2008 CSPA ConferenceMastering Human ResourcesPerformance Management

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Overview Performance Management

What we will cover today– Philosophy & Strategy

– New Program Development Process

– Why Do Performance Management

– Key Components of the Plan

– New Technology – ePerformance Manager

– What’s Changed

– Getting Ready for the New Plan and New Technology

– Web Resources

– Reviewing the Timeline

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Performance ManagementPhilosophy and Strategy

Philosophy

Performance management is a process to help drive overall State and Agency goals to successful outcomes through effective goal setting, performance monitoring and measurement, and rewards for performance

Strategy

Measure employee performance based on accomplishment of goals and demonstration of competency proficiency that can impact State and Agency outcomes

Develop a consistent core Statewide performance management process, system, and tools that are “fair, simple and easy to use.

Hold managers and employees accountable for results delivered through active performance feedback, and development opportunities.

Provide managers with the skills and tools necessary to differentiate performance and allocate compensation and development rewards appropriately based on performance, budget, and other relevant factors

Educate both managers and employees on how to do effective performance management

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Beginning in 2005

– Created Nine Interagency HR Initiative Teams, including Performance Management

– Goal: determine the needs and requirements for a new performance management system for the state

– Included representatives from across the State and also led a competency design sub team that worked on the development of competencies as they relate to performance management, succession planning, workforce planning, recruiting, and other key HR functions

Process steps

– Team members surveyed employees, managers, and HR personnel as well as interviews with agency leadership

– The team used these findings, along with research into successful performance management systems, to design a new performance management system that is user-friendly, results-based, encourages employee development, and is aligned with the vision and goals of the State and its entities

– Mercer Human Resources Consulting helped the team get to the final destination for the new Performance Management Plan and The Anteo Group and SAO supported the new technology

Performance Management New Program Development

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Performance ManagementNew Components of the Plan

Former Performance Plan Current Performance Plan

Focused on job responsibilities and job description Focuses on goals and competencies

Goals based on job responsibilities Goals aligned with agency strategic objectives

Statewide responsibilities Statewide core & leadership competencies

Stand alone software•Software networked and integrated with current products•Traceable and auditable

Paper forms and filing required Web-based and “paperless”

Inconsistent process enterprise-wide Common, integrated process

3-point rating scale 5-point rating scale [differentiation]

Employee–no access to performance plan Employee access to performance plan

Employee not always involved in development of plan

Employee part of the performance planningEmployee Self-Evaluation

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Performance ManagementKeys to Successful Implementation

Top leadership support – Governor’s office Executive and leadership level support & accountability Stakeholder involvement

– Education for HR directors and staff– Process and system design– Design sessions to link business process and system

Effective project planning and project management Nine Phase 1 Agencies

– Top leadership sponsorship– Cross section of agency size– Different business functions– Different job families– Varying levels of technological resources

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Performance Management Performance Management Model

Performance Management

Model

Performance Management

Model

Rewarding Performance

Acknowledge SuccessProvide Opportunities

Rewarding Rewarding PerformancePerformance

Acknowledge SuccessProvide Opportunities

Performance Planning

Describe“successful”

performance

Performance Performance PlanningPlanning

Describe“successful”

performance

Performance Evaluation

Assessment based on agreed upon

Expectations.

Performance Performance EvaluationEvaluation

Assessment based on agreed upon

Expectations.

Coaching & Development

Do the job,achieve the goals, and get the results

Coaching & Coaching & DevelopmentDevelopment

Do the job,achieve the goals, and get the results

• Results

• Competencies

• Key tasks or activities

• Major achievements

• Development plan

• Career development

• Performance log

• Updated goals

• Mid-year or quarterly review

• Development plan

• Monetary

• Non-Monetary

• Agree on goals

• Link to state and agency goals

• Agree on responsibilities , tasks & projects

• Development plan

Performance ManagementInter-Process Linkages

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Performance ManagementBehavioral Competencies

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Performance ManagementExample – Customer Service Competency

Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service.

