Performance ManagementPerformance Management

TrainingTraining

Learning ObjectivesLearning Objectives

•Understand the Performance Management Process and how it works.

•Become familiar with the tools.

•Using the webpage.

•Understand the Performance Management Process and how it works.

•Become familiar with the tools.

•Using the webpage.

AUPE Alternate Career Progress

AUPE Alternate Career Progress

•3.0% for all employees*

•Up to an additional 1.5% based on Performance Evaluations*

•Employees at max for at least one year; increase provided as monthly lump sum installments

•2 year trial period

•3.0% for all employees*

•Up to an additional 1.5% based on Performance Evaluations*

•Employees at max for at least one year; increase provided as monthly lump sum installments

•2 year trial period Rating Score Between 2.00-2.25 = 0.5%Rating Score Between 2.26 – 3.25 = 1.00%Rating Score Greater than 3.25 = 1.5%

“GAP”“GAP”Actual Performance

(Where you are)

Optimal Performance(Where you want to

be)

Performance Plan

What are the benefits?What are the benefits?

•For you?

•For Employees?

•For you?

•For Employees?

BenefitsBenefitsEmployee Supervisors Dept/Organization

Clear sense of what you are to do and why you’re doing it

Capitalize on your strengths

Know what you need to do differently

Understand how you contribute to the department and organization

Recognition and appreciation of your contributions

More engaged in what you do

Are possibly happier at work

Further your career interests

Increased job satisfaction

Clearly defined expectations

Focus on future goals and development

Greater communication

Better employee relations

Awareness of employee career interests and strengths

Determine progression to roles that better utilize skills

Enhanced effort in quality and productivity

Less absenteeism

Have a more unified team

Less costly turnovers

Improved leadership skills

Know what kind of help your employees need from you

Good grasp of workloads

Historical record and comparisons

Better knowledge of talent pool

Coaching, Training, & Development needs

Succession planning

HR planning to achieve University’s strategic goals as they evolve.

Adapt more quickly and easily to change

A more engaged and focused work force

A fair way to link performance to rewards.

Retain top performers

Greater department morale and community spirit

Learn more about the effectiveness of our selection procedures.

Administer fair incentives

Employee Evaluation Tools

Employee Evaluation Tools

Performance FactorsPerformance FactorsRecommendation and Recommendation and

PlansPlans

Annual Statement of Annual Statement of Achievements and Achievements and

ResultsResults

Annual Statement of Achievements and

Results

Annual Statement of Achievements and

Results

•List the WORK

•Describe RESULTS

•Concrete EXAMPLES

•Avoid unsubstantiated Statements or opinions

•List the WORK

•Describe RESULTS

•Concrete EXAMPLES

•Avoid unsubstantiated Statements or opinions

Examples (A-1)Examples (A-1)

Training (50 Hrs)

Emily delivered 23 workshops, with just over 200 participants. The pre and post testing scores from this year’s participants showed an increase in the retention of the material presented by Emily (last year 54% retention-this year 65% retention) her increased knowledge and confidence have enabled her to more efficiently deliver her training sessions on file systems, records retention, transferring records to Records Management and retrieving records from storage. Emily has exceeded the expectations

Annual and month end reports12-15 days/yr

Kate has kept a close eye on monthly readings to ensure accuracy for monthly billings and the annual report. Although all reporting procedures have been completed accurately and independently only 8 of the 12 were on time. Kate is concerned about the missed deadlines and has agreed to a solution (see perf. plan) that will help her to meet the time expectations.

Transport UH & UCA waste to compactor at SU

Tanner was able to meet the daily waste removal requirements. He made sure that the transportation runs between all 15 stations were according to schedule and collection areas were left clean and in order15%

Discussion Points (A-2)Discussion Points (A-2)

•Be prepared

•Organize thoughts

•Collaboration

•Be prepared

•Organize thoughts

•Collaboration

Examples (A-2)Examples (A-2)

This past year has been exceptionally good for Janet as far as reconciliation procedures are concerned. She has a very good understanding of her responsibilities and has successfully completed her first year-end without assistance. However, she has had a few issues regarding compliance with the cataloging of materials.

Kathy has tremendous energy and enthusiasm which has energized the department. Her handling of the OSA project in particular was very effective and impressive. She has also been able to deal with all requests for data in a cooperative and timely way.

As the department has taken on four major projects, responsibilities have increased for managers and staff in addition to their regular duties. To help minimize workflow interruptions, I would rather that Rudy keeps the length of socializing with dept employees to a reasonable minimum.

