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Page 1 of 12
Performance Management System
For Salaried Employees
Toolkit December 2012
Is staff performance management a priority for your organization? A focus on building clear and consistent
processes for developing salaried employees will ensure you have the best talent on your team. The
performance management process is really a series of ongoing conversations throughout the year based on each
individual’s job description and annual goals. There should be no surprises when it comes to the end of the year
performance review.
In this toolkit you will find a processes overview, including document templates ready to be updated for your
situation. This is the system that Vantage Point currently uses to align the activities of each its salaried employee
to the annual strategic plan and to the delivery of our organization’s mission.
Table of Contents:
Process Overview 2
Template: Annual Goal Setting & Development Worksheet 5
Template: Personal Brand Equity Form 7
Template: Annual Performance Review – Colleague Comments 8
Template: Annual Performance Review Form 9
Template: Probationary Period Performance Review Form 11
Toolkit
Performance Management System For Salaried Employees
Page 2 of 12
PROCESS OVERVIEW
A. Ongoing Performance Management
Vantage Point values a culture of continuous learning and open and honest feedback. On an ongoing
basis, all employees are encouraged to provide positive and critical feedback at appropriate
opportunities.
Supervisors will schedule weekly check-ins with all employees to ensure regular opportunities to:
• Review and track current work activities
• Provide timely and concrete feedback
• Answer questions and concerns from employees as they arise
• Provide additional performance management support, as required
B. Formal Performance Review Process
Step 1: Preparing for the annual performance review
Timing: November of each year
To prepare for the upcoming performance review employees will undertake the following activities:
• Identify 2 peers from which information on strengths and areas of improvement will be solicited;
• Complete the Personal Brand Equity Evaluation;
• Review their current job description, outlining areas that are no longer relevant and noting new
areas for inclusion; and
• Reflect upon their contribution to the organization, goal achievement and summarize their
performance.
Simultaneously, the supervisor will embark on a similar preparation schedule, including:
• Follow-up with the identified peers and solicit information on strengths and areas of improvement;
• Review the employee’s current job description, noting its relevancy and outlining areas that need
to be updated; and
• Reflect upon the employee’s overall contribution to the organization, goal achievement and overall
performance during the past year.
The final step for both the employee and supervisor in preparing for the performance review is to
separately review and make notes on the Annual Performance Review Form.
Toolkit
Performance Management System For Salaried Employees
Page 3 of 12
Step 2: Discussing annual performance
Timing: November / early December of each year
Once the supervisor and employee have each completed their preparation, a performance review
meeting will take place between them to discuss the employee’s performance. Allow a minimum of an
hour for this face-to-face meeting. It is to be an honest and candid two-way communication in which
both the supervisor and the employee discuss the employee’s performance and the elements of the
Annual Performance Review Form.
Goal achievement, developmental activities, strengths, areas of improvement and overall performance
will be discussed by both the supervisor and the employee. Concrete examples are key.
Allow time to move to Step 3, Goal-Setting for the next year if you can. If you need more time to think
and reflect, set up a separate meeting to discuss Step 3, Setting Annual Goals.
Step 3: Setting annual goals
Timing: To be completed in coordination with the individual work plans (approx January of each year)
The supervisor and employee will set a reasonable time to meet and discuss individual goals as they
relate to the role. The goal(s) are to be determined together by the employee and the supervisor
annually after completion and announcement of the organization’s strategic plan. The aim is to set
results-based goals. Goals will be SMART: Specific, Measurable, Achievable, Realistic and Timely as
articulated in the definitions.
The employee and supervisor set the year’s goals, define performance measures and required
resources, and establish target dates. Setting one or two realistic goals for the year, which can move
the organization ahead, is sufficient, especially in year one of implementing goal setting. It is better to
set up to three modest, achievable goals than be immobilized by a huge list of goals that can never be
achieved. These goals may inform the employee’s development plan.
Step 4: Reviewing goals / development plan (quarterly)
Timing: To be completed in April, June, & September each year (prior to management quarterly strategy
reviews)
The supervisor and employee will set a reasonable date each quarter (April, June, and September) to
have an informal face-to-face review. Together the employee and the supervisor will review the
employee’s:
• Goals: to discuss ongoing progress; to provide feedback and to re-assess the priority or relevance of
the goals. Sometimes goals will change due to circumstances and this will be noted. The Annual
Performance Review Form is a living document. Revision, as and if necessary, is essential.
Toolkit
Performance Management System For Salaried Employees
Page 4 of 12
• Current Job Description: to assess whether all areas are still relevant and noting new areas for
inclusion; to provide feedback on employee’s ability to meet responsibilities outlined in position
description.
• Feedback from colleagues: as appropriate, the supervisor may solicit feedback from the employee’s
peers and other colleagues, in order to inform the quarterly performance reflection.
This cycle will be repeated annually, enabling the achievements, milestones and challenges of one year
to inform the development plan for the following year.
C. Additional Steps for New Employees
Step 5: Setting performance expectations (Upon hire)
Timing: Within 1 week of hire date
The supervisor will create a summary of the performance expectations for the first 3 months of
employment and discuss these with the new employee. Performance expectations normally include
expectations around key activities to be learned or undertaken, demonstration of the organization’s
values and mission and integration with the team or work group. The supervisor can also request that
the employee gain an understanding of the various programs and initiatives the organization operates.
A probationary performance review will be scheduled for the 3 month mark in advance to ensure it
occurs within an appropriate timeframe.
Step 6: Reviewing performance expectations (At 3 months)
Timing: Shortly before or at 3 month anniversary of new employee.
