Upload
silvester-melton
View
218
Download
1
Embed Size (px)
Citation preview
V.I.P. Training for Supervisors: Very Important PDP, Harassment and Policy Update
Organizational Development & Training, HR
By the end of this session participants will be able to…
List the PDS enhancements and PDP changes
Describe and comply with the recommended PDP review process, deadlines, and practices
Summarize and apply important University policies
Prevent and correct inappropriate and harassing behaviors
Educate direct reports about important Temple policies
Performance Management Life Cycle
Performance Management
Begins when a job is defined and ends when employee leaves your organization
More than traditional, annual, end of the year performance appraisal, performance management involves: Setting performance expectations/goals Skill/competency development On-going feedback Coaching Evaluation Rewards
Salary Increase – Non-Bargaining Employees
Salary Scales – increase 3%
All employees will participate in a salary pool based on performance - Salary pool – 3%
No “Step” Increases this year
High performers – below competitive salary rates – salary plan – contact Hunt
Salary Increases – Non-Bargaining Employees
FinalPDPRating
Final RatingBelow 1.86
Final Rating 1.86-2.85
Final Rating2.86 – 3.50
Final Rating 3.51-4.0
Eligible Increase
0 1.5% – 2.0%
2.25% – 4.5%
3.0% - 6.0%
Salary Increases – Non-Bargaining Employees Excel Bonus Program –
T21-T28 $200 - $2000 – individual awards $400 - $4000 – group awards
If nominating someone outside department- let manager know
Awards are for employees who have made significant accomplishments over last year
Not for everyone in department
Salary Increases - Non-Bargaining Employees Salary Letters – later this week
Electronic Salary Worksheets – June 25 on Salary Increase System
Excels will be on the Salary worksheet
Due back to HR – July 13
Increases & bonuses – July payroll
Performance Development System (PDS) Enhancements
Anchors –returns you to section you were working on
Supervisor changes noted – PDP Creator and Current Supervisor will be
listed If employee hired after Jan 1, status will read
–PDP required w/o rating Rating scale changed to add half points
4, 3.5, 3, 2.5, 2, 1 Warning that data could be lost if not saved
Performance Development System (PDS) Enhancements
Employees may add comments after PDP is rated and sent to them for review
Entire form can be seenNo need to scroll to save button
Include rating function on same screen where comments are added
To read all comments, select print/read button
Archive file for terminated employees
There are 23 Competencies-Do I rate them all?
Only if you really want to!Must Rate: Featured University-Wide Developmental
Competency (FY 07-08 it’s Teamwork and Collaboration)
2. Any other Core or Role-related competencies selected in Competency Development Section
3. All other Core Competencies 4. Any other Role-related competencies
you choose
Core CompetenciesEssential for All Temple Employees
AccountabilityClear Communication
Client/Customer Service OrientationContinuous Improvement
DependabilityEfficiency
EthicsInitiative
Interpersonal SkillsProblem Solving/Decision Making
Quality Assurance/Attention to DetailRespect and Valuing Diversity
Teamwork and Collaboration
Role-Related Competencies
Analytical Thinking Change Leadership
Creativity & InnovationDeveloping Others/Supervision
Developing Self Leadership
Organization/PlanningResilience & AdaptabilityResource Management
Technical/Professional Skills
Change in PDP Weightings of Final Scores
40% for Responsibilities/Essential Functions
40% for Goals/Projects 20% for Developmental
Competencies, Core and Selected Role Competencies
One More Time:PDP Appraising Phase Process
1. Supervisor and employee update comments on Parts I and II
2. Reviewer and employee meet and review unrated PDP
3. Reviewer rates employee on essential functions, goals/projects and competencies
One More Time:PDP Appraising Phase Process
4. Reviewer sends PDP to “Department Head” (reviewer’s supervisor) for review (optional-at the discretion of the “Department Head”)
5. Reviewer’s supervisor sends the PDP back to the Reviewer (with or without comments that can only be viewed by the reviewer)
Reviewer
Revie
wer
’s S
upervi
sor
One More Time:PDP Appraising Phase Process
5. Reviewer meets with employee and then electronically sends PDP to employee for review. When employee clicks on “Reviewed by Employee” button, the process is complete and HR will now have access to the PDP.
