Performance Management Program

Employee Performance Review System

Introductions

• Name and Agency• How long worked as a

supervisor• How many employees do you

rate or review• Questions, issues, or concerns

on EPR

Agenda for Today

Managing Performance and Role of Performance Appraisal

Developing Standards Management Directive 540.7

(Amended) Writing Comments Identifying Employee Strengths and

Opportunities for Development Conducting the EPR Interview

The Big Picture

Performance Appraisal • Short term• Standards & expectations objectively identified• Performance is judged after the fact• Form emphasized• Results emphasized & measured• Housed in HR Office

Performance Managment• Long term• Standards &

expectations linked to operation objectives

• Performance is planned, motivated, and coached

• Process emphasized• Results & competencies

are essentials• Conducted by

supervisors continuously

Knowledge and Skills are present:

• Motivation

• Coaching

• Feedback / EPRs

• Discipline

• SEAP

Knowledge and Skills are not present:

• Training

• Development

• Preceptorship

• Mentorship

Managing Performance

Performance Management

• Continual process, not an isolated annual event

• Enhances performance

• Plan• Implement• Evaluate

Do

Review

Plan

Develop

Activity

Do You or Don’t You?

Purpose of EPR

• Bidding on vacancies• Interviewer review• Permanent status• Supporting documentation• EPR grievances / CS appeals• Furlough of management and most

non-represented, non-classified employees

• Opportunity to praise• Coach for improvement• Commend exceptional work• Establish and communicate

responsibilities, priorities, and accountability

• Ensure organizational effectiveness

Value of EPR

Performance Management

• What is to be done?

• How well it is to be done?

• How well was it done?

• Communication?

Position Description & Essential Job Functions

Performance Standards & Expectations

Performance Evaluation

Effective Communication

Plan

• Update Job Description

• Establish & Communicate Standards Standards

conveyed in writing

• Create / review EDP

Do

Review

Plan

Develop

New!!

Standards

▪ Are written for the satisfactory rating category and for the rating period unless specifically stated otherwise within the standard

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SMART Standards• Specific• Measurable• Achievable• Realistic• Time-bound

See EPR Factor Links

Standards

• Can be in various formats: Expectations, objectives, duties Goals, priorities, responsibilities Job duties correlated to expected results Job factors correlated with job standards

• Describe specific and measurable performance at the satisfactory level How much (quantity) How well (quality, results) By when (timeliness) At what cost (cost effectiveness)

Activity

Job Factor Links

• Job Factor Links provide expanded explanations of the various issues and behaviors that are included in assessing and measuring each job factor.

• You can access an online version of the 363L form and Links on the WPD website.

Improve Vague Standards

1. Review seven sample standards against criteria & rewrite them so that they meet the first three criteria for standards:

Achievable Measurable Observable

2. Identify which EPR factor each standard is an example of (Job Knowledge, Work Habits, etc.)

You can make up the standards… or use those you may be familiar with.

Factor Method

1. Ensure position description is current2. Review performance factors with

employee3. Develop performance standards and

expectations for each factor4. Determine under which factor each

standard/expectation falls5. Work with employee to achieve

agreement on standards and how they relate to factors

Activity

• Write down a duty• Write down three supportive

activities• Write standards for each supportive

activity• Indicate the related job factor(s)

Developing Standards

Job Factors

• Job knowledge / skills• Work results• Communications• Initiative / problem solving• Interpersonal relations / EEO• Work habits• Supervision / management

Weighting Standards & Factors

• Discuss with employee• Write weight/value on form• Percentage = value to whole job• Refer to weights during progress

review• Document weighting rationale in

written comments

Implement

• Observe• Coach & Mentor• Informal feedback Do

Review

Plan

Develop

Tracking Standards & Performance

• Spot check• Employee keeps

log/record• Activities file

(supervisor)• Activities reports• By complaint

Informal Review – Formal Results

“Good job, Fran. You completed the monthly status report ahead of deadline – it is accurate and thorough.

“One improvement would be to include the interim program expense data. The archive folder has examples of how this was presented in the past, and you can get the data from the procurement bureau… here is the name and phone number of our point of contact.

“ Do you have any questions or comments about the report?”

POSITIVE

SPECIFIC

CLEAR

Activity

  MANAGEMENT DIRECTIVE Commonwealth of Pennsylvania

Governor's Office Subject: 

Performance Management Program Number: 

540.7 AmendedDate:  

May 2, 2011 By Direction of:  

Kelly Powell Logan, Secretary of Administration

 This directive establishes policy, responsibilities, and procedures for the Performance Management Program for all commonwealth employees.

Evaluate

• Formal Feedback Progress Review Annual Reviews Interim Reviews Probationary

Reviews• 363L Primary

Evaluative Tool• Review Job

Description & EDP

Do

Review

Plan

Develop

Types of Formal Reviews

• Annual• Progress Review

Semi-Probationary Review (3 mo) Semi-Annual Review (6 mo) Also called Mid-Period

• Interim• Probationary

New Hire Promotion

Interim Reviews

Should be prepared during the rating cycle if:• Employee's rater changes• Employee transfers or is promoted• Job significantly changes, resulting in new

standards but not a change in classification• Employee is assigned to work out of classification

for an extended period of time• For other appropriate reasons as determined by

the rater

Interim Reviews

Must be prepared during the rating cycle if disciplinary action is initiated due to continued unsatisfactory performance (not be the official notification of the adverse action)

 Consider interim when completing annual or probationary rating

For non-civil service and non-union represented or SMS employees, an interim review should be completed approximately six months following appointment, transfer, or promotion into the position

Probationary Review

• Assess the employee’s fitness for continuation in the position

• Permanent Civil Service status granted only after a satisfactory probationary EPR is submitted to HR: “Your services as a(n) (job title) have been

satisfactory. I recommend that you attain regular civil service status.”

