SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company and its Sibson

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


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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


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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


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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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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


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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

Documents

SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company and its Sibson