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UNC AshevilleUNC AshevillePerformance ManagementPerformance Management

Planning:Planning:Overview & Overview & ConceptsConcepts

presented by:presented by:UNC Asheville Office of UNC Asheville Office of Human ResourcesHuman Resources

Why Performance Why Performance Management?Management?

Written Written performance performance expectationsexpectations

Systematic Systematic feedbackfeedback OperationalizationOperationalization of goals, of goals,

mission, strategies, mission, strategies, aspirations, and valuesaspirations, and values

What is Performance Management?What is Performance Management?

WhatWhat the individual the individual achieves (the results)achieves (the results)

HowHow the individual goes the individual goes about achieving those about achieving those results (behaviors, skills results (behaviors, skills and/or skill development)and/or skill development)

How is How is Performance ManagementPerformance Management different different from the employee’s from the employee’s Competency AssessmentCompetency Assessment??

Competency AssessmentCompetency Assessment Performance ManagementPerformance ManagementCompetency Assessment documents Competency Assessment documents the employee’s possession and the employee’s possession and demonstration of a competency.demonstration of a competency. Knowledge, Skills and Abilities needed Knowledge, Skills and Abilities needed in the positionin the position Assessment of the employee’s Assessment of the employee’s Knowledge, Skills and abilitiesKnowledge, Skills and abilities Changes only when new KSAs are Changes only when new KSAs are needed, obtained and practiced by the needed, obtained and practiced by the employeeemployee

Performance Evaluation documents the Performance Evaluation documents the results of the employee using these results of the employee using these competencies.competencies. How the employee utilizes their knowledge, How the employee utilizes their knowledge, skills and abilitiesskills and abilities Expected outputs (Key Responsibilities and Expected outputs (Key Responsibilities and Results):Results):

– Key Job ResponsibilitiesKey Job Responsibilities

– Behaviors that contribute to successBehaviors that contribute to success

– Goals/Strategies that help prioritize Goals/Strategies that help prioritize employee tasks and activitiesemployee tasks and activities

– Development items designed to Development items designed to enhance/improve employee competenciesenhance/improve employee competencies

Changes on an annual or more frequent basisChanges on an annual or more frequent basis

Performance Management Involves:Performance Management Involves:

PlanningPlanning the expected the expected performance at the performance at the beginning of the year (both beginning of the year (both what and how)what and how)

ManagingManaging the performance the performance throughout the year (by throughout the year (by tracking, coaching, tracking, coaching, reinforcing and an interim reinforcing and an interim review)review)

AppraisingAppraising the the performance at the end of performance at the end of the yearthe year

Ongoing ProcessOngoing Process

PlanningPlanning OngoingManagement

OngoingManagement

Appraising

TimelineTimeline

Work Plan YearWork Plan Year: May 1 through : May 1 through April 30April 30

Planning for work plan year: MayPlanning for work plan year: May Interim ReviewInterim Review: October/November : October/November

(mid-year)(mid-year) End-of-year ReviewEnd-of-year Review: April (when : April (when

ratings are assigned)ratings are assigned)

Planning PhasePlanning Phase

Creating Work Plans and Discussing Creating Work Plans and Discussing Performance ExpectationsPerformance Expectations

Performance Management Performance Management DocumentsDocuments

The Performance The Performance Management work plan Management work plan document can be obtained document can be obtained from the Human Resources from the Human Resources website:website:

http://www.unca.edu/hr/http://www.unca.edu/hr/perfmgmnt.htmlperfmgmnt.html

Planning PhasePlanning PhasePerformance Planning OverviewPerformance Planning Overview

The Work Plan Year begins May 1The Work Plan Year begins May 1 SupervisorSupervisor and and employeeemployee prepare a prepare a

Performance PlanPerformance Plan

Don’t underestimate the value of involving the Don’t underestimate the value of involving the employee in the process. Employees who take an employee in the process. Employees who take an active planning role will be more motivated to active planning role will be more motivated to work toward desired results.work toward desired results.

