Embed Size (px)
Citation preview
Slide 1
FastFactsFeature Presentation
June 18, 2015
To dial in, use this phone number and participant code…
Phone number: 888-651-5908 Participant code: 182500
To participate via VoIP…
You must have a sound card
You must have headphones or computer speakers
© 2015 The Johns Hopkins University. All rights reserved.
Slide 2
Today’s Topic
We’ll be taking a look at myPerformance – a new tool for managing performance at Johns Hopkins University and Medicine.
Slide 3
Today’s Presenter
Anne MooreSr. Talent Management
Consultant, TMOD
Place picture of Presenter Name
here
Slide 4
Session Segments
PresentationAnne will introduce you to the myPerformance process and online system.
During Anne’s presentation, your phone will be muted.Q&A
After the presentation, we’ll hold a Q&A session. We’ll open up the phone lines, and you’ll be able to ask questions. Anne will answer as many of your questions as time allows.
Slide 5
Contact Us
If you would like to submit a question during the presentation or if you’re having technical difficulties, you can email us at: [email protected]
Slide 6
Survey
SurveyAt the end of this FastFacts session, we’ll ask you to complete a short survey. Your honest comments will help us to enhance and improve future FastFacts sessions.
Slide 7
How To View Full Screen
Click Here
Slide 8
myPerformance Process and System Demo
Slide 9
AgendaToday’s Agenda:
Present definitions and critical performance driversExamine the case for changePresent the benefits of effective performance
managementIntroduce the myPerformance model and key
components of the processShow how SuccessFactors will support myPerformanceDemonstrate how to access and navigate the system
Slide 10
ObjectivesAfter today’s session you will be able to:
Identify the key components and timing of the myPerformance processIdentify the differences between goals, major responsibilities and development goalsAccess, navigate, and use myPerformanceAccess resources to assist you in using myPerformance
Slide 11
DefinitionsPerformance management
Ongoing cycle of goal-setting, feedback, and evaluation that optimizes an individual’s progress towards organizational goals.
Development planningProcess of establishing training goals and plans which link to individual goal attainment, career planning and possible succession planning.
Reward and recognitionFormal and informal methods of acknowledging individuals and teams who contribute to the success of the organization.
FeedbackMethod of confirming or validating appropriate behaviors or good
performance and providing clarification or correction for behaviors or performance that are not meeting expectations.
11
Slide 12
What Drives Performance?
Top Nine Drivers of Performance
Bottom Two Drivers of Performance
1. Fairness and accuracy of informal feedback
2. Risk-taking
3. Emphasis on performance strengths (in formal review)
4. Understanding of performance standards
5. Internal communication
6. Manager knowledgeable about performance
7. Opportunity to work on the things you do best
8. Feedback that helps individuals do their jobs better
9. Opportunity to work for a strong executive team
1. Frequent changes to projects
2. Emphasis on performance weaknesses (in formal review)
Nine drivers have the greatest opportunity forpositive impact on individual performance…
…While two drivers have the potential to significantly stunt individual performance…
Source: Corporate Leadership Council Performance Management Survey.
Slide 13
Effective Performance Management
Promotes two-way communication and participationProvides a mechanism for determining and establishing goals critical to the organizationProvides a consistent process for measuring and rewarding performanceFocuses on desired results and behavioral expectations to drive performance excellenceHelps identify employee development needsPromotes individual and organizational success
Slide 14
Case for Change
14
Historically Future State
Many different forms and processes used across Johns Hopkins
One consistent process
Annual performance review On-going performance management discussions
Manual performance management Online 24/7 access supported by SuccessFactors technology
Different measurements; no alignment with organizational goals
Same evaluation criteria; organizational goals can be cascaded
Performance evaluation subjective Performance evaluation based on defined goals and major responsibilities/essential job functions
No standards for leadership accountability
Defined leadership competencies with potential for 360 feedback
Slide 15
Benefits
EmployeesUnderstand how work contributes and connects to the larger work and success of the organization Prioritize work that will have the most impactAre formally and informally acknowledged for performance success and have opportunities for growth
ManagerAchieves department goals and objectivesAttracts and retains the world’s best faculty and staff Formally and informally acknowledges for performance success and identifies opportunities for growthFosters better working relationships with higher workplace satisfaction
OrganizationAchieves mission critical goals and objectivesImproves the succession management efforts
15
Slide 16
myPerformance Process and Model
16
Slide 17
myPerformance Key Components
Components Timing
Set DirectionGoal Setting, Major Responsibilities, and Development Planning Meeting – clarify and discuss performance expectations
After introductory period or ~1 month after annual review
Checkpoint Meeting(s)Update on progress towards goals and major responsibilities and obtain feedback
~6 months after hire or annual review
Annual ReviewAnnual Review Meeting – discuss outcomes for goals and major responsibilities
~12 months after hire or previous annual review
17
Slide 18
“Cascading” Goals and Objectives
Department Results
Individual Results
Work Unit Results
Results reflect the mission, vision, and goals of the university
Slide 19
Goals vs. Major Responsibilities vs. Professional Development Goals
19All goals should have SMART Components.
