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PERFORMANCE MANAGEMENT AT
MISSOURI S&T
myPerformance Implementation for Spring 2015
Human Resources is excited to off er you new tools and resources to help you get more out of your annual performance appraisal!
The myPerformance implementation includes: Performance management training An online performance appraisal tool
2
WELCOME
Creates shared understanding between managers and employees
Can provide guidance on how to improve performance and develop skills
Provides opportunity for career guidance and planning
3
WHY PERFORMANCE APPRAISALS?
ProcessToolsTraining and support
AGENDA
Standardize forms and processes between departments to ensure fairness and consistency
Help you get the most of out of your performance appraisal through training
Ensure fulfi llment of the Board of Curator’s requirement www.umsystem.edu/ums/rules/hrm/hr500/hr501
WHY MYPERFORMANCE?
2014
• Paper- based forms
• Process varied by department
• Training and resources varied
2015
• Online performance appraisals
• Consistent process between departments
• New training and resources available6
WHAT’S CHANGING IN 2015?
NEW TOOLS & RESOURCES
Forms Process Tools Trainin
g
5 Point CategoriesOutstandingExceeds ExpectationsSuccessful Improvement Expected
Unacceptable
CalibrationTraining on the scale definitions
Reviews by 2nd level managers
Reports after appraisals are completed
Online forms instead of paper formsNew scale
Forms Processes Tool Training
Performance consistently achieves performance goals, key responsibilities, and Success Factors
Requires minimal supervision and complies with work rules and regulatory requirements
Performance consistently meets the demands placed upon the position
Reliably completes routine assignments in an accurate and timely fashion
Assumes additional responsibilities when requested or assists in extra project work
Meets the University’s high performance standards Contributes positively to the success of the work
group and organization
SCALE EXAMPLE: SUCCESSFUL
The Employee FormGGS Levels 1-10
•Fill in the blank•50% of overall score
Key Responsibilities:
The “What”
•50% of overall scoreSuccess Factors: The “How”
The Leader FormGGS Levels 11 - 15
•Fill in the blank•50% of overall score
Key ResponsibilitiesThe “What” /
Performance Goals:The “Results”
•50% of overall scoreSuccess Factors &
Leadership Competencies: The
“How”
Section 1: Key Responsibilities
• What you do in your job• Fill-in-the-blank• You and your manager will determine your top 3-7
functions before your performance appraisal• We will provide you with resources to complete
this task
Screenshot of One Key Responsibility
Section 2: Success Factors• How you do your job• Seven Success Factors have been identified as important to all employees system-
wide:1. Accountability2. Collaboration3. Communication4. Customer Focus5. Judgment6. Quality7. Time Management
• Additional Success Factors identified for leaders (as defined by ALDP)
1. Performance driven2. People centered3. Culturally competent4. Values oriented5. Integrative and strategic leader
Screenshot of One Success Factor: Accountability
Section 3: Performance Goals
• Short-term objectives specific to your work
• Set 1-5 goals to be tracked throughout the year • These will be included in the performance
appraisal ratings for 2016
• Performance goals will not be rated this year
Screenshot of One Performance Goal
Screenshot of One Development Plan
Forms Processes Tool Training
Empowers you to track your accomplishments year-round Goals Development plans Notes
Forms Processes Tool Training
Employee writes self appraisal
Manager writes
appraisal
Second level
reviews appraisal
Manager and
employee discuss
appraisal
Manager finalizes
appraisal; both sign
off
April 1st July 30th
PE
RF
OR
MA
NC
E A
PP
RA
ISA
L
PR
OC
ES
SDue May 15
• Employee writes his/her self appraisal
Due June 15
• Manager drafts appraisal for each employee
Due June 29
• Manager’s manager approves appraisal
Due July 17
• Manager discusses appraisal with employee
Due July 24
• Manager finalizes the appraisal Employee may add comments then affirms receipt of appraisal
July 30
• Manager reviews employee comments and finalizes the process
Process opens April 1
Process closes July 30
Stand up training for managers and employeesRating scale and Success FactorsHow to use myPerformancePerformance management topics
Online tutorials for managers and employees Rating scale and Success Factors How to use myPerformance
“How to” quick sheetsmyPerformance guides
Forms Processes Tool Training
QUESTIONS?
OUTSTANDING
Role Model Customer CenteredModels University Values Knowledgeable Resource Mentor, Guide and Teacher Identifies Breakthrough Concepts In Sync with the Strategic Direction of the UniversityOpenly Shares Information and ResourcesActively Promotes Cooperation, Understanding and
Teambuilding
OUTSTANDING
When compiling necessary data from several sources, Jim discovered several crucial errors in one field that had not been caught previously and saved the University a significant amount of money.
Kyle created a more efficient system for keeping web content current which accelerated updates by several days.
Kaitlyn took a procedure manual she was responsible for updating and revamped it; it was so useful that the format was used inside and outside of the University.
EXCEEDS EXPECTATIONS
Performance Consistently Exceeds Expectations in the Key Responsibility or Success Factor
Meets Challenging Professional Goals
Assumes extra responsibilities
Proactive Problem Solver
Exceptional Contributor
EXCEEDS EXPECTATIONS
Incorrect journal vouchers are typically sent back with no explanation, but recently Ben sat down with one employee and explained step-by-step how to do it correctly.
Mary has improved her speed for updating employee information in PeopleSoft by 20%.
Todd not only helped a web content owner with navigational issues, but also volunteered to redesign the site to make it look nicer.
SUCCESSFUL
Performance Consistently Meets Expectations in Key Responsibility or Success Factor
Requires Minimal Supervision Complies with RulesAccurate and On TimeAssumes Additional ResponsibilitiesMeets the University’s High Performance Standards Contributes Positively to the Success of the University
SUCCESSFUL
The disbursement vouchers that Andrew approves are charged to the appropriate accounts in a timely manner.
Abby maintains accurate and up-to-date logs of benefit activities.
Brittany adds web content that is well-written, consistent with established guidelines, and put up on time.
IMPROVEMENT EXPECTED
Performance Meets Some But Not All Expectations in Key Responsibility or Success Factor
Requires Occasional Supervisory InterventionDoes Not Consistently Complete Job Assignments
Accurately and On TimePerformance Causes Occasionally Problems
IMPROVEMENT EXPECTED
Dave has sent 5 of 10 weekly updates of financial information late, which causes problems for other team members.
Bill has given incorrect information to 3 of 15 employees who had questions about MyChoice plans.
Twenty percent of Rachel’s work has had to be reassigned to a coworker because the text that she writes for web content lacks clarity.
UNACCEPTABLE
Performance Does not meet Key Responsibility or Success Factor
Often requires supervisionDoes not consistently complete job assignments accurately or on time
Performance or behavior often causes problems
UNACCEPTABLE
When preparing financial reports, Jared continues to follow an incorrect format even after being reminded about the correct format twice.
Four employees have complained that Kim appeared frustrated and treated them with disrespect while explaining their benefits.
Megan regularly forgets to check that the appropriate security measures are implemented with web content, which has resulted in confidential information getting publicized twice.