Planning Phase Planning Phase Identifying Key Responsibilities/ResultsIdentifying Key Responsibilities/Results

In the In the Key Responsibilities/ResultsKey Responsibilities/Results column of the Work Plan, write a short column of the Work Plan, write a short descriptive title of the performance area. descriptive title of the performance area. Performance areas may describe: Performance areas may describe: Key Responsibilities of the PositionKey Responsibilities of the Position Expected BehaviorsExpected Behaviors Goals or Strategies of the OrganizationGoals or Strategies of the Organization Development ItemsDevelopment Items


Identifying KRRsIdentifying KRRs

Write a descriptive title for Each KRR.

Place title here.

Place title here.

Place title here.

Place title here.


Identifying KRRsIdentifying KRRs

FourFour words or less words or less KRRs give supervisor and employee a KRRs give supervisor and employee a

profile of jobs in terms of outputs and profile of jobs in terms of outputs and expectations for the coming work plan expectations for the coming work plan year.year.

Planning PhasePlanning PhaseIdentifying Assigned Tasks and Identifying Assigned Tasks and

ObjectivesObjectives

The “The “Assigned Tasks and ObjectivesAssigned Tasks and Objectives” that relate to ” that relate to each KRR – tangible results that the employee is each KRR – tangible results that the employee is expected to accomplishexpected to accomplish

Review your department’s goals, strategic plan, mission, Review your department’s goals, strategic plan, mission, vision, aspirations, initiatives and values.vision, aspirations, initiatives and values.

Derived from measurement methods established for each Derived from measurement methods established for each KRRKRR QuantityQuantity QualityQuality CostCost TimelinessTimeliness

MeasurableMeasurable ControllableControllable Time-boundTime-bound RealisticRealistic UnderstandableUnderstandable


Identifying Assigned Tasks and Identifying Assigned Tasks and ObjectivesObjectives

Planning PhasePlanning PhaseExamples of KRRs & Tasks/ObjectivesExamples of KRRs & Tasks/Objectives

Key Key Responsibility/ResResponsibility/Resultult

Assigned Tasks and ObjectivesAssigned Tasks and Objectives

Public ContactPublic Contact

A Key ResponsibilityA Key Responsibility

To receive 95% positive response rate To receive 95% positive response rate from customer feedback cards – verified from customer feedback cards – verified monthly.monthly. To respond to all customer inquiries To respond to all customer inquiries within one business day – verification of within one business day – verification of call documentation system on a weekly call documentation system on a weekly basis.basis.

This result item is a Key Responsibility

Specific expectations

and verification methods




Creativity/InnovationCreativity/Innovation

A BehaviorA Behavior

Asks for suggestions and ideas from others. Looks for different but effective Looks for different but effective solutions to problems or opportunities.solutions to problems or opportunities. Sees problems as challenges and Sees problems as challenges and generates new ideas to overcome them.generates new ideas to overcome them. Welcomes unusual ideas; looks beyond Welcomes unusual ideas; looks beyond simple solutions.simple solutions.

Verification through observation and Verification through observation and collected feedback. collected feedback.

This result item is a Behavior

Be prepared to collect examples

to be shared during

reviews/appraisals.




Student RetentionStudent Retention

A Goal/StrategyA Goal/Strategy

Represent the department on Student Represent the department on Student Retention Task Force by attending all Retention Task Force by attending all meetings meetings

–Collect employee ideas at weekly staff Collect employee ideas at weekly staff meeting and share with Task Force.meeting and share with Task Force.–Keep department apprised of all Keep department apprised of all retention initiatives affecting the retention initiatives affecting the department.department.

Verification through weekly review of Verification through weekly review of Task Force meeting notes and Task Force meeting notes and observation.observation.

This result item is a

Goal/Strategy.




