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SETTING PERFORMANCE EXPECTATIONS
Manager Briefing Sessions
Fall 2010
Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company and its Sibson Consulting Division. All Rights Reserved.
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Why We Are Here
To continue the process of strengthening performance management at Northeastern by introducing effective practices in setting expectations
Provide managers with tools for setting expectations for staff and supporting professional growth and development
Demonstrate how supervisors and staff should collaborate to articulate performance expectations to ensure mutual understanding
Provide a framework for on-going feedback so that staff know how they are doing, and can adjust if needed
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Guiding Principles for Effective Performance Management
Should be an ongoing process of setting expectations, executing plans and evaluating results.
Engagement is increased when people are involved in planning the work.
How work gets accomplished is as important as what gets accomplished.
Regular, honest feedback increases understanding and positive performance.
Expectations should be explicit and mutually understood.
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The Performance Management Cycle
I.Performance Planning/
Expectation Setting
III.End of Year Evaluation
II.Ongoing
Review and Feedback
This is the focus of today’s sessionThis is the focus of today’s session
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Managers and Staff have Roles in the Process
Managers
Plan and manage staff performance
Communicate division and department goals to staff. Guide staff expectations to align with broader organizational goals
Foster a work environment that encourages active staff participation
Provide regular, clear, constructive feedback
Monitor performance throughout the year to support the formal evaluation
Devote the time and effort needed to plan and evaluate performance, and support staff
Help guide and coach staff in their professional development
Employees
Understand how their performance expectations align with division and department goals, and participate actively in setting expectations
Be open to feedback and take it to heart to improve performance and/or remain on track
Monitor their own performance compared to expectations. Seek advice and guidance as needed from their supervisor
Complete a Self Assessment and participate actively in the performance evaluation
Be open and honest about professional growth and development plans and interests
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Types of Performance Expectations
Performance expectations can address on-going job responsibilities as well as annual goals.
Assist the Director in administering the department’s policies and procedures
Job Responsibilities
Transfer existing electronic files into a new document management system no later than March 1, 2011
Annual Goals
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Job Responsibilities are Derived from the Job Description
Title: Associate Registrar
Department: Registrar’s Office
Reports to: Registrar
Supervises: Records Specialists, Graduate Studies Office Assistant and Registrar’s Office Coordinator
Date Complete/Revised: February 2009
Statement of Purpose:
Provide the staff of the Registrar’s Office with expert technical support and operational assistance in the general administration of the office. Provide technical support and accurate information to the academic community on a full range of issues and regulations.
Minimum Qualifications:
Bachelor’s degree and at least two years of experience in higher education, preferably within a Registrar’s Office. Familiarity with an administrative computing environment, PeopleSoft preferred.
Duties and Responsibilities:
Serve as liaison to the Computing & other departments. Specifically: Generate monthly reports and projects to support the needs of the office Set and oversee project deadlines in coordination with the Graduate Studies Office, the Office of
Special Academic Programs, and other administrative offices.
Etc.
ILLUSTRATIVEILLUSTRATIVE
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Annual Goals for Staff Are Derived fromthe University’s Mission and Priorities
University Missionand Priorities
Division and Department Goals
AnnualStaff Goals
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Annual Goals for an Accounts Payable Specialist
University Priority
Ensure accuracy and transparency of financial reporting
Finance Department Goal
Ensure all financial procedures are up to date and provide the accurate and current financial datafor leadership review
Accounts Payable Specialist Performance Expectations
Job Responsibility: Develop and maintain clear and efficient accounts payable procedures
Annual Goal: Review and update the Accounts Payable Procedure Manual by May 30, 2011 and ensure that revised procedures are available for use beginning on June 1, 2011
University Missionand Priorities
Division and Department Goals
AnnualStaff Goals
ILLUSTRATIVEILLUSTRATIVE
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Describing Performance Expectations
Supervisors and staff should collaborate to set expectations
1. Review job responsibilities– Discuss areas of focus in the 2010 – 2011 year– Draft clear expectations for job responsibilities – Document on the performance management form
2. Review the department’s goals to develop employee’s goals– Discuss how staff member can support department– Identify 3 – 5 specific goals – Draft clear, specific goal statements and add to performance management
form
Document expectations clearly and thoroughly. Use the SMART model to cross-check for completeness and clarity
Specific
Measurable
Achievable
Results-oriented
Time-bound
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Avoid Common Pitfalls
Pitfall:
Too many goalsLimit the number of annual goals to 3 – 5 to ensure focus on the most important results
Pitfall:
Unclear accountability
Clarify who is accountable for achieving the goal—especially important in teams or where work is highly interrelated
Pitfall:
Unclear expected results or measures
Clearly describe the qualities or measures of the expected results to reduce ambiguity
TIPS
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Discussion: Setting Expectations
20 minutes
TIME
Become familiar with Setting Expectations
Jack is an Assistant in the Events Planning Office
Review the department goals and Jack’s job responsibilities
Discuss how to set Jack’s performance expectations for job responsibilities and for annual goals
Review sample goals and responsibilities for “SMART”ness
Overview
Purpose
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Discussion: Setting Expectations for Jack
Job Title: Assistant, Events Planning
Major Job Responsibilities
1. Provide comprehensive administrative and clerical support to events staff and management
2. Assist with the coordination of on-campus events, including interaction with vendors and event participants
3. Manage supply inventory for upcoming on- and off-campus events
4. Compile event status reports for the group on a quarterly basis
5. Monitor expenditures against events budget
ILLUSTRATIONILLUSTRATION
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Discussion: Setting Expectations for Jack continued
Develop Expectations related to Job ResponsibilitiesDevelop Expectations related to Job Responsibilities
Job Responsibility Expectation
Provide comprehensive administrative and clerical support to events staff and management