Performance Factors

Performance Factors

•Measures behaviors and actions: “HOW “ the work is done.

•Performance Factors:1.Quality and Quantity2.Attitude and Reliability3.Working Relations4.Communication5.Knowledge and

Versatility6.Planning and Initiative7.Judgment and Problem

Solving8.Supervision and

Leadership

•Measures behaviors and actions: “HOW “ the work is done.

•Performance Factors:1.Quality and Quantity2.Attitude and Reliability3.Working Relations4.Communication5.Knowledge and

Versatility6.Planning and Initiative7.Judgment and Problem

Solving8.Supervision and

Leadership

Gary completes his schedule of assigned cleaning tasks to the required standards every shift. Given the high amount of traffic and use in the common areas this isn’t always easy to do.

Gary completes his schedule of assigned cleaning tasks to the required standards every shift. Given the high amount of traffic and use in the common areas this isn’t always easy to do.

Alexis has a good grasp of her serials binding, receiving, basic map cataloguing, and general services desk responsibilities. After receiving some initial training sessions in monograph cataloguing in May she has begun to learn/develop those skills. I am confident she will make good progress over the coming year as her experience increases.

Gary completes his schedule of assigned cleaning tasks to the required standards every shift. Given the high amount of traffic and use in the common areas this isn’t always easy to do.Alexis has a good grasp of her serials binding, receiving, basic map cataloguing, and general services desk responsibilities. After receiving some initial training sessions in monograph cataloguing in May she has begun to learn/develop those skills. I am confident she will make good progress over the coming year as her experience increases.Josh ends each day by reviewing what he needs to accomplish in the next. He always gets right to work, time is seldom wasted fixing problems as he does things right the first time (eg LAR event program and agenda, Basal document plan, dept retreat materials, etc.) He has good intuition on what’s needed for different meetings or presentations, whether it’s certain equipment or background information. Paper and duplicating costs in the main office have been positively affected with Josh’s “no wasting paper” rule.

I complete all of my assigned tasks, and I am committed to the quality of my work. I have never missed a deadline and there have never been any problems with quality I have a good grasp of serials binding, receiving, basic map cataloguing, and general services desk responsibilities. After my initial training sessions in monograph cataloguing in May I have started to learn and develop those skills. I know that there are still things that I don’t know how to do but I am working on them.Josh ends each day by reviewing what he needs to accomplish in the next. He always gets right to work, time is seldom wasted fixing problems as he does things right the first time (eg LAR event program and agenda, Basal document plan, dept retreat materials, etc.) He has good intuition on what’s needed for different meetings or presentations, whether it’s certain equipment or background information. Paper and duplicating costs in the main office have been positively affected with Josh’s “no wasting paper” rule.

As noted in A-1 Samantha has accomplished a lot. Keep up the good work Samantha, as you become more familiar with the RP “stuff” I think this will be much easier.

Row is 2 (meets expectations) 2Row is 1 (needs improvement) 1Row is 3 (exceeds expectations) 3Row is 2 (meets expectations) 2

Total rating 8Total rating 8 divided by 4 rows = 2.00

Row is 2 (meets expectations) 2Row is 1 and 2 (Half Mark) 1.5Row is 3 (exceeds expectations) 3Row is 2 (meets expectations) 2

Total rating 8.5Total rating 8.5 divided by 4 rows = 2.13

Row is 2 (meets expectations) 2Row is NOT APPLICABLE --Row is 3 (exceeds expectations) 3Row is 2 (meets expectations) 2

Total rating 7Total rating 7 divided by 3 rows = 2.33

Recommendations

Recommendations

•Total Performance Factor rating.

•Variable weighting based on job relevance.

•Summarize strengths and weaknesses.

•Plan for next year.

•Weighting based on importance to position•Default weight is 3•Can create standard weightings for each “group” you have

Performance Plan

Performance Plan

•Clarify responsibilities and expectations

•Both Supervisor and Employee sign this sheet and accept as a template for upcoming year.

•Change as necessary.

•Use to for next years performance Evaluation.

Performance Evaluation Process

Performance Evaluation Process

Set a reviewdate

Review all Documentation

EE CompletesSelf Evaluation

and give to Supervisor

Supervisor completesEmployee evaluation

PerformanceReview

Meeting andPerformance

Plan

Exchange feedback

throughoutYear

Performance Management Webpage

Performance Management Webpage

•http://www.uleth.ca/hum/performancemanagement/

•http://www.uleth.ca/hum/performancemanagement/