data systems Reporting and Analytics

Be specific and focus on behaviors Describe the Situation, Task, Action and Result Include input from employee and colleagues Evaluate what (results) and how (competencies) Refer to your documentation to justify ratings Use facts, examples and results Components of a Good Performance Evaluation

Framing the Conversation Identify and communicate performance expectations and how employee will be assessed Agree on goals and competencies Employees will gain understanding of role and how they fit into bigger picture

Benefits of Linking Assessment to Rewards Provide rewards and recognition based on performance Merit increases Promotions Give staff an idea of mobility Special recognition Development opportunities Access to people and resources Motivate employees Help retain top performers

Needs Improvement: How to Get It through Coaching Of a person s total development 10% is derived from formal education and training 20% is derived from feedback 70% is derived from experience Where does the majority of development time and resources need to be spent? Giving feedback and providing opportunities for development

Benefits of Coaching Insight into how performance is perceived Improve understanding of strengths, weaknesses and developmental needs Identify ways to improve performance Provide opportunity to discuss and clarify developmental and training needs

Questions? 43

Thank You Karen McLaughlin, City Manager City of Manteca, California (209) 456-8000 Joe Kriskovich, Director of Administrative Services City of Manteca, California (209) 456-8000 Scott Letourneau scott@neogov.com 222. N Sepulveda Blvd. Ste 2000 El Segundo, CA 90245 (310) 426-6304 x 4