performance and development plan hr performance a… · on agreements made during the previous...

WVSOM Performance and Development Plan | 1

Performance and Development Plan

STRENGTH-BASED. FLEXIBLE. SIMPLE.


CONTENTS

Overview 3

Process Model 5

Performance and Development Plan Example 6

Strengths Examples 8

Do More, Do Less, Start, Stop or Change Examples 9

Performance and Development Plan 10


OVERVIEW

What is a Performance and Development Plan?Performance and Development Plans are structured discussions between employees and their supervisors that are designed to support employee success through reflection, planning, problem solving, and honest and constructive feedback. A Performance and Development Plan begins when employees reflect on significant accomplishments, key strengths and plans for the future.

Why is WVSOM using this approach?Employees and supervisors have expressed interest in a more honest, practical, forward-looking approach that would enhance performance and support positive working relationships. The performance evaluation process should support and enhance the employee’s performance and future development.

What is the value of honest, direct and regular feedback? ► Better performance and higher productivity

► Stronger teams and work groups

► Greater trust

► Greater job satisfaction

► Early alerts about performance concerns

Why do Performance and Development Plans address strengths?We do our best work and are most engaged when we are encouraged to use our individual strengths. Conversations about strengths may provide employees and supervisors with the opportunity to offer or modify responsibilities in alignment with interests and areas of mastery.

What kinds of strengths should be noted?The Strengths Examples list in this guide (see page 8) may help employees think about the strengths they bring to their roles.

How should the “Do More, Do Less, Start, Stop or Change” section be completed?We have provided examples of items that can be used to create a “Do More, Do Less, Start, Stop or Change” list, which you will find at the end of this guide (see page 9).

What if a supervisor disagrees with the key accomplishments, strengths, or plans for the future an employee has reported?

We encourage supervisors to be honest and share their perspective. A supervisor may note these disagreements in writing or invite the employee to revise his/her content based on the Career Conversation.

What if an employee disagrees with the supervisor’s comments?We understand that it can be difficult to express disagreement with a supervisor, but honest conversations make for better working relationships. If the supervisor chooses not to change the comments, the employee may document the disagreement on the Performance and Development Plan.


Why are there no ratings?Ratings can detract from meaningful conversation, and each supervisor may apply ratings differently, meaning ratings cannot be compared across supervisors. Employees and supervisors alike say that ratings are hard to determine, create unnecessary stress and often damage relationships.

Aren’t ratings required to make decisions about discipline and continued employment?Quality comments with specific details are more helpful than ratings in guiding decision making.

Aren’t ratings required to make decisions about pay increases?Pay decisions are best made based on contributions, internal equity and external market factors. Quality comments with specific details can be more helpful in assessing contributions than are ratings, which can vary depending on whether a supervisor is a “hard” or “easy” evaluator.

Should Performance and Development Plans be used to document unsatisfactory performance?A Performance and Development Plan may provide an opportunity to reiterate performance expectations or highlight concerns about the future, but supervisors are strongly advised not to delay conversations about the need for performance improvement. Addressing performance concerns as soon as they emerge and developing an improvement plan can prevent problems from escalating.

How do Performance and Development Plans work?1. Employee: completes “self-reflection” and “planning” sections of the tool template based

on agreements made during the previous performance discussion.

2. Supervisor: schedules a time for the meeting and, in preparation for the performance and development conversation, reviews employee self-reflection and plan and makes discussion notes.

3. Employee and supervisor: have conversation.

4. Supervisors: makes summary comments and signs off on the Performance and Development Plan document.

5. Employee: reviews, acknowledges receipt of supervisor’s comments and offers optionalfinal comments.

6. Employee and supervisor: use completed Career Conversation for periodic and informalCareer Conversation Check-Ins (see below).

How often should a Performance and Development Plan occur?A Performance and Development Plan should be conducted on a regular basis and documented in writing at least once a year. New employees are required to complete a Performance and Development Plan within six months of employment. PE O1 – Employees and the WVSOM Employee Handbook has additional information.

What are Career Conversation Check-Ins?Career Conversation Check-Ins are periodic, informal conversations to ensure that an employee is on track with established plans. These check-ins also can be used to identify and address any concerns the employee or supervisor might have. Employees are encouraged to lead these conversations and to be prepared with check-in questions such as:

► Am I on track based on the Career Conversation Check-Ins plan we created?

► Would you consider letting me have “quiet time” for two hours a day?

► Have you heard concerns about my work on the project committee?

► Can we discuss how I might work better with Veronica?

► Could I lead the next project team you create?

► What do I need to do to be considered for the next managerial opening?


PERFORMANCE AND DEVELOPMENT PLAN PROCESS MODEL

This process is intended to be flexible. For optimal results, an employee should drive the Performance and Development Plan process. The employee and supervisor

can determine what process works best given the employee’s goals.