Slide 20
What are SMART Goals?SMART Goal Components: Specific – explicitly shows the who, what, why, when, and where details Measurable – includes an amount, number, extent, size, or frequency Attainable – complex enough to be challenging, but also realistic enough to be within reachRelevant – related or linked to the essential tasks or functions of the positionTimely (Time Bound) – tied to a deadline or targeted time of completion
20
Slide 21
myPerformance
Sample SMART Goal: Develop and improve documentation workflow process for the department within this fiscal year.
Establish and document department-specific policies and procedures related to document processing and acknowledgement by September, 20XX. Develop and launch documentation workflow process satisfaction survey to all faculty and staff by November, 20XX. Present recommendations to department faculty and staff by January, 20XX.
21
Slide 22
myPerformance
Sample Major Responsibilities Goal: Provide routine and complex administrative support to department. Handle office workflow pertaining to correspondence, calendaring, and meeting reporting.
– Answer and respond to inquiries within two business days in a polite and professional manner per established departmental guidelines.
– Ensure all new procedural guides are developed, online, and within budget within the first quarter of each year.
22
Slide 23
myPerformance
Sample Professional Development Goal: Improve communication skills
Complete two Administrative Professionals courses offered through myLearning within this fiscal year. Proposed courses:
– Common Administrative Support Tasks– Representing Your Boss
Join Toastmasters by July 20XX
23
Slide 24
Professional Development
Development goals should follow the 70, 20, 10 guideline:70% - On the job experience, stretch assignments or expanding professional networks20% - Coaching and feedback from others concerning specific task/goals or future career direction10% - Training on technical, interpersonal or leadership skills development (formal or informal)
24
Slide 25
myPerformance GoalsTwo Goal Plans:
Goal Plan - Goals + Major Responsibilities = 100%
Set goals and expectations: – Performance Goals
– Major Responsibilities (JHU only)
Development Plan – Not WeightedDevelopment Goals
Performance FormGoals automatically transfer to the Performance FormGoals can be updated on either the Goal plan or Performance Form; after being created on the Goal Plan
25
Must have at least one of each type of goal, all have SMART components.
Slide 26
Categorizing GoalsGoals must be categorized as one of four pillars within the Ten by Twenty Goals:
One University
Individual Excellence
Commitment to Our Communities
Institution Building
26
Slide 27
Categorizing Goals
27
Slide 28
CompetenciesDefined:
Those measureable behaviors, characteristics, abilities and personality traits that identify successful employees against defined roles within an organization.
Core ValuesLeadership Competencies
28
Slide 29
Core Values
29
Slide 30
JH EnterpriseLeadership Competencies
Establishing RelationshipsDeveloping TalentInspiring and Motivating OthersDemonstrating Emotional IntelligenceActing with IntegrityActing StrategicallyManaging RiskNavigating OrganizationsCommunicating EffectivelyPromoting Diversity and InclusionSetting a Strategic VisionHolding Self and Others Accountable
Slide 31
myPerformance Section WeightingsJHU Performance Form Sections
Goals and Major Responsibilities 70%
Core Values/Competencies 30%
Professional Development Goals 0%
31
Slide 32
SuccessFactorsDemonstration
Accessing SuccessFactors/myPerformance through myJHU portal - https://my.jh.edu Login and enter your JHED ID and password Click the HR icon from the left panel of options Select SuccessFactors
Slide 33
Next StepsReview myPerformance resources Develop and enter goals into the myPerformance Goal Plans
33
Slide 34
We’re going to open the phone lines now!
There will be a slight pause, and then a recorded voice will provide instructions on how to ask questions over this conference call line.
We’ll be answering questions in the order that we receive them.
We’ll also be answering the questions that were emailed to us during the presentation.
If there’s a question that we can’t answer, we’ll do some research after this session, and then email the answer to all participants.
Q&A
Slide 35
Thank You!
Thank you for participating!We would love to hear from you.
Are there certain topics that you would like us to cover in future FastFacts sessions?Would you like to be a FastFacts presenter?Please email us at: [email protected]
Slide 36
Survey
Before we close, please take the time to complete a short survey.Your feedback will help us as we plan future FastFacts sessions.Click this link to access the survey… http://connect.johnshopkins.edu/fastfactssurvey/
Thanks again!