6. Reviewer & employee begin Planning Phase for next FY- 2007-08 PDP initiated (after July 2007)
6 Performance Review Myths and Tips
Myth #1: Your employees “get it.”Fact: Many employees don’t understand
the value of performance development/management.
Best Practice: Over-communicate. Reiterate the reason for PDPs – not primarily for salary determination but for career development and performance enhancement.
6 Performance Review Myths and Tips
Myth #2: Everyone agrees on goals. We’re all marching to the same goals
Fact: Employees often don’t understand their individual goals and are not in agreement with their managers on these goals.
Best Practice: Document the goals together. Make PDP a living document. Establish clear goals that are understood by both managers and employees so there is agreement and commitment. Demonstrate how employee goals align with organizational goals.
6 Performance Review Myths and Tips
Myth #3: To everything there is a seasonFact: Performance management isn’t a
seasonal activity – it should happen all year long.
Best Practice: Move from complying with the year-end review deadline to a focus on quality and performance. The goal is not to complete the review but to improve employee performance all year long.
6 Performance Review Myths and Tips
Myth #4: Performance feedback is a two-way street; employees know when you’re providing performance tips and know how you view their performance.
Fact: Managers rarely have discussion with their employees about performance, usually delaying until the end of the year review.
Best Practice: Have frequent, meaningful performance dialogues
6 Performance Review Myths and Tips
Myth #5: Employee development is the outcome of the performance review process.
Fact: Reviewing performance does not necessarily lead to performance development/improvement.
Best Practice: Make a commitment to employee development and follow through.
6 Performance Review Myths and Tips
Myth #6: Employees think the performance process is fair and equitable.
Fact: Many employees “opt out” of the performance improvement process because they don’t believe the process is fair –goals are unattainable, expectations are unrealistic, and that certain employees receive preferential treatment.
Best Practice: Work to ensure fairness and to demonstrate fairness to employees, strive to minimize rating biases
Tips for an Effective Tips for an Effective AppraisalAppraisal
Year-in-Review No surprises Rating Biases – halo, horn,
recency, leniency Includes future focus – informs
performance planning for next year, set goals
Performance management cycle starts again
PDP Due Dates
Non-union Employees
June 8, 2007 Union
June 29, 2007
Web Tools
Check your hierarchy @ TOCH.temple.edu Updates must be sent to the hierarchy e-
mail address : [email protected] Make sure your staff members have active
Accessnet accounts. To activate an account go to-
https://accounts.temple.edu/
For General PDP Assistance Contact: Karen Cherwony@1-1669-k
[email protected] Marie Amey-Taylor@1-1673-
marie.amey-taylor@ temple.edu Eric [email protected]@temple.edu
For Technical AssistanceTo report PDS technical/systems problems or issues, please email [email protected]
10.9 Expectations for Work Related Behavior All employees must conform to certain basic standards of
behavior
Abide by all policies and procedures set forth in the Employee Manual and official Temple policies;
Meet established expectations of job performance; Comply with attendance policies; Meet stated standards of efficiency; Respect the personal and property rights of Temple,
other employees, students, patients, clients & visitors;
Rules of Conduct are a guide to violations of expected behavior
10.9 Expectations for Work Related Behavior
Support management’s goals and objectives;
Observe all safety policies, regulations & procedures;
Follow University and departmental rules; Maintain a courteous and professional
demeanor; and Engage in appropriate conduct in the
performance of duties.
Resources See all University policies at
http://policies.temple.edu Drug and Alcohol Policy, Discrimination
Policy, Harassment Policy, and Conflict of Interest Policy, etc.