EMPLOYEE completes self-reflection and planning sections.

EMPLOYEE reviews, acknowledges receipt of supervisor

comments and offers optional final

comments.

SUPERVISOR reviews and makes

notes in preparation for meeting with

employee.

EMPLOYEE AND SUPERVISOR

meet and discuss Performance and

Development Plan.

SUPERVISORS makes summary

comments and signs off.


Step 1 Employee completes self-reflection, then shares with supervisor.

EMPLOYEE’S NAME: John Dewey SUPERVISOR’S NAME: William James

EMPLOYEE’S TITLE: Trades Specialist SUPERVISOR’S TITLE: Director of Physical Plant

DEPARTMENT/UNIT: Institutional Facilities

REFLECTION PERIOD FROM: 7/1/2017 to 6/30/2018

ACKNOWLEDGING ACCOMPLISHMENTSAt least 3 of my notable accomplishments during this reflection period:

• We have struggled for months to remove floor tiles from the upper hallway in the main building. Isuggested we try a new oscillating tool that just came out, and it worked much better.

• Completed built-in shelving and finished trim for president’s new office.• Designed and built new accessible ramp for research facility.

SUPERVISOR’S RESPONSE:

Suggesting the use of the new oscillating tool has saved us hours of work and made the work much easier. You identified an important need for our job, which has made us more efficient. Your work on the research building ramp was outstanding and team members commented that you proposed several creative ideas. The president has commented to me how excellent the craftsmanship is in his new office, and he appreciates it.

HIGHLIGHTING KEY STRENGTHSAt least 3 key strengths that make me effective in my role and examples of how I have applied them:

• Ability to manage a project – We were only given six weeks for the renovation of the president’s newoffice, and only two weeks for my carpentry portion. I was able to plan and execute my part in lessthan two weeks.

• Attention to detail – I am a perfectionist when it comes to my work, so I make sure it’s right and looksgood every time.

• Helpfulness – I try to be helpful to the other facilities’ staff members when they need help withsomething.


You consistently exceed the director of physical plant’s expectations. Thank you for your attention to detail and concern with doing a project right the first time. I appreciate your willingness to help others in our department, as it sets a good example for everyone.

SETTING GOALS FOR SUCCESSAt least 3 goals I would like to work toward during the next 6-12 months:

• Shadow one of our electricians to learn more about incorporating electrical components into mycarpentry projects.

• Continue education toward journey carpenter certification.• Complete new book display for school library.


I’ve let George know that you will occasionally be shadowing him to learn electrical installation. We will continue to support your education. We are impressed with the progress you’ve made on the book display, even though it is a secondary project for you right now.

EXAMPLE: PERFORMANCE AND DEVELOPMENT PLAN

West Virginia School of Osteopathic Medicine


MAKING SMART CHANGESThe 3 things I want to Do More, Do Less, Start, Stop or Change to be even more effective in my role (focus on behaviors, practices, etc.):

• Change: our planning process. I’ve become proficient in reading architectural plans, creating carpentry plans,and generating materials and cost estimates so the planning and approval process can be expedited.

• Do less: meetings about project status. I prefer doing the actual work.

• Start: building custom furniture for special applications.


I look forward to your suggestions for improving the planning process. As we discussed, project statusmeetings are necessary, but we may be able to decrease the number. Hector has the ability to cover allour custom furniture projects, but if he is out or needs help we will have you fill in.

Step 2 Supervisor and employee meet and discuss, then supervisor makes summary responses and signs.

SUPERVISOR’S SIGNATURE: CLICK HERE TO ENTER A DATE.

If employee’s overall performance is less than satisfactory, please describe the plan of action.

John, I appreciate your exceptional work ethic, creativity and commitment to quality work. You are consistently looking for ways to improve our projects and processes, and your contributions have contributed to high-quality products during the past year. I want to support you in pursuing journey carpenter certification. Project team leadership, job shadowing and attention to integration with other trades will position you to be competitive for a higher-level role.

Step 3 Next-level supervisor reviews the evaluation, makes summary responses and signs.

NEXT-LEVEL SUPERVISOR’S SIGNATURE: CLICK HERE TO ENTER A DATE.


I agree with William’s assessment of John, and echo the idea that we want to support John in achieving journey carpenter certification. With continued development and that certification, John will be well prepared to help our institution in the future.

Step 4 Employee reviews supervisor’s response, adds optional final comments and signs.

EMPLOYEE’S SIGNATURE: CLICK HERE TO ENTER A DATE.

Employee’s final comments (optional)

EXAMPLE: PERFORMANCE AND DEVELOPMENT PLAN


A blank version of this template can be found at the end of this document.


STRENGTHS EXAMPLES

This table lists some of the strengths that might be noted in a Performance and Development Plan. We encourage employees and supervisors to be creative when considering strengths. This list serves as examples only.