Unsatisfactory Performer Successful Performer Exceptional Performer

Helpful: Fails to provide assistance and information to customers or begrudgingly provides minimal service; fails to identify or solve customer service issues; does not incorporate learning from past mistakes.

Helpful: Willingly provides assistance and useful information to meet customer needs; takes appropriate actions to provide accurate information to customers; assumes ownership of customer issues and takes appropriate steps to correct problems.

Helpful: Anticipates customer needs and goes “the extra mile” to provide service; takes ownership of customer issues, actively seeks ways to improve customer service; makes useful improvement suggestions to the appropriate manager or leader.

Courteous: Fails to greet customers promptly and be polite in interactions; is not attentive to the customer or considerate of his/her needs; fails to leave a positive impression with customers; inappropriately reacts to situations rather than being empathic to the needs of the customer.

Courteous: Greets customers promptly and respectfully face-to-face or over the phone; listens attentively to verify understanding of customers needs; quickly establishes and maintains positive relationships with customers; takes an interest in customers and understands their needs; shows respect by remaining patient, calm and polite in all situations.

Courteous: Maintains a professional and respectful demeanor at all times when serving customers; is attentive to customers needs, even during busy periods; Continually improves relationships with customers by focusing individualized attention; empathizes with a variety of customers and helps them feel understood; acts respectfully and diplomatically to defuse even the most difficult situations with ease.

Accessible: Is difficult to contact in person or over the phone; takes an unreasonably long time in responding to customer requests and issues; fails to address reducing unreasonable customer wait times; fails to make information about services or the agency available to the customer when it is in their power to do so.

Accessible: Is easy for the customer to contact in person or over the phone; responds promptly and courteously to customer requests and issues; ensures that customer wait times are reasonable; makes helpful information about services or their agency available to the customer.

Accessible: Makes self fully available to the customer in person and over the phone by being flexible with time and schedule in order to provide services and information; finds ways to reduce customer wait times; identifies ways to improve the accessibility of information and services for the customer.

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Performance ManagementExample – Talent Management – Leadership Competency

Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service.

Unsatisfactory Performer Successful Performer Exceptional Performer

Establishes departmental goals but does not establish or communicate individual accountabilities toward reaching those goals

Establishes departmental and individual goals; Clearly communicates departmental and individual goals and accountabilities

Establishes departmental and individual goals; Directs individuals to focus on the most vital departmental goals to maximize personal success within the department

Does not consistently provide employees with the resources they need to accomplish their goals

Provides adequate resources for employees to accomplish their goals up front and upon request of employees; removes barriers as needed to help accomplish team goals

Monitors employee progress and proactively makes adjustments in resource allocations; proactively removes barriers to help accomplish team goals

Does not monitor the “right” performance results on a regular basis and is slow to confront or address under-performers

Monitors the “right” performance measures; Gives frequent and candid performance feedback on how employees are doing their jobs .

Monitors the “right” performance measures; Gives frequent and candid performance feedback; demonstrates courage by taking resolute action against weak performers

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STATE MISSION, VISION & GOALS

State Goals

Departmental Goals

Individual Goals

State Performance Business Outcomes

Departmental Achievement

Individual Achievement

Agency Achievement

CONTINUAL PERFORMANCE

Agency Goals

PLANNING

RE

SU

LT

S

Performance ManagementGoals - Based

EXECUTION

Business Outcomes

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Performance ManagementGoals - Based

Cascading goals link individual performance expectations to organizational goals and objectives

– Individual Success is linked to Organizational Success

For some jobs, a direct linkage will be clear, while for others, the linkage may not be as clear

Goals are cascaded throughout the enterprise and translated to become relevant to each level of the organization

– State’s goals are cascaded down to the agency’s goals, then down to the specific division’s goals, to team work goals, and finally to the individual goals

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Performance ManagementJob Responsibilities

Job responsibilities are based upon the state job description

These job responsibilities can help a manager identify those areas

that are most important to the specific employee in the specific

position

Managers can use what is required for these job responsibilities

and translate them into measurable performance expectations or

goals.

