1. Performance Management, Competency Assessment,and Career Development:Keep It Simple! Lynn Summers Office of State Personnel September 7, 2006

2. Some Issues

Performance management process cumbersome and time-consuming

With addition of competency assessment for banded positions, appraisals are even more cumbersome and time-consuming

Legislatures failure to fund Comprehensive Compensation System raises question: Why bother with performance management?

Its called career banding, but not clear where the career part is

3. Agenda

Performance management model

Simplifying performance management

Relationship between performance management and competency assessment

When to do competency assessments

Improvement, development, and careers

4. Performance Management Model 5. Performance Management Work Plan Performance Appraisal U, BG, G, VG, O Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Ongoing Management of Performance Results COLA, CGRA Perf bonus Job Description A / U Mission 6. Reasons for Doing Performance Management

Meet legal requirements

Clarify expectations

Give feedback

Instigate development

Produce results

Its Management 101

7. Simplifying Performance Management 8. Managers Time Budget Ongoing Management of Performance Work Plan Performance Appraisal U, BG, G, VG, O % of time OPTIMIZE! MINIMIZE! Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Engaged in managing Engaged in PM admin and paperwork Results 9. Work Plan Key responsibilities Dimensions Complete Acme project Meet specs, w/in budget, by 11/30 Results expectations Customer service Anticipates & responds.. Support Director Director on time 80%, 2 calendar conflicts Customer service 95% sat, 24-hr resolution Behavioral expectations Teamwork Develops trust & good Communications Organizes & presents Performance Management Describe results expected and how they will be measured 1 Describe the KSAs that will be most important for successfully achieving the expected results2 Position : ABC Pay Band : XYZ Level : Journey Employee : J. Doe 10. Work Plan Performance Management ~~~ ~~~ ~~~~ ~~ ~~~ KSAs or competencies that will need to be improved or developed to meet performance expectations or to enhance employees career success 3 Signatures and dates 4 11. Work Plan Performance Management Interim Review ~~~ ~~~ ~~~~ ~~ ~~~ Supervisors comments on progress 1 Signatures and dates 2 ~~~ ~~~ ~~~~ ~~ ~~~ KSAs or competencies that will need to be improved or developed to meet performance expectations or to enhance employees career success 3 Signatures and dates 4 12. Work Plan Key responsibilities Dimensions Complete Acme project Meet specs, w/in budget, by 11/30 VG Results expectations Ratings Customer service Anticipates & responds.. G Support Director Director on time 80%, 2 calendar conflicts O Customer service 95% sat, 24-hr resolution BG Behavioral expectations Ratings Teamwork Develops trust & good VG Communications Organizes & presents O Clearly written, under budget Actual results On time 95% of appts, 1 conflict 82% sat, 10 of 120 complaints When cust called Rating Support Helped out JK when.. Composed emailPerformance Management Performance Appraisal Describe results expected and how they will be measured 1 Describe the KSAs that will be most important for successfully achieving the expected results2 Concisely describe actual results achieved and enter ratings 1 Concisely describe actual behavior observed and enter ratings 2 Position : ABC Pay Band : XYZ Level : Journey Employee : J. Doe 13. Work Plan Performance Management VG Overall Rating 3 Performance Appraisal Interim Review ~~~ ~~~ ~~~~ ~~ ~~~ Supervisors comments on performance and recommendations regarding improvement or development 4 Any significant changes in functional competency requirements or in demonstrated competency? 6 Signatures and dates 7 ~~~ ~~~ ~~~~ ~~ ~~~ Employees comments 5 ~~~ ~~~ ~~~~ ~~ ~~~ Supervisors comments on progress 1 Signatures and dates 2 ~~~ ~~~ ~~~~ ~~ ~~~ KSAs or competencies that will need to be improved or developed to meet performance expectations or to enhance employees career success 3 Signatures and dates 4 14. Simplify Work Planning

5-7 goals reflecting primary responsibilities of job

Give focus to goals based on:

• Alignment to higher goals

• Customer expectations

• Defined responsibilities

Raise level of goals from tasks to results

Publish SOPs / dos-and-donts elsewhere

Give work plan the newspaper test

15. Simplify Ongoing Management of Performance

Position PM as essence of managerial role, not an annoying add-on Management 101!

