Performanc e Managemen t Process (PMP)

A comprehensive approach to managing effective performance

Training Agenda and Objectives

Overview

Goal-Setting
Assessing Performance Delivering Feedback Creating an Individual Development Plan Talent Discussion Close

Effective Performance Management A comprehensive process maximizing

engagement, development, and performance of all employees in the employment lifecycle by:

Proactively focusing on employee development, talent and succession management Aligning employee work to department goals and objectives (line of sight), defining and communicating performance expectations regularly Linking performance to compensation, recognition, and rewards Remaining flexible, efficient, measurable, fair, and transparent

Components of Cornells PMP

Planning
Establish unit strategy & goals Align goals of employee & unit Determine performance level criteria

Career Development
Create Individual Development Plan (IDP) Utilize rotations and on-campus and off-campus training Talent Discussion (Development)

University Mission Unit Values and Goals Department Goals Individual Goals

Assessment
On-going feedback Annual PD Talent Discussion (Criteria)

Recognition
Correlate SIP and performance Correlate promotions and bonuses Utilize low-cost, no-cost ideas

PMP Tools:

Performance Dialogue (PD) Individual Goal Alignment worksheet Individual Development Plan (IDP) PMP Instruction Sheet Supervisor e-mail requesting feedback Performance Dialogue Definitions page Rating Scale and Definitions form Performance Level Matrix (Skills for Success) Talent Management Matrix

Components of Cornells PMP

Planning
Establish unit strategy & goals Align goals of employee & unit Determine performance level criteria

Career Development
Create Individual Development Plan (IDP) Utilize rotations and on-campus and off-campus training Talent Discussion (Development)

University Mission Unit Values and Goals Department Goals Individual Goals

Assessment
On-going feedback Annual PD Talent Discussion (Criteria)

Recognition
Correlate SIP and performance Correlate promotions and bonuses Utilize low-cost, no-cost ideas

Developing Goals

Planning

SMART Goal Model

Specific Measureable Accountable Realistic Time-bound

Goal Template
FY10 Goal 2.5 Objective

Planning

One university Performance Management Process (PMP) where all administration staff are using the same processes, tools, and language. Finish revisions to the first pilot Performance Management Process (PMP) and roll out the PMP model, performance management tool, and training to a larger campus audience.

Accountable Kathy Burkgren Actions/ Tactics Develop a PMP timeline by Nov 1, 2009 to deliver PM: Redesign tools and process based on input from pilot groups by 11.30.09 Present and get input at HR Council by 1.10.09 Determine dates HR Directors desire to deliver training to units For those rolling out the process in spring 2010, train groups by Feb 15 February 10: Three units rolling out new PMP are trained in how to use the new forms, align goals, assess performance, give feedback, write IDPs, and develop an understanding of talent discussions. December 10: Majority of Administrative staff trained

Deliverable

Goal Template
FY10 Goal Objective Coordination Support for University OD/OE Initiatives

Planning

Enable OD/OE team to deliver services to campus in a timely and seamless manner

Accountable Administrative Assistant Actions/ Tactics Calendars are accurate Meetings scheduled in a timely manner, within 24 48 hours Demonstration of confidentiality Staffs expectations are met in terms of meeting setup and coordination Maintain office supplies and equipment
Calendars include travel time and are not double booked Meeting coordination is set up within 24-48 hours Confidentiality is never breached Equipment is in working order (printers/copiers have ink) and supplies are stocked

Deliverable

Goal Alignment Activity

Develop one of your own work goals

Planning

Make sure it follows the SMART goal model Tie the goal back to department and unit

goals
Share your goal with a partner

Components of Cornells PMP

University Mission Unit Values and Goals Department Goals Individual Goals

Criteria for Performance Ratings

1
2

Assessment

Fails to Achieve Expectations Does not fulfill position requirements. Performance improvement plan must be developed and monitored; or termination must be initiated. Needs Improvement Fails to meet one or more of the significant position requirements. Requires improvements in areas noted. Performance improvement plan must be developed and monitored.

Fully Achieves Expectations Reliably performs position duties and responsibilities. Fulfills position requirements, established goals and expectations. Solid performance results in valuable contributions to unit goals.

4 5

Frequently Exceeds Expectations Performs beyond expectations in a majority of position duties and responsibilities. Proactively meets and predominantly exceeds position expectations making a significant contribution to the overall achievement of unit/department goals. Consistently Surpasses Expectations Works consistently at a superior level in most aspects of position; consistently exceed goals and expectations. Makes an exceptional or unique contribution to the unit/department.

Assessment Example

Performance Rating
Comments:

Isabella is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Isabella looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Isabellas supervisor thinks she has great potential.

Assessment Example

Performance Rating
Comments:

Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Marks performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do.

Generalizations vs. Behaviors

Assessment Example

Attitude. Jose has a positive attitude. Others really enjoy working with him. He always accepts new assignments even things that are not included on his job description. He is a real pleasure to have on my team. Jose always demonstrates a positive attitude which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.

Assessment Activity

Complete your PD:

Rate yourself on all categories of the PD using:

1) Performance Level Matrix 2) Talent Management Matrix

Note at least one thing you want to improve

Assessment

Delivering Feedback
Conducting a Performance Dialogue Meeting Whats in it for you? Modeling Activity
Assessment

Components of Cornells PMP

University Mission Unit Values and Goals Department Goals Individual Goals

The Role of Talent Discussions to Recognition and Career Development

Develop staff Utilize low-cost, no-cost ideas

Recognition

Components of Cornells PMP

University Mission Unit Values and Goals Department Goals Individual Goals

Career Development and the role of the Individual Development Plan (IDP)

Use your PD to help you determine what to include in your IDP

When you return from any training, have a conversation with your supervisor about what you learned Ask your supervisor to help you develop a way to measure the effects of the training
Career Development

Individual Development Plan (IDP) Activity

Complete your own IDP

Career Development

Talent Discussion
What it is?
Why have talent discussions?

Career Development and Recognition

Talent Management Matrix

May be new in the job. May be in the wrong job/wrong manager.
Action: Give time for development or needs intervention.

Valued talent, capacity for advancement after further potential has been realized.
Action: Look for opportunities for growth and new experiences.

Capacity for immediate advancement. Potential for senior succession.

Action: Look for opportunities to promote. Give top level assignments. Partner with executives. Reward and recognize. Capacity for immediate, one level advancement. Consider best track Individual contributor, project manager, or general manager. Action: Look for opportunities to expand role and challenge, reward and recognize. Engage in decision making. Excellent performer; has reached career potential. Action: Engage in training others. Challenge, reward and recognize.

Potential

May be new in job or organization. May have lost pace with the changes in the organization. Action: Continue orientation. Give time for development. Challenge with clear expectations.

Steady and dependable performers, but capable of more. May not understand changes in the organization. Action: Challenge, allow opportunities for growth and new experiences. Steady and dependable and have reached career potential. Action: Engage, challenge, focus and motivate.

Has reached job potential and is underperforming. Action: Manage performance, set clear improvement plan, or exit organization.

Performance