Employee Manual Rules of Conduct Collective Bargaining Agreement New Retaliation Policy coming soon
13.0 University Standards
13.3 Disability -- Reasonable Accommodation TU must engage in interactive process if employee
asks/gives info Temple is committed to making reasonable
accommodations to a qualified applicant or employee to perform essential job functions
No obligation to find a job for someone who can’t do essential functions
13.15 HIV/Aids Non-Discrimination No adverse employment actions will be taken solely
because of a non-job-related disability
13.0 Conflict of Interest
13.5 Conflict of Interest – Employees All employees are required to use good faith in
all transactions involving their duties Disclosure to supervisor/manager of any
potential conflict of interest13.6 Gifts and Conflict of Interest
Disclose gifts > $50 (lunches, concerts, gift certificates, sporting events)
Special limitation on sponsorships of dept. programs – prohibited if dept./unit has decision making authority over vendor selection/business relationship
13.0 University Standards
13.8 Drug Free Workplace Everyone is responsible for ensuring that Temple is a
drug-free, healthful, safe and secure work environment13.9 Drug & Alcohol Abuse
Use of unlawful drugs or abuse of lawful alcohol or drugs is prohibited
13.10 Drug & Alcohol Testing Pre-employment Reasonable suspicion/after an accident
13.11 Gambling in the Workplace prohibited
13.12 Political Activities May not use position or university connection in any
way If elected, duties cannot interfere with work
University Safety Standards
13.14 Safety Employees must follow all safety
regulations promulgated by EHRS Employees responsible for
reviewing EHRS website
14.0 Employment Standards
14.1 Weapons on Campus Prohibited except for Temple
Police/Campus Safety
14.2 Violence in the Workplace Threatening or violent behavior towards
anyone prohibited Physical, written, oral, expressions,
behavior, email, telephone, stalking Reporting of such required
14.0 Employment Standards14.3 Conflict of Interest -Employment
of Relatives (“Nepotism”) and Consensual Romantic Relationships Prohibited within reporting relationships –
nepotism and vol. relationships Including relationships between administrators
and students where reporting relationship exists
14.4 Faculty and Student Relationships Including academic advisors Prohibited
14.0 Employment Standards
14.5 Confidential Information Everyone must abide by policy Everyone will sign a confidentiality form Failure to sign/abide – termination
14.6 Workplace Surveillance and Searches Employees on notice that Temple may For safety related concerns
14.0 Employment Standards
14.7 Use of Communication Systems For lawful TU purposes only TU has right to investigate concerns regarding unlawful
use14.8 Monitoring and/or Recording of Telephone Calls
For business purposes Employees will be notified if department monitors Employees must consent. HR will try to move if consent withheld – but no
guarantee14.9 Voicemail and E-mail
Notice to employees that Temple has right to review for business purposes including investigation of inappropriate use.
14.0 Employment Standards13.13 Software and Computer Usage
Policy governing software, hardware, and computer related equipment/resources owned by Temple – usage strictly for Temple purposes
Any Temple employee, student, retiree, consultant who has access to or uses a TU system to conduct TU business must abide by TU policies
14.10 Computer, Internet and Computer Games Not in a way that violates harassment policy Not on work time
14.0 Employment Standards
14.12 Outside Activities or Employment No conflict Disclosure Approval for certain positions needed
14.13 Consulting No conflict Approval needed for administrators and faculty Faculty – up to 1 day per week
14.14 Smoking in the Workplace Prohibited 25 ft from any entrance
14.0 Employment Standards
14.15 Solicitations and Distribution of Literature No distribution of literature No sale of merchandise No solicitation of financial contributions or for any
other cause Exception – Temple related
14.16 Severe Weather If classes are canceled, all admin/staff expected to
report If Temple is open and employee does not come to
work – vacation/personal time/ work rules/collective bargaining contracts
Employee is responsible for checking status of Temple
14.0 Employment Standards14.17 Emergency Closings
Policy pertains to closure of University for extreme conditions
Does not pertain to cancellation of classes All staff in designated “essential areas” must
report in the event of a closure14.19 Use of University Property
All employees must abide by all rules, regulations, procedures and/or guidelines issued by Temple or imposed by federal, state and local laws and/or regulations.
Vocabulary of Disparate Treatment
Unlawful Discrimination Protected Class Disparate Treatment Disparate Impact Harassment Retaliation Discrimination
Unlawful Discrimination To make distinctions on the basis To make distinctions on the basis
of class or category without of class or category without regard to individual merit; regard to individual merit;
show preference or prejudice show preference or prejudice because of because of protected class protected class statusstatus
Protected Class A group of people who share common
characteristics and are protected from discrimination and harassment.
Some protections have the backing of federal, state and local laws.
Most people belong to most of the various protected classes.
Types of Discrimination
Disparate treatmentDisparate treatment intentionally treating a person in a
protected class differently from other employees.
Disparate impactDisparate impact usually unintentional and it occurs when
a decision, practice, or policy has a disproportionately negative effect on a protected group.
Harassment
A type of unlawful discrimination Unwelcome behavior May include, but is not limited to many
different types of actions: Verbal Non-Verbal Physical Visual Electronic
Harassment can be based on…
Covered by Federal law
Race Color Religion Gender Nationality Age Disability
Status Veteran status
Covered by Temple policy and/or state and city lawsEthnicityMarital StatusParental StatusSexual Orientation
Types of Harassment
Quid Pro Quo “this for that” unwelcome behavior job benefit or adverse action based on request or
receipt of favors alters terms and conditions of employment
Hostile Environment “It’s in the air” unwelcome behavior severe and/or pervasive interferes with work performance
Harassment ... Frequency Severity As judged by a Reasonable Person Includes conduct by people of same
sex, peers, and third party harassment Intent irrelevant, impact matters Based on common sense and social
context
Sexual Harassment-Risky Behaviors - Verbal
derogatory comments of a sexual nature or based on gender
comments about clothing, personal behavior, or a person's body
sexual or gender-based jokes or teasing requests for sexual favors repeated requests for dates terms of endearment, such as "honey," "dear,"
"sweetheart," "babe" references to an adult as "girl" or "boy," "doll"
or "hunk" sexual innuendoes or stories
Sexual Harassment-Risky Behaviors - Verbal
grunts, wolf whistles, catcalls, hoots, sucking noises, lip-smacks and animal noises
tales of one's partner's sexual inadequacies or prowess
tales of sexual exploitation graphic descriptions of pornography obscene phone calls or emails lies or rumors about a person's personal or sex
life puns such as turning work discussions to
sexual topics
Sexual HarassmentRisky Behaviors-Non-verbal
staring looking up and down (elevator
eyes) making derogatory gestures of
a sexual nature giving sexually suggestive
looks
Sexual HarassmentRisky Behaviors - Physical
leaning over, invading a person's space inappropriately touching a person or person's clothing "accidentally" brushing sexual parts of the body indecent exposure, mooning or flashing blocking someone's path with the purpose of making a sexual
advance uninvited neck massaging deliberately touching sexually, or brushing up against, or
pinching pressing or rubbing up against a person stalking grabbing kissing, hugging, patting, stroking actual or attempted sexual assault
Sexual HarassmentRisky Behaviors - Visual
posters, cartoons, drawings, calendars, pinups and pictures of a sexual nature
electronic bulletin boards/computer graphics of a sexual nature
inappropriate, sexually expressive or revealing clothing
knick-knacks and other objects of a sexual nature
Retaliation Discrimination
occurs when a person takes action against another person who has exercised his or her right to complain about discrimination
or witnesses an act of discrimination and speaks
out Action is retaliatory if action would dissuade a
reasonable worker from making or supporting a charge of discrimination
An Affirmative Defense
Company exercised reasonable care to prevent and promptly correct harassing behavior
The employee unreasonably failed to take advantage of any preventative or corrective measures offered by the company
What to do if you are Harassed
Confront the Harasser – let him/her know that the behavior is unwelcome
Keep a Record Ombudspersons – informal process Immediately report it to:
Your supervisor Your supervisor’s supervisor (if you are being harassed by
your supervisor or if your supervisor does not address your original complaint)
Human Resources The Office of Multicultural Affairs
Contact SACE for counseling 1-7276
Office of Multicultural AffairsOffice of Multicultural AffairsChief compliance office
204-7303 or 204-7335Lower level of Mitten Hall 1913 N. Broad Street
Staff• Rhonda Brown, AVP, OMCA• Sandra Foehl, Director, Affirmative
Action/Compliance & Investigation • Tracey Hamilton, Assistant Director,
Affirmative Action/Compliance & Investigation
• Sonia Moroz, Administrative Specialist• Sandra Swain, Administrative Assistant