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Division of Facilities Services
Why are we changing? Why are we changing?
Future leaders of Cornell saw significant room for gimprovement across campusCUFA goal to implement new PMP
Current process is supervisor - employee centricLack of focus on development in some areaspNeed to begin succession planning efforts to plan for the futureInconsistent performance ratingsInconsistent performance ratingsEmployees don’t always know where they stand in terms of performance
Components of PMPLeading Cornell Model
TrainingTrain supervisors and employees
PlanningEstablish unit strategy & goalsAlign goals of employee & unit
Determine performance level criteria
CareerDevelopment
Create Individual Development Plan (IDP)Utilize rotations and on-campus and
University MissionU it V l d G lUtilize rotations and on campus and
off-campus training Unit Values and GoalsDepartment GoalsIndividual Goals
AssessmentAnnual PD
On-going feedbackT l t Di i
RecognitionCorrelate SIP and performance
Correlate promotions and bonuses Talent DiscussionCorrelate promotions and bonusesUtilize low-cost, no-cost ideas
PlanningEstablish unit strategy & goalsgy gAlign goals of Employee & unit
Determine performance level criteria
Criteria for Performance RatingsFY09 Rating Criteria
• Fails to achieve expectationsC ti f l t b tli d d it d1 • Corrective performance plan must be outlined and monitored
• If no improvement, termination must be initiated1• Needs improvement to fully achieve expectations• Fails to meet one or more of the significant position requirements2 Fails to meet one or more of the significant position requirements• Corrective performance plan must be outlined and monitored2• Fully achieves expectations• Fulfills position requirements consistently meeting goals and expectations3 • Performance makes the expected contributions to unit goals3• Frequently exceeds expectations• Performs beyond expectations in a majority of position duties &responsibilities• Makes a significant contribution to overall achievement of unit goals4 • Makes a significant contribution to overall achievement of unit goals
• Consistent surpasses expectations• Works consistently at a superior level in most aspects• Makes an exceptional or unique contribution to unit goals5
Planningp q g PlanningEstablish unit strategy & goalsAlign goals of Employee & unit
Determine performance level criteria
Susie’s supervisor describes her as reliable and pdedicated. She does a good job. Susie meets her goals and does what is described in her SPD. Susie works well with others and is collaborative.
AssessmentAnnual PD
On-going feedbackTalent Discussion
Betty sometimes misses deadlines andBetty sometimes misses deadlines and deliverables she is asked to do. Betty and her supervisor often need to review her SPD and pperformance improvement plan to set clear goals. Betty’s performance is looking up and she is trying really hard. Betty is beginning to reach out to more people to work more collaboratively and effectively. She is dedicated to improving her performance but still has work to do.
AssessmentAnnual PD
On-going feedbackTalent Discussion
Charles is a stellar employee. Coworkers look to p yCharles as an expert and great team player. He is always willing to help others. Charles looks for new ways to do things and has great ideas about how to make things more effective and efficient. Charles consistently goes above and beyond what is expected of him. Charles’
i thi k h h t t ti lsupervisor thinks he has great potential.
AssessmentAnnual PD
On-going feedbackTalent Discussion
Criteria for Performance RatingsFY08 Rating Distribution
PlanningEstablish unit strategy & goalsEstablish unit strategy & goalsAlign goals of Employee & unit
Determine performance level criteria
Criteria for Performance RatingsFY09 Ideal Rating Distribution
PlanningEstablish unit strategy & goalsEstablish unit strategy & goalsAlign goals of Employee & unit
Determine performance level criteria
Performance Management ToolPerformance Management Tool
Developmental Dialogue as a consistentDevelopmental Dialogue as a consistent tool for all of FS
C AssessmentAnnual PD
On-going feedbackTalent Discussion
CareerDevelopment
Create Individual Development Plan (IDP)Utilize rotations and on-campus and
off-campus training
Talent DiscussionsGround Rules
Focus on the Demonstrate our Remember we areFocus on the positive organizational
valuesRemember we are
all learning together
Think creatively about
developmental Look to the future to effectively plan
for successionWhat else? p
ideas for succession
C AssessmentAnnual PD
On-going feedbackTalent Discussion
CareerDevelopment
Create Individual Development Plan (IDP)Utilize rotations and on-campus and
off-campus training
Talent DiscussionsAgenda
Option 1: (required) Each supervisor and Director determines HiPo& HiPer (4&5) employees before Talent DiscussionOption 2: (optional) Group discusses all performance ratings collaboratively
1. Team discusses HiPos and HiPers (4 & 5) employeesemployees
2. Team discusses developmental opportunities and recognition for HiPos and HiPers
3. Team discusses succession plan for positions at risk of turning over or little knowledge depth
C AssessmentAnnual PD
On-going feedbackTalent Discussion
CareerDevelopment
Create Individual Development Plan (IDP)Utilize rotations and on-campus and
off-campus training
Supervisor TrainingSupervisor Training
** Sessions offered in December **
‘Why’ and ‘how’ of the change and how it is linked to the CUFA FS and university goalsCUFA, FS, and university goalsImplementation plan, timeline, and steps taken to date including the performance ratings criteriaAgreed upon performance management toolGround rules and agenda for talent discussionsLevels of talent discussions in each departmentHow SIP award relates to performance ratingCheck in and Q&ACheck-in and Q&A Training
Train supervisors and employees
Rewards & RecognitionRewards & Recognition
Annual SIP Award
FS Rewards & RecognitiongKeystone AwardsLow Cost/No Cost
Promotions and Bonuses
R t ti l A i tRotational Assignments
Training OpportunitiesRecognition
Correlate SIP and performanceCorrelate promotions and bonuses
Utilize low-cost, no-cost ideas