Performance Management TrainingNew Competencies, New Perspective

Agenda

•Reiterate New Emory Competencies

•Introduce New PM Process and Tools for FY2014 •The Importance of Taking Good PM Notes

•Summary

Background

• SOM launched training in May-July of 2013 that reinforced the essential importance of PM to our core mission.

-FY2012 SOM PM Compliance was ~ 60%-FY2013 SOM PM Compliance improved to 87.5%

• Today’s training expands on the original SOM training and introduces new University-wide improvements for FY2014-Competencies – Process – Tools

• New competencies have been developed that better align with Emory’s strategy and culture-In response to 2011 EU Performance Management Audit

• Tools have been created based on these competencies

Benefits and Features of New PM Approach

Structured form and process

Evaluation standards that focus on behavior

Reinforces relevant behavior – for job and organization

Training to reduce errors and facilitate development

• Greater rater consistency

• More accurate evaluation

• Easier to provide feedback

• Helps employees develop and improve

• Reduced evaluation time

Key Features Key Benefits

Old vs. New PM Process and Tools

Old Process/Tools New Process/ToolsCompetencies – no definitions; some examples

Detailed definitions with examples at multiple performance levels and organization levels

Word document Online PeopleSoft toolNo support tools Performance Logs, Tables

with behavior examples for each Competency

Little consistency across campus

Core competencies apply to all of Emory. Training, definitions and examples will help improve consistency.

Inconsistent feedback Behavioral examples will help improve consistency in feedback

What Is a Competency?

• A collection of related and important knowledge, skills, and/or abilities

• Are necessary for success in a position and organization

• Expressed in behavioral terms (directly observable)

• Help define “how” employees are expected to succeed

• Help demonstrate that performance is “multi-dimensional”

Example of a Competency

Problem Solving•Considers multiple sides of an issue. •Makes informed decisions. •Recognizes issues and determines actions needed. •Not discouraged by ambiguity. •Open to new ideas. •Adjusts approach to achieve results.

CORE:1.Building Trust2.Delivering Results3.Collaboration4.Communication5.Problem Solving6.Taking Initiative7.Functional Knowledge/Skills

OPTIONAL:1. Service to Others/Customer Service

New EU Competencies for FY2014

Behavioral Examples

• What they are:• Example behaviors for a given competency• Written for a specific

• Level of performance• Organization level

• What they are not:• All encompassing• A checklist• A replacement for your judgment

Remember: They are not a checklist!

Behavioral Examples- - Manager and Non-Manager

Behavioral Examples and SymmetryProblem Solving

  Non-Manager Manager

5 Far Exceeds

Breaks down problems into fundamental parts. Identifies root causes and addresses problems in ways that lead to innovative solutions.

Generates innovative, elegant solutions that are aligned with the University’s mission and vision. Sees beyond the immediate solution to potential process improvements.

4 Exceeds Exceeds Meets Expectations, fails to meet the standards listed for Exceptional.

Exceeds Meets Expectations, fails to meet the standards listed for Exceptional.

3 Meets Expectations

Considers multiple sides of an issue. Weighs consequences before making final decision.

Breaks down problems into fundamental parts. Identifies root causes and addresses problems in ways that lead to innovative solutions.

2 Needs Improvement Exceeds 1, fails to meet the standards listed for 3.

Exceeds 1, fails to meet the standards listed for 3.

1 Unacceptable

Seldom considers multiple sides of an issue; fails to consider consequences…

Seldom breaks down problems into their parts, or examines root causes. Seldom considers consequences…

Five Five Performance Performance

LevelsLevels

5. Far Exceeds Expectations5. Far Exceeds ExpectationsSuperior performance that regularly exceeds job requirements… reserved for truly outstanding performance throughout the review period.4. Exceeds Expectations4. Exceeds ExpectationsStrong performance that consistently meets and frequently exceeds job requirements.

1. Unacceptable1. UnacceptableInadequate performance that is frequently below job requirements and clearly problematic.

3. Meets Expectations3. Meets ExpectationsCapable, satisfactory performance that consistently meets and occasionally exceeds job requirements.

2. Needs Improvement2. Needs ImprovementGenerally adequate performance but needs some improvement in order to consistently meet job requirements.

Performance Levels and Definitions

Rating Scale

What is “Meeting Expectations?” •The employee consistently demonstrates capable, or satisfactory, performance. •Both what is produced and how it is produced meet Emory standards and expectations of the position. •The employee is a dependable, competent, knowledgeable individual.•This rating conveys solid, effective performance.

Remember: A “3” is not a C!!!

Exercise- - Applying Competencies and Performance Levels

• Your group will be assigned an EU Competency.

• Share an example of someone that

demonstrated that competency.-Can be meets, exceeds or far exceeds!-No names (keep generic)

• Review the behavioral examples worksheet that demonstrates what “Meets” and “Far Exceeds” looks like.

• Use your group’s example to assign a performance rating and be prepared to explain how rating was determined.

Performance Log

• Simple, helpful tool• Keep on your

desktop• 3 column table

-Date-Notes-Competency

• Makes mid and end of year evaluation much easier-Cut and paste!

People Soft- - Online form

• PeopleSoft application-Under development by University HR

• Designed to be as simple as possible!

• Evaluations -Self & Manager

Importance of Taking Good Notes

• Top reasons performance appraisal is dreaded: • paperwork • time

• Taking notes throughout the year makes process much less painful• vs. 2 weeks before appraisals are due

About notes

• Why notes throughout the year?• Are closer in time to actual event • Reduce the tendency to develop a general

impression of the employee• Provide detailed documentation, making it easier

to evaluate at end of year. • Your performance log makes this much

easier!

Notes are your observations Observation requires that you be:

Fact-based - focus on behavior/results and do not yet evaluate!

Aware – notice the obvious and subtle behaviors Inclusive – understand the complete situation

you are observing (i.e. context) Real-time oriented – focus on what you are

seeing today, right now FAIR!

Ineffective NotesIneffective NotesJudgmentsJudgments

Effective NotesEffective NotesBehaviorsBehaviors

“Provides good customer service”

“Developed new protocol for regulatory compliance -- resulted in letter of praise from head of department”

“Is an effective planner”

“Managed TPR program from start to finish -- on budget and on time”

“Works well under pressure”

“Executed large-scale ERP upgrade in conjunction w/ training 250 staff. Event received many positive reviews and staff report high satisfaction”

“Provided solid analysis”

“Analyzed and integrated pre- and post data to understand training program effectiveness and made changes that resulted in a 10% decrease in errors on the job”

Effective vs. Ineffective Notes

Behaviors vs. Judgments

Behavior? Judgment?ARE THESE BEHAVIORS OR JUDGMENTS?

X

X

X

X

X

Attended all team meetings this quarter

Is not a team player

Maintains a positive, “Can do” attitude at all times

Did not respond to previous three emails

Completed budget ahead of schedule

PM Resources

• Behavioral Examples• Rating Scale• Automated form - PeopleSoft• Performance Log

-Key tool for increasing manager effectiveness around assessing performance!

• People Soft tool will include a self-evaluation form

• Mid-Year and End-of-Year review-Managers encouraged to check in with staff at mid year

Summary• Performance Management is a continuous process, not a one-

time event

• Performance is multi-dimensional, and few are “outstanding” on everything

• Focus on behavior, take good notes, and stay objective

• The behavioral examples are not a checklist!

• A 3 is not a “C”!

• Additional Resources are available on SOM Staff Development Website at: med.emory.edu/staff

Questions?