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02.17.11
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Performance Management
2011
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Performance Management Cycle Organizational Success Shared Responsibilities Setting Goals and Expectations Preparing and Conducting the Annual
Performance Review Gonzaga’s Performance Review
Process
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Session Agenda
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Setting Goals & ExpectationsDefine job criteria by which performance will be measured based on job descriptionEstablish goals and objectivesCommunicate expectationsRework objectives or performance standards, if necessary
Performance CoachingGive effective feedbackRecognize area of developmentCoach for better performanceDocument
Annual Performance ReviewGU Performance ReviewMistakes to AvoidBehavior Based Statements
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Performance Management Cycle
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Defining Organizational Success
“Being busy is not the same as producing results”
Performance management ensures that goals are consistently being met in an effective and efficient manner
Managers are responsible for the results accomplished by their employees
Shared Responsibility
Shared Responsibility
Establish clarity on job expectations, job description and duties
On-going communication Regular meetings Weekly email updates Project status reports
Discuss questions and clarify priorities
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Shared Responsibility
Objective criteria to discuss performance include:
Set job expectations Review goal statements to assess
progress/struggle toward achieving goals
Assess competencies Use metrics
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Manager: Roles and Responsibilities
Manager:Roles and Responsibilities
Establish culture of accountability
Provide on-going assessment and communication
Utilize performance reviews
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No surprises
The performance review discussion is not the place to mention poor performance for the first time
If poor performance has been significant, a Performance Improvement Plan should already be in place
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Manager:Roles and Responsibilities
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NO NEWSIS
GOOD NEWS
NO NEWS
IS GOOD NEWS
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Performance Coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
Annual Performance Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
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Setting Goals & Expectations•Define job criteria by which performance will be measured based on job description
•Establish goals and objectives
•Communicate expectations
•Rework objectives or performance standards, if necessary
Performance Management Cycle
Effective Goal Statements
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Strategically aligned
Objective in measurement
SMART formula(Specific, Measurable, Agreed upon, Relevant,
Timed)
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Obstacles to Goal Achievement
May be necessary to revise or eliminate certain goals
Objectives may change based on the organization’s needs
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Performance Coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
Annual Performance Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
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Setting Goals & Expectations•Define job criteria by which performance will be measured based on job description
•Establish goals and objectives
•Communicate expectations
•Rework objectives or performance standards, if necessary
Performance Management Cycle
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One of the most productive things a manager can do is provide specific, ongoing feedback
Useful feedback serves to: Keep the performance on track Get the performance back on track Strengthen partnership Create positive work climate
Effective Feedback
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Feedback should be:
Specific, direct, honest, and respectful Focused on the what not the who Done at the right time in the right place Consistent Solution-oriented
Effective Feedback
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Setting Goals & Expectations
•Define job criteria by which performance will be measured based on job description•Establish goals and objectives•Communicate expectations
•Rework objectives or performance standards, if necessary
Performance Coaching
•Define coaching
•Give effective feedback
•Recognize area of development
•Coach for better performance
•Document
Annual Performance Review
•GU Performance Review
•Mistakes to Avoid
•Behavior Based Statements
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Performance Management Cycle
Manager:Preparing for the Annual Review
Review Job Description Make sure it is up to date
Ask employee for feedback
Use as a starting point for performance discussion and goal setting
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Manager:Preparing for the Annual Review
Set Time and Place Choose a quiet and neutral place where
you will not be interrupted
Confirm the time and place
Allot at least one hour
Manager:Preparing for the Annual Review
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Utilize Data Employee’s self-review
Any notes you made during the year
Documentation from coaching sessions
Feedback you gathered from employee’s colleagues, customers, students, etc.
Manager:Preparing for the Annual Review
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Employee: Preparing for the Annual Review
Employee:Preparing for the Annual Review
Complete your self-review Detail your accomplishments
Provide specific examples
Clarify what you would like to accomplish next
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In addition to completing your self-review: Be prepared to discuss specific
examples
Be receptive to feedback and training
Take ownership to enhance performance
Employee:Preparing for the Annual Review
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Manager:Conducting the Annual Review
Set the tone
Discuss responsibilities, clarify expectations and compare actual performance to performance standards
Use documentation to discuss specific instances
Manager:Conducting the Annual Review
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Employee:Participating in the
Annual Review
Ask for feedback
Ask clarifying questions “What else could I have done to improve X?” “Do you have any suggestions for me?”
Share what you plan to achieve and ask what your manager expects you to achieve
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Employee:Participating in the Annual Review
Gonzaga’s Performance Review Process
Overview document - compensation philosophy, guidelines and annual review rating definitions
Employee self-review document - contains
self assessment and employee goals
Annual performance review document - performance and behavior criteria
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GU Performance Review Packet
Should be completed by May
Prior to review meeting: Provide job description Include any specific job criteria added to
the review Together assess past year’s goals and
timelines Employee should complete self-review
2-4 weeks prior
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Performance Review Program Guidelines
Manager forwards review to department head, dean, or area vice president for signature
Send signed original to Human Resources
Manager should conduct on-going performance discussions
Any employee concern regarding their review should be addressed within their Area Vice President division
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Performance Review Program Guidelines
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Performance Management PowerPoint, Self-Reviews and Review Forms are located at:
http://www.gonzaga.edu/hr
Where is Everything Located?
Questions?