Microsoft Access Microsoft Access ProficiencyProficiency

A Development ItemA Development Item

Attend the Intermediate Microsoft Attend the Intermediate Microsoft Access course offered in January – Access course offered in January – verification of attendance roster.verification of attendance roster.Develop a database by for tracking Develop a database by for tracking results of the new customer service results of the new customer service feedback form by February 15 – feedback form by February 15 – verification through observation.verification through observation.Create queries, reports, and graphs to Create queries, reports, and graphs to be utilized in a Task Force report due be utilized in a Task Force report due May 1 – verification through observation.May 1 – verification through observation.

This result item is a

Development Item.

Indicate how new knowledge/skills will be utilized and proficiency verified. Note how a time-line is specified.

List Assigned Tasks/Objective

s and measurement methods here.







Planning PhasePlanning PhaseSetting Expectations MeetingSetting Expectations Meeting

Conduct aConduct a Formal meeting Formal meeting with the employee to discuss with the employee to discuss and agree on and agree on Key Responsibilities/Results and Key Responsibilities/Results and Assigned Tasks/Objectives.Assigned Tasks/Objectives.

Following the meeting, complete the signature page.Following the meeting, complete the signature page.

Do not forward the documents to Human Resources at Do not forward the documents to Human Resources at this time. You will hand in completed documents after this time. You will hand in completed documents after the final appraisal. the final appraisal.

Indicate Employee title and position.

Indicate Supervisor title and position.

Indicate next level Manager

title and position.

Obtain signatures and dates for the

initial discussion.Is this a work plan for a probationary

employee?

For existing employees, this is April 1 through March 31.

Managing PhaseManaging Phase

Monitoring Progress, Collecting Monitoring Progress, Collecting Feedback and the Interim ReviewFeedback and the Interim Review


Ongoing FeedbackOngoing Feedback

Performance problems are discussed and Performance problems are discussed and documented documented throughoutthroughout the cycle. the cycle.

Improvement/Action PlansImprovement/Action Plans are mandated are mandated for deficient performance.for deficient performance.

FrequentFrequent performance-related performance-related feedbackfeedback is provided.is provided.


Tracking Sources and FrequencyTracking Sources and Frequency

Tracking increases feedback.Tracking increases feedback. Use existing sources.Use existing sources. Tracking BehaviorsTracking Behaviors

– Direct observationDirect observation– Written materialsWritten materials– Third-party reportsThird-party reports– Self-reportsSelf-reports

This is a formal meeting. This is a formal meeting. Review performance information collected to Review performance information collected to

date for each date for each Assigned Task and ObjectiveAssigned Task and Objective.. In the In the Actual ResultsActual Results column, indicate if the column, indicate if the

employee’s performance is at the “employee’s performance is at the “goodgood” level.” level. Write Write Interim Review CommentsInterim Review Comments in in

the the Supervisor’s Summary Supervisor’s Summary CommentsComments section. Space is provided section. Space is provided for employee comments.for employee comments.

Develop an Develop an Improvement/Action PlanImprovement/Action Plan for any for any area where performance is area where performance is less than “good”.less than “good”.


Interim ReviewInterim Review

Indicate if Interim

Performance is Good or better. Do this for each

KRR.

Place Interim Review

comments here.

Action/Improvement Plans are needed for any area determined to fall “Below Good.”

Employee comments, if any, go here.

Obtain Interim Review

signatures and indicate dates.

Appraisal PhaseAppraisal Phase

Collecting Feedback and the Collecting Feedback and the Performance AppraisalPerformance Appraisal

ReviewReview performance information collected performance information collected during full work cycle against each during full work cycle against each Assigned Assigned Task/ObjectiveTask/Objective..

RecordRecord actual performance in the actual performance in the Actual Actual ResultsResults column. column.

Rate Rate the employee’s performance for each the employee’s performance for each Key Key Responsibility/ResultResponsibility/Result Item. Item.


Performance AppraisalPerformance Appraisal

Record actual performance

here.

Assign actual Rating here.