Managers can also link job responsibilities to competencies

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Performance ManagementIndividual Development Plan (IDP)

An action plan created by the employee and the manager to

identify goals and activities that contribute employee development

It is important that employees have development plans as it is

critical that the state continues to develop and retain an excellent

workforce

IDP can focus on several areas:

– Development in current role

– Expand skill set and knowledge areas

– Prepare for future roles

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Performance ManagementSupporting Tools

ePerformance Management System

The performance management process is supported by the PeopleSoft (PS) ePerformance Management System

Web-based self-service performance evaluation application for managers, employees, and human resources (HR) administrators

Used for planning, collaborating, communication, assessment and monitoring evaluations

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Complete Employee Self-

Evaluation

Initiate Evaluation Process – Performance

Document Creation

Establish Evaluation Criteria – Planning Phase

and Agreement

Revise

Complete Evaluation Criteria (Planning Phase)

Manager Approval Required

Complete Manager’s Evaluation of Employee’s

Performance

Consolidate Feedback into

Manager’s Evaluation

Obtain Manager’s Manager Approval

Obtain HR’s Approval

Conduct Review with Employee

Acknowledge and Finalize Review

HR Admin.by

Agency

Manager and Employee

Manager and

Employee

Manager

Manager and Employee

Manager’s Manager

HR Admin

Manager and

Employee

Coaching and Feedback Throughout the Performance

Period

Performance Managemente-Performance Business Flow

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Performance ManagementLessons Learned from Phase I

Timely, sufficient communications for multiple audiences– Phase 2 – expand upon Phase 1 communications

Agency Readiness Calls were valuable– Phase 2 – will start calls earlier (October rather than February)

Human Resources System Training– Phase 1 – User Acceptance Testing and HR Admin Guide– Phase 2 – HR Training and updated HR Admin Guide

Manager training – process training was good– Phase 1 – no hands on system training– Phase 2 – hands on system training

SPA Talent Management Help Desk to support ePerformance– Created a help desk– Preparing for Phase 2 rollout and support

Low usage of MSS and ESS by employees– Encourage up front learning

The agency readiness checklists were good

HR and managers are very happy with the new 5-point scale

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Performance ManagementPreparing for Phase 2 Implementation

Letters to Agency Heads and HR Directors

Phone calls and visits to agencies

Change Readiness Survey and assessment

Gathering HR contact information

Phase 1 Lessons Learned Sessions: – Internal with SPA and Project team– HR Lessons Learned Forum with Phase 1 agencies

Review and revisions of training and other resource materials

October Kick-Off for Phase 2 Agencies

Performance ManagementPhase 2 Implementation Dates

Date Activity

October 2008 Change readiness calls and prep with HR community

March 2009 Training for Human Resources

May – July 2009 Training for Managers

June – July 2009 Training for Employees

July 2009 ePerformance Management Implementation

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Performance ManagementBegin Change Management Efforts

What you should expect:

Various avenues for communication– Agency readiness calls– Agency head communications– Readiness checklists for preparing the system– Communications to HR, managers, and employees

Communication toolkits developed, for example– Sample communication letters to send to employees explaining

the new process– Reference cards for managers and employees (tips and tricks)

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Performance ManagementAgency Readiness Calls

What you should expect: Goals

– Clearly identify what is needed to transition to the new performance management plan and technology

– To help determine additional tools support needed for ease of transition– Listen and provide support as needed– Address system and technology concerns– Address and assist with PeopleSoft data concerns

What you can do to get ready now– Address PeopleSoft “Reports to”– Ensure employees and managers have email addresses registered with

TeamGeorgia– Direct managers and employees to the MSS and ESS navigation UPKS– Ensure that there are enough HR administrators in your agency to

manage process

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Performance ManagementHuman Resources Training

What to expect– Role

First point of contact for agency leadership and employees Coordinate and/or facilitate training to for agency managers

and employees Continue in customer service role for technology or plan

trouble shooting (Tier I helpdesk support)