Develop a process to effectively manage incoming requests from multiple staff members
Respond to e-mails and voicemails within 24 hours (with the exception of emergencies)
Assist with the coordination of on-campus events, including interaction with vendors and event participants
Maintain accurate vendor contact information, ensuring it is always up to date
Work with facilities office to ensure required rooms and materials are available for events
Ensure participants receive their invitations at least 4 weeks prior to an event
Assist as needed in person during on-campus and local events
ILLUSTRATIONILLUSTRATION
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Discussion: Setting Expectations for Jack continued
Job Responsibility Expectation
Manage supply inventory for upcoming on- and off-campus events
Maintain methodology/process for tracking available inventory
Inform appropriate staff when supplies are running low in order to replenish supplies before they are needed
Monitor supply delivery to ensure timely ordering and receipt of supplies for events
Compile event status reports for the group on a quarterly basis
Ensure data contained in reports is 100% accurate Deliver reports to the group no later than 2 weeks after each
quarter ends
Monitor expenditures against events budget
Update supervisor bi-weekly on expense activity versus budget
Alert staff when their expenses are close to the budget levels
ILLUSTRATIONILLUSTRATION
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Discussion: Setting Expectations for Jack continued
Discuss department goals
Identify ways the staff member can support themIllustrative Draft Goals
Assist in finalizing all event logistics earlier than in the past Improve accuracy and time required to generate status reports Improve clerical skills to enhance individual capabilities for providing
administrative support Assist in developing more appealing events for alumni
Illustrative Department Goals Increase efficiency in planning events Reduce cost of events Add two major fundraising dinners to current event
calendar
Illustrative Department Goals Increase efficiency in planning events Reduce cost of events Add two major fundraising dinners to current event
calendar
ILLUSTRATIONILLUSTRATION
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Are the draft goals “SMART”?
As written, are the goals…
Specific
Measurable
Achievable
Results-oriented
Time-bound
Did the goals support the Department’s goals?
Is it clear how goals will be accomplished? What resources are required?
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Discussion: Setting Expectations for Jack continued
Draft Statements are Vague These Statements are Clearer Assist in finalizing all event
logistics earlier than in the past Develop a more comprehensive process for
monitoring planning of events and alerting appropriate parties on milestone achievements or slippage. Develop and implement no later than March 1, 2011
Improve accuracy and time required to generate status reports
Improve clerical skills to enhance individual capabilities for providing administrative support
Ensure data contained in expense reports is 100% accurate
Generate and distribute monthly reports within 3 days of month end
Take an MS Office class or self-study course to build skills and capability in using the software
Assist in developing more interesting events for alumni process for event planning
Work with events staff to develop and conduct an on-line survey of alumni to determine their interest in different types of events. Analyze and present findings to Events Coordinator no later than February 15, 2011
ILLUSTRATIONILLUSTRATION
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Feedback Framework
Feedback is an essential component of a performance culture Most beneficial if on-going Intended to support staff
performance and development Applies to both positive and
constructive situations On-going feedback ensures no
surprises
Framework assists in preparing to deliver feedback effectively
Expectations Observations
AssessmentsConsequences
FEEDBACK FRAMEWORK©
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Feedback FrameworkPositive Feedback Example
“ Jack, one of your responsibilities is to manage the supply inventory for upcoming events.”
COMMENTARY
“ I’ve noticed over the last few months that the right supplies are always on hand and easily found.”
“ This is a major improvement and really shows how attentive you’ve been to this important responsibility.”
“ If you are amenable, I’d like to recognize your work at our next staff meeting.”
DIMENSION
Expectation
Observation
Assessment
Consequence
Let’s assume you are Jack’s supervisor and have some positive feedback to provide.Let’s assume you are Jack’s supervisor and have some positive feedback to provide.
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Feedback FrameworkConstructive Feedback Example
“The event status reports that you generate every month should be ready for my review by the 3rd business day after month end.”
EXAMPLE OF COMMENTARY
“The last 2 monthly reports have been several days late.”
“This is not acceptable and interferes with our department’s ability to evaluate how we are progressing.”
“It is important that the timeliness improve and you get these reports to me on time. If this doesn’t improve beginning in the next cycle, it may result in a lower performance rating than you would like.”
Expectation
DIMENSION
Observation
Assessment
Consequence
Suggested Development Plan:
[Let’s assume the timeliness issue is related to time management, rather than a lack of ability or interest]
I’d like to help you manage this process better so the reports will be on time. Let’s meet tomorrow morning to map out all the steps needed to get this done, and develop a project plan that you can follow each month. Take some time this afternoon to prepare for the meeting so we can be efficient. I’d like you to come to the meeting with a complete list of all the steps involved in getting this report generated
Suggested Development Plan:
[Let’s assume the timeliness issue is related to time management, rather than a lack of ability or interest]
I’d like to help you manage this process better so the reports will be on time. Let’s meet tomorrow morning to map out all the steps needed to get this done, and develop a project plan that you can follow each month. Take some time this afternoon to prepare for the meeting so we can be efficient. I’d like you to come to the meeting with a complete list of all the steps involved in getting this report generated
Let’s assume you are Jack’s supervisor and have to address some performance concerns. Let’s assume you are Jack’s supervisor and have to address some performance concerns.
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Next Steps and Timing
1. Manager and staff member meet to set new expectations or review existing expectations
2. Document the expectations Can use the performance appraisal form Can be a separate document
3. Expectations must be set and documented for your staff as soon as possible, but no later than December 1st to ensure mutual understanding
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A Few Final Points
Managers are responsible for guiding the expectation setting process with their staff and for supporting staff growth and development
Expectations are the foundation for effective feedback and performance evaluations
Feedback should be an on-going process
Setting expectations helps ensure alignment of work at all levels with University and department priorities