Carolyn Pi tre Wright , HR Deputy Director o f Strategic Ini t iat ives , State of Ar izona

and Marnie E. Green, CSP, IPMA-CP,

Management Educat ion Group, Inc .

Mapping Arizona’s Future with Performance Management Practices

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FOR SESSION SLIDES AND OTHER RESOURCES

TEXT STATEAZMAP TO NUMBER 963-62

For a Copy of this Presentation

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Uncov

Covered

26%

74%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Uncov

Covered

Before Reform Excluding Full Authority Peace Officers, Correctional Officers, and Adult Community Correctional Officers that will remain covered

Key Components of Personnel Reform

•  It is estimated that at the end of 4 years, over 82% of the workforce will be at will uncovered employees

Before Reform 26%

Implementation 48%

Year 1 62%

Year 2 72%

Yr 3 78%

After 4 Years 18%

Yr4 82%

After Reform

Data from Jan 25, 2012

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Key Components of Personnel Reform - Workforce

�  Guiding Principles ¡  Recruit, hire, and promote based on knowledge, skills, and

abilities after competition ¡  Compensation based on merit, performance, job value, and

market ¡  Training employees to improve performance ¡  Retain employees based on performance, correcting where

possible and separating if performance is inadequate ¡  Managing without discrimination (race, color, sex, age,

political affiliation, religious creed, etc) ¡  Protection against coercion for partisan politics

Objectives of Personnel Reform

�  Promote a two-way system of communication between supervisors and employees

÷ Clarify expectations ÷ Regular and transparent feedback ÷ Continuous coaching

�  Align employee behavior with agency values, goals, strategies

�  Help distinguish exceptional individuals that contribute to organizational success

�  Integrate administrative decision making with succession planning, promotions, and performance pay

�  Promote personal growth and career advancement by helping employees acquire the desired competencies, knowledge, skills, and abilities

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Managing Accountability and Performance

The State of Arizona’s new performance management

system

What is MAP?

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Our MAP to:

�  Simplifying performance appraisals �  Defining performance expectations �  Improving employee performance and job satisfaction �  Enhancing organizational effectiveness �  Promoting personal growth and development �  Providing opportunities for employees to increase

earning potential

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Before MAP

�  Not all employees participate in a performance management process

�  Current evaluation form is complex, cumbersome, and time consuming

�  No automation support

�  No integration of performance appraisal with other management decision systems (promotion, discipline, compensation)

�  No statewide employee training

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With MAP

�  All employees participate in a performance management process

�  Simple, easy to use evaluation form

�  Full automation support

�  Integration of performance appraisal with other management decision systems (promotion, discipline, compensation)

�  Statewide employee training

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How We Got to MAP

�  Reviewed other employers; private and public sector

�  Examined Best Practice Research; Society for Human Resource Management – best practices from academic and practitioner experience

�  Key Findings: ¡  Rating Scale: 3 or 5 ratings (3 most common) ¡  Competencies ¡  Pre-defined Standards ¡  Process: Supervisor/Employee discussions before, during, and

after evaluation period

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How We Got to MAP (continued)

�  Created 17 baseline competencies and associated standards

�  Formed agency workgroup ¡  ASRS, AHCCCS, DJC, DEQ, ADC, DES, DOR, ADOT, DHS, ADE,

FTF ¡  Reviewed and modified baseline competencies and standards

�  Results ¡  Added 4 new competencies ¡  Deleted 1 competency ¡  Modified 9 standards ¡  Final agreement on competency pool

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STATE-WIDE COMPETENCIES

AGENCY COMPETENCIES

PERFORMANCE PERIOD RESULTS

Three Components of MAP

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Competencies & Standards Defined

Performance Management Integration

�  New classification system ¡  Job descriptions include competencies

�  New hires ¡  Posting include competencies ¡  Positions “tagged” with evaluation competencies

�  Compensation ¡  Merit increases tied to performance ¡  Promotions

�  Review Discipline/Dismissals ¡  RIFs tied to performance (100%) ¡  Suspensions >80hrs, Demotions and Dismissals

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DEPLOY THE TOOL AND TRAIN OVER 6,000 SUPERVISORS AND 34,000 EMPLOYEES TO USE IT

AND USE IT WELL .

OH, AND BEGIN IMPLEMENTATION IN 30 DAYS.

Your Challenge

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Performance Management Cycle

Department Goals and Strategic Plans

Individual Performance

Planning

Feedback and

Adjustment

Performance Appraisal

Preparation

Documentation

Performance Appraisal

Discussion

Module 1 Performance Planning

Module 2 Performance Conversations

& Documentation Module 3

Performance Appraisals

MAP Training Plan

Module One

Performance Planning

Module Two

Performance Conversations

Module Three

Performance Evaluations

Two Hour Modules

Delivered via Train-the-Trainer

Each Department Responsible for Delivery

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Additional Implementation Support

Webinar Recordings for Supervisors

Computer-Based Training

Performance Management Tools

Conducting Performance Conversations Performance Documentation Made Easy Writing about and Rating Employee Performance Engaging Employees in the MAP Process

Introduction to MAP Concepts for Employees Using YES MAP Solution CBT for Employees Using YES MAP Solution CBT for Supervisors

Performance Management Handbook Performance Process Diagram Demos @ Your Desk MAP Website

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MAP Appraisal Process  

Employee Completes Self-Appraisal (Optional)

Supervisor Reviews and Considers Employee's Self-Appraisal, if any

Supervisor Rates the Employee and Sends Appraisal to Upline Manager for Approval

Upline Manager Reviews Appraisal and Either Approves or Rejects Appraisal

If Rejected, Supervisor Modifies Ratings and Resends Appraisal to Upline Manager Once Approved by Upline Manager, Supervisor Prints

Appraisal and Gives to Employee

Supervisor Meets with Employee

Using the "Agenda for a Painless Performance Appraisal Meeting"

Supervisor Finalizes Appraisal

Employee Acknowledges Finalized Appraisal

Supervisor Acknowledges Finalized Appraisal

Supervisor Creates New Planner

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Additional MAP Resources

�  Conversation Reminder Cards

�  Conversation Planners

�  Quick Reference Guides

�  Video Demonstrations o  MAP Planning Process o  MAP Performance Appraisal Process http://www.hr.state.az.us/MAP/MAP_PerformanceManagement.asp

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MAP Implementation Experiences

�  Keys to success

�  Success is dependent on a stable infrastructure (system, application, training, user readiness, support systems)

�  Customer focus is critical

�  Creativity is a requirement

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Next Steps for MAP and the State of Arizona

�  Continue to fine tune the system �  Install a web-based version of the MAP application �  Work with vendor to fine-tune the application �  Add a goal management tool �  Tweak the training model �  Assess success of the performance management system �  Celebrate success

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Join Us!

For a book signing

immediately following this session in the

SHRM Bookstore.

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Questions and Answers

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