– Extensive training and toolkits provided

– Extensive training on the new technology

– Early roll-out of ePerformance Manager

– Hands-on system training

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Performance ManagementSPA SupportExample – Helpdesk Support

– How It Works:

– Our goal is to ensure a successful transition to the enhanced Performance Management Process and ePerformance Manager System. The HR Administrative Guide (please see links on bottom right hand side of this page) provides detailed “how to” steps. If you need additional assistance, we have created a help desk for HR Administrators to call:

– For questions related to Performance Management or the ePerformance Manager System, please call the State Accounting Office helpline at 404.657.3956 or 888.896.7771. Press option 2, then press 2.

– If you would like to e-mail us your question(s), please contact us at talentmanagement@spa.ga.gov.

– The Help Desk hours of operation will be 8:00 am to 5:00 pm Monday - Friday

HR ADMINISTRATOR'S HELP DESK

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Performance ManagementManager Training

What to expect

– On-line training tools

– Agency specific training

– Hands-on system training

– Webinars for additional training and resources

– Managers notebooks – available through web links

– Link to MSS navigation: http://route88upk.state.ga.us/toc.html

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Performance ManagementEmployee Training

What to expect

– On-line training

– Training toolkits

– Hands-on system training

– Web information / webcast http://www.spa.ga.gov/employees/ePerformResources.asp

– Link to ESS navigation: http://route88upk.state.ga.us/toc.html

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Performance ManagementTypical Process Timeline

Ongoing coaching and feedback throughout the year

Mid-year Review Meeting to discuss progress.

Manager completes previous year’s performance evaluations.

Note: This timeline assumes the State moves to a common review date and uses its fiscal year to determine the timing of the performance management cycle. Under this calendar, managers have discretion to hold meetings with their employees anytime between June 1 and August 31

Manager & employee have one-on-one Performance Meeting(s) to conduct Performance Eval.

Discuss:

Year-end results Performance rating;

Pay increases (if applicable)

HR and Sr. Leader reviews ratings, pay decisions, and Calibrations

PREVIOUS

YEAR

July October

Performance Planning: Manager and employee collaborate to develop and review goals and competencies for coming year

August - September

CURRENT

YEAR

July July - June (entire year) January

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Performance ManagementFrequently Asked Questions and Q&A

Is the PeopleSoft software required to utilize ePerformance Manager? Your agency must have the statewide PeopleSoft supported by the State Accounting Office.

Will the approval process require handwritten signatures? No. The ePerformance system allows for all approving parties to approve each phase of the process electronically.

Who does the manager or employee call regarding questions with the ePerformance process or system? The HR administrator within your agency is your point of contact with questions related to the ePerformance process and system.

If the HR Administrator has a question regarding the ePerformance process, who does s/he call? The HR Administrator should call or e-mail the Talent Management Help Desk.

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Performance ManagementFrequently Asked Questions and Q&A

What is a competency?

– Competencies are attributes, knowledge, skills, abilities that contribute to successful performance.

– Behavioral Competency: Employee behaviors, knowledge, skills, abilities, and other characteristics that contribute to individual success in the organization. (e.g., teamwork and cooperation, communication, etc.)

– Technical Competency: Job Specific knowledge, skills, and abilities necessary for successful performance on the job. (e.g., knowledge of accounting principles, knowledge of human resource law and practice

Will I be evaluated on competencies?

– Yes. As part of the performance management program all employees will be evaluated on Core behavioral competencies. All managers and supervisors will be evaluated on the Leadership competencies.

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Performance ManagementTalent Management Team

Buz Mayo, Executive Director– buz.mayo@spa.ga.gov; 404-651-8749

Ronnie Witcher, Program Director– ronnie.witcher@spa.ga.gov; 404-657-2379

Janet Hecht, Ph.D., HR Projects Coordinator– janet.hecht@spa.ga.gov; 404-463-3534

Al Brown, PHR, HR Consultant– al.brown@spa.ga.gov; 404-657-2848

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