Managing Performance for Success

Overview of Performance Management Process at the University

Road Map of our Session

• Overview of Performance Mgmt @ U of L– Background

• Quick Review of Performance Appraisals• Performance Management at the U of L

– Review of new U of L Performance Appraisal Tool.

Overall Objective

Implementation of a performance driven culture and compensation system @ the

U of L.

Overview of PM program @ U of L

• Performance Mgmt was an issue at the bargaining table & at the Board Level.

• Drive for performance based compensation system at the University.

• Need to develop tool(s) that support staff (and the Union) and managers will support.

• Borrowed from multiple sources.

Philosophical Approach

• Perception in popular press is that PA’s do not work.

• Balance Multiple Priorities.

• Time should be taken to do PA right!

• Working quality into the process.

Time

Ease of Use (User Acceptance)

Validity & Reliability

Do

Plan

Act

Check

Critical Success Factors

• Tool to support the awarding of appropriate performance incentive increases

• User Acceptance of performance evaluation program.

• Union Acceptance of program.• Maintainability of program in HR.• Integration of user input and previous

year review into current review.

Performance Management

• Performance management is an ongoing process but it has three major phases:

1. Setting of work standards

2. Measuring actual performance to work standards

3. Providing feedback to employees regarding performance.

Performance Appraisals

• Perhaps single most important function a manager can do in developing staff.

• Engage staff in crucial conversations• Arguably the most challenging process

a manager must do in cases of deteriorating performance…short of terminations.

• It is in the performance appraisal that the shortcoming of both a manager and an employee become evident.

Performance Appraisal Process

Why Should Performance Be Appraised?

1. Provides information for promotion and salary

decisions

2. Provides opportunity for reinforcement and/or

corrective action regarding performance

3. Provides opportunity to review career plans

1. Provides information for promotion and salary

decisions

2. Provides opportunity for reinforcement and/or

corrective action regarding performance

3. Provides opportunity to review career plans

Performance Appraisal Process

Performance Appraisal Problems

• Lack of standards; irrelevant, subjective,

unrealistic standards• Poor measures of performance• Rater errors• Poor feedback to employees e.g.. arguing• Failure to use evaluation results for decision

making

• Lack of standards; irrelevant, subjective,

unrealistic standards• Poor measures of performance• Rater errors• Poor feedback to employees e.g.. arguing• Failure to use evaluation results for decision

making

Performance Appraisal Process

-unclear standards

-halo effect

-central tendency

-leniency/strictness

-appraisal bias

-recency effect

-similar-to-me bias

-unclear standards

-halo effect

-central tendency

-leniency/strictness

-appraisal bias

-recency effect

-similar-to-me bias

Rating Scale Problems

Performance Appraisal Process

Who Should Do the Appraisal?

-immediate supervisor

-peers

-rating committees

-self

-employees/subordinates

-360-degree appraisal (all of the above)

-immediate supervisor

-peers

-rating committees

-self

-employees/subordinates

-360-degree appraisal (all of the above)

The Appraisal Interview

Types of Appraisal Interview

• performance is satisfactory; employee is

promoteable• performance is satisfactory; employee is

not promoteable• performance is unsatisfactory, but correctable

• performance is satisfactory; employee is

promoteable• performance is satisfactory; employee is

not promoteable• performance is unsatisfactory, but correctable

The Appraisal Interview

How to Conduct an Appraisal Interview

• be direct and specific• don’t get personal• encourage the person to talk• develop an action plan

• be direct and specific• don’t get personal• encourage the person to talk• develop an action plan

The Appraisal Interview

How to Handle a Defensive Employee

• recognize that defensive behaviour is normal

• never attack a person’s defenses

• postpone action

• recognize human limitations

• recognize that defensive behaviour is normal

• never attack a person’s defenses

• postpone action

• recognize human limitations

Summary of PA in Managing Performance

• central role in performance management

• quality-based appraisals:

• avoid forced distribution

• use objective performance criteria

• 360-degree feedback

• atmosphere of partnership and constructive

advice

• central role in performance management

• quality-based appraisals:

• avoid forced distribution

• use objective performance criteria

• 360-degree feedback

• atmosphere of partnership and constructive

advice

Developing Performance Objectives

• To develop measures of performance for a key duty, you need to identify the results expected from the employee in carrying out this area of responsibility.

• It is useful to think in terms of the “What” and the “How.” – The “what” are the results, outcomes,

deliverables or work produced. – The “how” involves the way in which the

work was performed and includes specific behaviors or work processes followed. The acronym SMART is often used to describe the characteristics of good performance measures.

SMART• S = Specific

– State clearly what is to be accomplished in concrete terms that can be easily observed and mutually understood.

• M = Measurable– Objectives should be quantifiable, stating exactly what the

criteria for success is, how that success will be tracked and measured, and whether the measurement tools are available.

• A = Attainable– Can the result be realistically achieved? (Is the process used

workable and within the employee’s control? Are the needed resources available? Is the time frame reasonable? Is the objective a “reachable” stretch?)

• R = Realistic– Based upon the employee’s knowledge of the job, the objective

should be linked vertically to the organization’s goals, as well as being difficult, yet feasible.

• T = Time Bound– Each objective should have a clearly defined time frame.

Developing Performance Objectives

• Studies have shown that good planning gets good results.

• Following are several alternative methods to develop performance objectives: – The supervisor and employee together

may develop the objectives; or– The supervisor and employee may

develop the objectives separately, then meet and make modifications; or,

– The supervisor develops the objectives and reviews them with the employee.

Anticipated Outcomes of New PM Tool

- More accurate measure of performance

- Consistency

- Clearer standards

- Assists with feedback

- Independent dimensions- Acceptance by employees, managers, and the

Union.

- More accurate measure of performance

- Consistency

- Clearer standards

- Assists with feedback

- Independent dimensions- Acceptance by employees, managers, and the

Union.

U of L PA Tool

• Part A (optional for employee)Intent: Measure performance based on

traitsOutcome: Measure of performance

• Part BIntent: Compare and record performanceOutcome: Record of Performance

• Part CIntent: Setting objectivesOutcome: CP increment

Timelines

• April 1 Conduct performance reviews with staff using new PA tool.

• June 1 Deans/Directors submit Part C - Performance Incentive Increase Forms to Human Resources.

•

•

• Please contact Human Resources at 2274 should you have any questions.

•• July 1 Effective date of career progress

increases.• June 18 Deans/Directors confirm performance

increment recommendations to AUPE & Exempt staff.

•

Last Words

• Prepare for Interview in Advance– Keep notes throughout the year

• Set appropriate time aside for the Interview & schedule with employee.– Encourage participation

• Review Performance with Employee– Use work examples to support

discussions• Set SMART Objectives• Follow up!

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