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Performance Management Overview

Performance Management Overview. Performance Management Agenda. Objectives Current and future environment What we’ve done to create future environment New performance management framework Automation support Personnel Reform integration Training Support.

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Performance Management Overview

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  1. Performance ManagementOverview

  2. Performance Management Agenda • Objectives • Current and future environment • What we’ve done to create future environment • New performance management framework • Automation support • Personnel Reform integration • Training Support

  3. Performance ManagementObjectives • Promote a two-way system of communication between supervisors and employees • Clarify expectations • Regular and transparent feedback • Continuous coaching • Align employee behavior with agency values, goals, strategies • Help distinguish exceptional individuals that contribute to organizational success • Integrate administrative decision making with succession planning, promotions, and performance pay • Promote personal growth and career advancement by helping employees acquire the desired competencies, knowledge, skills, and abilities

  4. Performance Management Current Environment • Not all employees participate in a performance management process • Current evaluation form is complex, cumbersome, and time consuming • No automation support • No integration of performance appraisal with other management decision systems (promotion, discipline, compensation) • No statewide employee training

  5. Performance ManagementFuture Environment • Most employees participate in a performance management process • Simple, easy to use evaluation form • Full automation support • Integration of performance appraisal with other management decision systems (promotion, discipline, compensation) • Statewide employee training

  6. Performance ManagementSteps to Design New System • Reviewed other employers; private and public sector • Examined Best Practice Research; Society for Human Resource Management – best practices from academic and practitioner experience • Key Findings: • Rating Scale: 3 or 5 ratings (3 most common) • Competencies • Pre-defined Standards • Process: Supervisor/Employee discussions before, during, and after evaluation period

  7. Performance ManagementSteps to Design New System • Created 17 baseline competencies and associated standards • Formed agency workgroup • ASRS, AHCCCS, DJC, DEQ, ADC, DES, DOR, ADOT, DHS, ADE, FTF • Reviewed and modified baseline competencies and standards • Results • Added 4 new competencies • Deleted 1 competency • Modified 9 standards • Final agreement on competency pool

  8. Performance ManagementFramework • Statewide competencies • Three for all employees • One additional for managers • Agency competencies • Three for all employees • Selected from competency pool of 16 • Agency wide, Division wide, job wide • Employee specific results • One required competency • Two optional performance period results

  9. Performance ManagementCompetencies • Statewide competencies • Customer Service • Accountability • Teamwork and Cooperation • Leadership and Supervision (required for supervisors) • Agency competencies • Creativity and Innovation • Initiative • Transformers of Government • Problem Solving • Communication • Conflict Management • Professional Ethics • Technical/Functional Expertise • Flexibility • Negotiation and Influence • Professional Development • Project Management • Team Leadership • Sharing Knowledge and Expertise • Safety Awareness • Correctional Security and Safety

  10. Performance ManagementCompetency - Standards Example

  11. Performance ManagementEmployee Specific Results • Results Orientation competency • Mandatory for each employee • Provides flexibility for defining results • Performance Period Results • Specific, measurable, time targeted • Two for each employee

  12. Performance ManagementRating Scale • 3-point rating scale • Exceeds expectations • Meets expectations • Needs improvement • Easy to use, quick decision making, defensible • Equal weighting across all competencies

  13. Performance ManagementEvaluation Process • Phase 1: • Employee Self-Assessment without grade • Manager’s Evaluation of Employee’s Performance • Phase 2: • 360 feedback

  14. Performance ManagementEvaluation Cycle • Cycle 1: January 1, 2013 - June 30, 2013 • Cycle 2: July 1, 2013 – March 31, 2014 • Cycle 3: April 1 – March 31 thereafter

  15. Performance ManagementAutomated Solution • New HRIS application – Performance Management • YES access • On-line planner and evaluation • Efficient method for building a plan and evaluating results • Employee and position data “pre-filled” • Radio buttons for selecting rating • Automated notes • Final calculations built in • Appropriate record keeping – “system of record” • Paperless process flow – routing through email

  16. Performance ManagementIntegration • New classification system • Job descriptions include competencies • New hires • Posting include competencies • Positions “tagged” with evaluation competencies • Compensation • Merit increases tied to performance • Promotions • Review Discipline/Dismissals • RIFs tied to performance (100%) • Suspensions >80hrs, Demotions and Dismissals

  17. Performance ManagementTraining • Supervisors and managers • Three classroom courses • Performance planning • Performance Conversations • Performance Evaluations • Four Webinars • Conducting performance conversations • Performance documentation made easy • Writing about and rating employee performance • Engaging employees in the performance evaluation process • HRIS Performance Management for Managers CBT • Employees • Performance Management overview CBT • HRIS Performance Management for Employees CBT

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