Due to HR by last day of probationary period• If not timely or properly completed, employee’s

personnel record will reflect probationary civil service status (not automatic flip to regular status) for 18 mos., then regular status is granted

Hypothetical EPR Timeline

• Evaluation as part of the annual FY EPR cycle• Period begins on the employee’s start date

(Oct. 15)• Close-out is June 30• Probationary review April 15• Interim (change of rater) on May 3

Start Date:

Oct 15

End of Prob:

April 15

Semi - Prob: Jan 15

Interim: May 3 –

Rater

Annual: Jun 30

Other Considerations

• Employee refuses to sign EPR …

• No electronic signatures on official EPR

• Employees may write rebuttals, offer documentation

• Employees are afforded 5-days to sign, submit comments

EPR Grievances / CS Appeals

EPR may be grieved if:• Supervisor who completed EPR wasn’t

familiar with employee’s job performance (or rater was not available)

• Process was improper or incorrect• EPR used to implement discipline• EPR used to notify employee of future

discipline• Employee alleges discrimination in rating

Writing Comments

• Support level of the rating• Consistent with level of the rating• Define problem areas for

development• Provide guidance for improvement• Include job-related recognitions• Substantive

All Ratings Require Comments

• Outstanding• Commendable• Satisfactory• Needs Improvement• Unsatisfactory

Performance Improvement Plan is: Encouraged if any factor is rated at Needs Improvement or

Unsatisfactory Mandatory if overall rating is Needs Improvement or

Unsatisfactory

Writing Comments … ???

• Since the last evaluation, he has reached rock bottom and started to dig.

• His men would follow him anywhere, but only out of morbid curiosity.

• This employee is really not so much of a has-been, but more of a definite won’t be.

• Takes him 1 ½ hours to watch 60 Minutes.• This employee should go far – and the sooner

he starts, the better.• Wheel is turning but the hamster is dead.• If brains were taxed, he’d get a rebate.

Writing Comments

Attitude = • Vague• Emotional• Subjective

Behavior =• Specific• Observable• Objective

Activity

Indicate whether each statement describes an Attitude (A) or a Behavior (B)

Hint: Four B, Six A

Attitudinal: 1, 5, 6, 7, 8, 9

Writing Comments & Feedback

• Clear and concise• Elements for substantial comments:

1. Select job activity2. Indicate the degree3. Describe the conditions4. Suggest an influential factor5. Give an example6. Point out trends7. Show consequences, results, outcomes

Identifying Employee Strengths

• Identify positive qualities, attributes, behaviors, knowledge, and skills

• Recognize/commend proficiency• Maximize contribution to organization by

involving employee in assignments requiring those abilities

• Identify potential mentors • Seek input from employee, reviewing

officer, and others who work with/for employee

Develop

• Build on strengths• ID areas for

improvment• Learning need 1st• Developmental

opportunities to fulfill need

Do

Review

Plan

Develop

Opportunities for Development

• Identify job factors that were rated below “satisfactory.” What problem existed?

• Identify job factors rated at “satisfactory” or above; why was the rating not higher?

• What knowledge, skills, ability are needed by employee at the next level up?

Opportunities for Development

Consider: Mandatory

training requirements

Improving current job performance

Preparation for future job assignments

Enriching the work experience

Learning Need

The employee needs to learn (knowledge, skill) to (level, amount) for (special or specific criteria, circumstances, or duties).

The employee needs to learn Access software to an intermediate level for use on quarterly database reports.

The employee needs to learn how to develop a lesson plan for a one-day workshop for groups of 15-20 participants.

Developmental Options

• Direct Reading• Problem-solving• Off-site Assignments• Preceptorship• Meetings• Delegation• Mentoring

• Job Enrichment• Rotational Assignments• On-The-Job Training• In-service Training• Out Service Training• Self-instructional training

Activity

• Prepare an Employee Development Plan for the specific employee scenario for your group

• Determine the learning needs and then

complete the rest of the employee development plan worksheet

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Preparing an Employee Development Plan

Continuous Learning

• Meet with employee after developmental option has been completed

• Give employee opportunity to use what they have learned

• Give rewards for learning and using new knowledge and skills

The EPR Interview

• Preparation is the key • Conducting the interview• Opportunities—reward, improve, plan• Occurs twice a year but a continuous

process• Begins and ends with 2-way

communication between supervisor and employee

Activity

• Count off by 3’s to form three groups

• On a flipchart, each group lists items that have been successful for them for one of the three phases of the effective EPR interview:1. Preparation2. Appraisal Meeting3. Follow Through

Effective EPR Interview

Video

Continuous Performance Appraisal: Coaching is the Key

1. Preparation

2. Appraisal Meeting

3. Follow Through

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What was different between your exercise discussions and what you learned in the video?

Questions….

and review of issues or concerns…

EPR Contact

OA Workforce Planning & Development

Performance Management

717.787.3813 or www.oa.state.pa.us