Focus day-to-day conversations around KRRs

Treat issues as problem-solving / learning opportunities with twin outcomes

• Getting the work done

• Building a collaborative learning environment

Set up meaningful performance tracking mechanisms that involve employees

16. Simplify Performance Appraisal

OK, filling out the form ispaperwork , but getting the information right is important

Have employees supply information for their KRRs, behavioral examples for their dimensions then vet the information

Be concise dont over-document

Appraisal discussion ismanagerialtask

Position discussion as quality time with employees opportunity to reflectandlook ahead

17. Relationship between Performance Management and Competency Assessment 18. Pay and Performance Job Description Work Plan Performance Appraisal U, BG, G, VG, O COLA, CGRA Ongoing Management of Performance Results Perf bonus Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Banded Class Base pay range Position Level C, J, A Competency Assessment C, J, A 19. When to Do Competency Assessments 20. When to Do Competency Assessments Competency Assessment C, J, A Job Description Work Plan Performance Appraisal U, BG, G, VG, O COLA, CGRA Ongoing Management of Performance Results Perf bonus Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Banded Class Significant change in Position Level C, J, A 3-Year Re-assessment personsdemonstrated competencies? competencies required byposition ? Base pay range 21. Improvement, Development, and Careers 22. Performance Improvement Arena Development Planning Arena Should Actual Actual Time Performance Improvement vs. Development 23. Performance Improvement Plan Improvement and Development

~~~ ~~~

~~~~ ~~~~

~~ ~~~ ~~~~

Concisely describe what needs improvement, why, and consequences 1 Signatures and dates 5 Action steps to be taken by employee to improve Target dates ~/~/~~~/~~/~~ ~~/~/~~ 2 3 ~~~ ~~~ ~~~~ Describe how successful improvement will be measured ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ 4 Resources and support to be provided 6 Follow up Development Plan 1 5 2 3 4 6 Concisely describe purpose of plan (goals to be affected, career plans to be pursued) and competencies to be developed, skills / knowledge to be acquired ~~~ ~~~ ~~~~ Development opportunities to be undertaken by employee

~~~ ~~~

~~~~ ~~~~

~/~/~~~/~~/~~ ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ Describe how successful development will be measured ~~~ ~~~ ~~~~ ~~ ~~~ ~~~~ ~~ ~~~ ~~~~ Time frames Resources and support to be provided Signatures and dates Follow up 24. Root Cause Analysis Description of problem / opportunity Work habit Knowledge Competency System Expectation Fix the system Corrective Action Likely Cause Symptoms Revise the goal Training, work-with Development Contract 25. Career Development Ongoing process in which people progress through a series of age-related stages, each involving a different set of developmental tasks, activities, and relationships Adapted from Noe, Hollenbeck, Gerhart, & Wright.Human Resource Management: Gaining a Competitive Advantage (2 nded.).Chicago: Irwin, 1997. 26. Career Stages Identify interests, skills, fit between self & work Disengagement Maintenance Establishment Exploration Develop-mental tasks Activities Relationships to other employees Approximate age range Advancement, growth, security, develop life-style Hold on to accomplish-ments, update skills Retirement planning, adjust balance between work & non-work

Helping

Learning

Following directions

Making independent contributions

Training

Policy making

Phasing out of work Apprentice Colleague Mentor Sponsor 18-30 30-45 45-60 61+ Noe, Hollenbeck, Gerhart, & Wright.Human Resource Management: Gaining a Competitive Advantage (2 nded.).Chicago: Irwin, 1997. 27. Career Planning / Management

Ongoing process in which employees

Become aware of their interests, values, strengths, and weaknesses

Obtain information about job opportunities with the organization

Identify their career goals

Establish action plans to achieve their career goals

Adapted from Noe, Hollenbeck, Gerhart, & Wright.Human Resource Management: Gaining a Competitive Advantage (2 nded.).Chicago: Irwin, 1997. 28. Career Planning Fact Finding

Learning about self

KSAs strengths andweaknesses

Interests satisfiers and dissatisfiers

Derailers career growth inhibitors

Education and work history

Learning about jobs

Key results and responsibilities

Knowledge, skills, and abilities requirements

T&E requirements

Methods Manager feedback, 360, assessment center Self-evaluation, occupational interest inventories Manager feedback, tests, 360, assessment center Documentation Methods Job description, work plans, interviews, internal job fairs Competency profiles, work plans, interviews Job description, interviews 29. Use Competency Profiles as a Resource 30. Derailers

Arrogant

Avoidant

Eccentric

Impulsive

Risk averse

Volatile

Narrow thinking

Resistant to change

Failure to meet objectives

Approval dependent

Imperceptive / reserved

Attention seeking (self-promoting)

Perfectionistic (micromanager)

Argumentative (defensive)

Adapted from Center for Creative Leadership and Development Dimensions International. 31. Career Plan

Gap analysis

Challenging experiences

• Test interests

• Build knowledge, skills, and abilities

Accumulate portfolio of marketable skills, experiences, and accomplishments

Periodic feedback and plan revision

Market attributes, not self

32. Thank you!