Write comments and assign

ratings for each KRR.





Appraisal PhaseAppraisal PhasePerformance Appraisal SummaryPerformance Appraisal Summary

ReviewReview all rating levels and select the one rating all rating levels and select the one rating that best represents the employee’s performance that best represents the employee’s performance throughout the cycle.throughout the cycle.

RecordRecord the rating that represents the overall the rating that represents the overall summary rating at the end of the end of the summary rating at the end of the end of the Performance Performance section and again in the and again in the Overall Overall Annual Level and RatingsAnnual Level and Ratings section section

Write a statement to support the overall rating in Write a statement to support the overall rating in the the Supervisor’s Summary CommentsSupervisor’s Summary Comments section. section. Space is provided for employee comments. Space is provided for employee comments. Supervisor and employee should initial in the Supervisor and employee should initial in the Overall Annual Level and RatingsOverall Annual Level and Ratings section. section.

ObtainObtain three required signatures (employee, three required signatures (employee, supervisor, next level supervisor) as indicated on supervisor, next level supervisor) as indicated on the the SignatureSignature page. page.

Place Annual Review

comments here.

Employee comments, if any, go here.

Obtain necessary

signatures and indicate dates.


Rating ScaleRating Scale

Outstanding (O)Outstanding (O) Very Good (VG)Very Good (VG) Good (G)Good (G) Below Good (BG)Below Good (BG) Unsatisfactory (U)Unsatisfactory (U)

Appraisal PhaseAppraisal PhaseSubmitting DocumentsSubmitting Documents

Submit completed documents to Human Submit completed documents to Human Resources by May 30. Numerous reminder Resources by May 30. Numerous reminder e-mail messages will be sent to e-mail messages will be sent to supervisors.supervisors.

Develop work plans Develop work plans within 30 days of within 30 days of hire date.hire date.

Maintain original.Maintain original. Provide copy to employee.Provide copy to employee. Provide copy to Provide copy to Human ResourcesHuman Resources.. Use this document during the Use this document during the

probationary period to probationary period to provide provide feedback, coachingfeedback, coaching..

Use this document to Use this document to evaluate evaluate employeeemployee during probationary period. during probationary period.

New EmployeesNew Employees

Evaluate employee using Evaluate employee using existing existing work planwork plan as part of separation as part of separation process (assign rating).process (assign rating).

Provide a copy to employee.Provide a copy to employee. Maintain a copy.Maintain a copy. Forward the original to Forward the original to Human Human

ResourcesResources (becomes part of (becomes part of employee’s personnel file).employee’s personnel file).

Separating EmployeesSeparating Employees

Planning PhasePlanning Phase (beginning of year): (beginning of year): develop performance expectations and develop performance expectations and review with your employee – review with your employee – Performance PlanPerformance Plan or or Work PlanWork Plan. .

Managing Phase:Managing Phase: Supervisor maintains Supervisor maintains notes throughout year and provides on-notes throughout year and provides on-going coaching/feedback. The going coaching/feedback. The Interim Interim Performance SummaryPerformance Summary is completed is completed and an and an Interim ReviewInterim Review (and other (and other formal, informal sessions) is conducted. formal, informal sessions) is conducted.

Review of ProcessReview of Process


Managing Phase ContinuedManaging Phase Continued– Improvement/Action PlanImprovement/Action Plan is is

developed for areas below “good” developed for areas below “good” level at interim review.level at interim review.


Appraisal PhaseAppraisal Phase (end of year): (end of year): – Collect information.Collect information.– Describe results in the Describe results in the Actual ResultsActual Results

column.column.– Complete Complete Supervisor’s Summary Supervisor’s Summary

Comments.Comments. – Conduct the Conduct the Performance Appraisal Performance Appraisal

Discussion.Discussion.– Collect the necessary signatures and Collect the necessary signatures and

initials.initials.

Forward completed documents to Forward completed documents to Human Resources by May 30!Human Resources by May 30!

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