ACCURACYProduces work products that are correct, factual and free of errors.

ANALYSIS Is able to make sense of information to support projects and planning.

COMMUNICATION Is able to convey information effectively through writing, presentations or speaking.

COMPASSIONDemonstrates an understanding of another person’s situation and attempts to alleviate concern or distress.

COACHING/DEVELOPING OTHERSSupports the success of others by sharing knowledge and advice and connecting them to supportive resources.

COURAGE Faces difficultly, adversity, risk or danger with confidence.

CREATIVITYUses imagination or artistic abilities to develop original content or ideas.

DECISION-MAKING Gathers necessary information, weighs alternatives and engages with others when appropriate before and after committing to a course of action.

ENVIRONMENTAL SCANNINGConstantly monitors the internal and external environment to identify trends, opportunities and threats to the institution.

FLEXIBILITYIs able and willing to shift activities, priorities and approaches based on new demands.

INITIATIVEProactively takes steps to make the organization stronger by providing ideas, developing solutions and offering suggestions for improvement.

INTEGRITY Honors commitments; maintains confidences; follows laws, policies and procedures; considers the needs of others; and does not take unfair advantage of opportunities.

INTERPERSONAL COMMUNICATIONListens well, demonstrates empathy for the other person’s perspective or situation, and is able to establish common ground in order to resolve tension or conflict.

PLANNING AND ORGANIZING Prioritizes work, manages resources and information effectively, and uses time wisely to accomplish tasks and goals.

PROBLEM-SOLVING Identifies and defines problems, considers multiple solutions, and makes considered judgments about the best approach.

RELIABILITYConsistently produces accurate, high-quality work within established deadlines.

RELATIONSHIP-BUILDINGIs able to forge mutually beneficial partnerships with others.

RESEARCHINGSystematically inquires or investigates in order to discover new knowledge or revise facts or theories.

RESULTS ORIENTATIONSets or accepts ambitious goals and consistently moves work and projects forward to completion.

STRATEGICUses data, ideas, relationships and resources to achieve goals.

SUBJECT MATTER EXPERTISEDemonstrates special knowledge of a field, process or profession.

TEACHINGEffectively conveys information in order to help others learn or understand information and concepts.

TEAMWORKWorks effectively in a team setting. Listens well, considers diverse opinions and contributes fully to the team’s success.

TENACITY Demonstrates determination and persistence.


DO MORE, DO LESS, START, STOP OR CHANGE EXAMPLES

We asked several employees what they would like to Do More, Do Less, Start, Stop or Change to be even more effective in their roles. Perhaps their ideas will inspire you to consider how you would like to complete this section of the Performance and Development Plan template.

DO MORE...

Listening. Writing projects. Deep breathing to manage my emotions.

DO LESS...

Last-minute projects. Front-line work. Work by myself. Presentation design.

START...

Learning to use survey software. Expressing my opinions. Letting co-workers know when I think they aren’t pulling their weight. Wearing headphones so I don’t get brought into side conversations.

STOP...

Saying “yes” to all requests to serve on committees. Attending so many evening events. Letting my frustration show in email responses. Believing rumors before verifying them to be true.

CHANGE...

My schedule so that I can avoid morning traffic. The way pricing agreements are made. My workload distribution so that I can focus more on research and less on project management.

This tool was designed by the Division of Human Resources at the University of Arizona and used with permission and appreciation by WVSOM.


Step 1 Employee completes self-reflection, then shares with supervisor.

EMPLOYEE’S NAME: SUPERVISOR’S NAME:

EMPLOYEE’S TITLE: SUPERVISOR’S TITLE:

DEPARTMENT/UNIT:

REFLECTION PERIOD FROM: to

ACKNOWLEDGING ACCOMPLISHMENTSAt least 3 of my notable accomplishments during this reflection period:


HIGHLIGHTING KEY STRENGTHSAt least 3 key strengths that make me effective in my role and examples of how I have applied them:


PERFORMANCE AND DEVELOPMENT PLAN



SETTING GOALS FOR SUCCESSAt least 3 goals I would like to work toward during the next 6-12 months:


MAKING SMART CHANGES3 things I want to Do More, Do Less, Start, Stop or Change to be even more effective in my role (focus on behaviors, practices, etc.):



Step 2 Supervisor and employee meet and discuss, then supervisor makes summary responses and signs.

SUPERVISOR’S SIGNATURE:


Step 3 Next-level supervisor reviews the evaluation, makes summary responses and signs.

NEXT-LEVEL SUPERVISOR’S SIGNATURE:


Step 4 Employee reviews supervisor’s response, adds optional final comments and signs.

EMPLOYEE’S SIGNATURE:

Employee’s final comments (optional)

performance and development plan hr performance a… · on agreements made during the previous...

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