Performance Management Process (PMP) A comprehensive approach to managing effective performance

Training Agenda and ObjectivesOverviewGoal-Setting Assessing PerformanceDelivering FeedbackCreating an Individual Development PlanTalent DiscussionClose

Effective Performance Management

A comprehensive process maximizing engagement, development, and performance of all employees in the employment lifecycle by:

Proactively focusing on employee development, talent and succession management

Aligning employee work to department goals and objectives (line of sight), defining and communicating performance expectations regularly

Linking performance to compensation, recognition, and rewards

Remaining flexible, efficient, measurable, fair, and transparent

University Mission Unit Values and Goals Department Goals Individual GoalsComponents of Cornells PMP

PMP Tools:Performance Dialogue (PD) Individual Goal Alignment worksheetIndividual Development Plan (IDP)PMP Instruction SheetSupervisor e-mail requesting feedbackPerformance Dialogue Definitions pageRating Scale and Definitions formPerformance Level Matrix (Skills for Success)Talent Management Matrix

University Mission Unit Values and Goals Department Goals Individual GoalsComponents of Cornells PMP

Developing GoalsSMART Goal Model

SpecificMeasureableAccountableRealisticTime-bound

Goal Template

FY10 Goal2.5One university Performance Management Process (PMP) where all administration staff are using the same processes, tools, and language.ObjectiveFinish revisions to the first pilot Performance Management Process (PMP) and roll out the PMP model, performance management tool, and training to a larger campus audience.AccountableKathy Burkgren Actions/TacticsDevelop a PMP timeline by Nov 1, 2009 to deliver PM:Redesign tools and process based on input from pilot groups by 11.30.09Present and get input at HR Council by 1.10.09Determine dates HR Directors desire to deliver training to unitsFor those rolling out the process in spring 2010, train groups by Feb 15DeliverableFebruary 10: Three units rolling out new PMP are trained in how to use the new forms, align goals, assess performance, give feedback, write IDPs, and develop an understanding of talent discussions.December 10: Majority of Administrative staff trained

Goal Template

FY10 GoalCoordination Support for University OD/OE InitiativesObjectiveEnable OD/OE team to deliver services to campus in a timely and seamless mannerAccountableAdministrative AssistantActions/TacticsCalendars are accurateMeetings scheduled in a timely manner, within 24 48 hoursDemonstration of confidentialityStaffs expectations are met in terms of meeting setup and coordinationMaintain office supplies and equipment

DeliverableCalendars include travel time and are not double bookedMeeting coordination is set up within 24-48 hoursConfidentiality is never breachedEquipment is in working order (printers/copiers have ink) and supplies are stocked

Goal Alignment ActivityDevelop one of your own work goals

Make sure it follows the SMART goal model

Tie the goal back to department and unit goals

Share your goal with a partner

Components of Cornells PMP

University Mission Unit Values and Goals Department Goals Individual Goals

Criteria for Performance Ratings

Performance Rating12345Comments:

Isabella is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Isabella looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Isabellas supervisor thinks she has great potential.

Performance Rating12345Comments:

Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Marks performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do.

Generalizations vs. BehaviorsAttitude. Jose has a positive attitude. Others really enjoy working with him. He always accepts new assignments even things that are not included on his job description. He is a real pleasure to have on my team.

Jose always demonstrates a positive attitude which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.

Assessment ActivityComplete your PD:

Rate yourself on all categories of the PD using:

1) Performance Level Matrix 2) Talent Management Matrix

Note at least one thing you want to improve

Delivering FeedbackConducting a Performance Dialogue Meeting

Whats in it for you?

Modeling

Activity

Components of Cornells PMP

University Mission Unit Values and Goals Department Goals Individual Goals

The Role of Talent Discussions to Recognition and Career Development

Develop staff

Utilize low-cost, no-cost ideas

Components of Cornells PMP

University Mission Unit Values and Goals Department Goals Individual Goals

Career Development and the role of the Individual Development Plan (IDP)

Use your PD to help you determine what to include in your IDP

When you return from any training, have a conversation with your supervisor about what you learned

Ask your supervisor to help you develop a way to measure the effects of the training

Individual Development Plan (IDP) ActivityComplete your own IDP

Talent Discussion

What it is?

Why have talent discussions?

Talent Management MatrixPerformance

May be new in the job. May be in the wrong job/wrong manager.

Action: Give time for development or needs intervention.Valued talent, capacity for advancement after further potential has been realized.

Action: Look for opportunities for growth and new experiences.Capacity for immediate advancement. Potential for senior succession.

Action: Look for opportunities to promote. Give top level assignments. Partner with executives. Reward and recognize.May be new in job or organization. May have lost pace with the changes in the organization.

Action: Continue orientation. Give time for development. Challenge with clear expectations.Steady and dependable performers, but capable of more. May not understand changes in the organization.

Action: Challenge, allow opportunities for growth and new experiences.Capacity for immediate, one level advancement. Consider best track Individual contributor, project manager, or general manager.

Action: Look for opportunities to expand role and challenge, reward and recognize. Engage in decision making.Has reached job potential and is underperforming.Action: Manage performance, set clear improvement plan, or exit organization.Steady and dependable and have reached career potential.

Action: Engage, challenge, focus and motivate.Excellent performer; has reached career potential.

Action: Engage in training others. Challenge, reward and recognize.

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