A probationary performance review meeting will take place between the supervisor and employee to
discuss the employee’s performance. Allow an hour for this face-to-face meeting. It will be an honest
and candid two-way communication in which both the supervisor and the employee’s discuss the
employee’s achievement of the defined performance expectations and the elements of the
Probationary Performance Review Form. This is to confirm the employee is a good fit with Vantage
Point.
If an employee is to remain with the organization, a goal setting meeting (Step 3) will take place, unless
the annual performance cycle is set to recommence in less than 2 months. The goals the supervisor and
employee set will take the period of time remaining in the performance year into consideration.
Toolkit
Performance Management System For Salaried Employees
Page 5 of 12
TEMPLATE
Annual Goal Setting & Development Worksheet
Employee Name: ______________________________________
Job Title: _____________________________________________
Date Created: _________________________________________
Applicable Year: _______________________________________
Goal Setting
Goal #1:
Related to specific organizational directive:
Key Activities Measurement Resources Time Frame
Goal #2:
Related to specific organizational directive:
Key Activities Measurement Resources Time Frame
Toolkit
Performance Management System For Salaried Employees
Page 6 of 12
Development Plan
Development Focus #1: In support of:
On-going role performance
Goal
I will know I have developed this skill when I (am able to) / (achieve the following business results):
Activity Activity Type Target Date Completed
Development Focus #2: In support of:
On-going role performance
Goal
I will know I have developed this skill when I (am able to) / (achieve the following business results):
Activity Activity Type Target Date Completed
Activity Type: SD=Self-directed, PB=Project-based, FT=Formal training, M/C=Mentors & colleagues.
By signing, both parties are acknowledging that they have jointly created and are committed to the goals and
development plan.
Employee Name Employee Signature Date
Supervisor Name Supervisor Signature Date
Toolkit
Performance Management System For Salaried Employees
Page 7 of 12
TEMPLATE
Personal Brand Equity Form - Adapted from Tom Peters, Talent: Develop It, Sell It, Be It
Employee Name: _________________________ Job Title: __________________________________
Supervisor: ______________________________ Review Period: ______ to _______
I am known for…
By next year at this time I plan also to be known for…
My current project is provocative/challenging me in the following ways…
New learnings in the last 90 days include…
My public “visibility program” consists of…
My important new additions to my contact list in the last 90 days are…
Important relationships nurtured include…
My principal “resume enhancement activity” for the next 60-90 days is…
My resume is specifically different than last year’s at this time in the following ways…
Toolkit
Performance Management System For Salaried Employees
Page 8 of 12
TEMPLATE
Annual Performance Review – Colleague Comments
Employee Name:
Reviewer Name:
Date:
Summary of Strengths
Potential Areas for Improvement
Toolkit
Performance Management System For Salaried Employees
Page 9 of 12
TEMPLATE
Annual Performance Review Form
Employee Name: _________________________ Job Title: _________________________________
Supervisor: ______________________________ Review Period: ______ to _______
Goal and Development Plan Progress Tracking
Goal or Development Objective Quarterly Progress Rating
End of 1st
qtr
End of 2nd
qtr
End of 3rd
qtr End of Year
Goal #1
Goal #2
Development Focus #1
Development Focus #2
Rating:
1 – Activities to support goal achievement / development progress have not been undertaken.
2 – Activities to support goal achievement / development progress are underway.
3 – Goal / development objective has been achieved.
Review of Performance in Role
Key Strengths
Areas for Improvement
Toolkit
Performance Management System For Salaried Employees
Page 10 of 12
Review of Performance in Role
Overall Performance
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Values Demonstration
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Comments
Employee
Supervisor
By signing, both parties are acknowledging that they have read and discussed the contents of the performance
review form.
______________________________
Employee Name Employee Signature Date
Supervisor Name Supervisor Signature Date
Toolkit
Performance Management System For Salaried Employees
Page 11 of 12
TEMPLATE
Probationary Period Performance Review Form
Employee Name: _________________________ Job Title: _________________________________
Supervisor: ______________________________ Review Period: ______ to _______
Role summary: As outlined in [name] role description
Training and Orientation
This employee has satisfactorily completed our on-boarding process for new employees
This employee has reviewed, understands, and has access to the tools and information required to
perform his/her complete role description
Performance Elements
Job knowledge: Understands and performs the requirements of the role description
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Technical ability: Demonstrates the technical knowledge required for the role
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Quality of work: Completes all responsibilities to our standards of excellence
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Quantity of work: Completes the expected amount of work with a minimum of follow up
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Values: Demonstrates our organizational values, including [insert values]. Seeks opportunities to learn
about and demonstrate values alignment.
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Attitude: Displays enthusiasm, self-motivation, cooperation and a sincere interest in the role, team and
our customers. Maintains high energy level.
Does Not Meet Expectations Meets Expectations Exceeds Expectations
Overall Assessment
Exceeds overall expectations
Meets overall expectations
Does not meet overall expectations
Toolkit
Performance Management System For Salaried Employees
About Vantage Point
Vantage Point offers leading-edge learning opportunities for not-for-profit executives and boards of directors. We work
with you to attract, meaningfully engage and integrate the abundance of talent available to you. By mindfully engaging
passionate citizens you can stretch budgets and human resources further to create an abundant not-for-profit.
facebook.com/vantagepnt
linkedin.com/company/vantagepnt
@vantagepnt Page 12 of 12
Supervisor’s Comments
Employee’s Comments (optional)
By signing, both parties are acknowledging that they have read and discussed the contents of the
performance review form.
Employee’s Signature: Date:
Supervisor’s Signature: Date: