Staff Resource Materials

Carnegie Mellon’s
Performance Management Process
Performance Management Process
Staff Resource Materials
Page 3 Carnegie Mellon’s Performance Management Philosophy

Page 4 The Performance Management Process Cycle

Page 7 Frequently Asked Questions About the Performance

Management Process

Page 10 An Easy-to-Remember Guide for Providing Feedback

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Carnegie Mellon’s Performance Management
Philosophy
Introduction
The staff performance management process links individual job performance to
the attainment of Carnegie Mellon’s vision, mission and goals. Performance
management is a continuous process that involves supervisors and employees in
the identification and evaluation of key job performance objectives and
The goal of the competencies that contribute to the achievement of organizational goals.
performance
Carnegie Mellon believes that employees who understand what they are trying
management process is to accomplish and how their work fits into the work of the university as a whole
to link individual and are more likely to perform at a higher level.
group objectives to the With this in mind, the performance management process at Carnegie Mellon is
mission of the designed to:
department, division • Provide supervisors and employees with a method to identify individual job
performance objectives and discuss their alignment with organization
and university.
objectives;
• Provide supervisors and employees with a forum for ongoing
communication and feedback on the attainment of individual objectives and
performance in core competency areas;
• Facilitate the identification of areas for improvement needed by employees
to perform more effectively on the job;
• Provide employees with the opportunity to collaborate with their supervisor
to develop a personal job performance development plan.

What is performance and performance management?

Performance is the results accomplished by an employee in meeting specific
objectives or the development of competencies necessary for effectively doing a
job.
Steven Covey suggests
Performance management is a continuous process of supervisors and employees
that we “begin with the
working together to:
end in mind.” The goal
• Set performance expectations linked to organizational objectives;
of performance
management is to help • Establish criteria against which individual and unit performance can be
measured;
employees improve
• Identify areas for competency improvement;
their performance and
their effectiveness. • Provide performance feedback;
• Continually enhance performance.

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The Performance Management Process Cycle
Introduction
As a Carnegie Mellon employee, you are expected to understand university and
departmental goals and objectives and to meet or exceed individual performance
expectations aligned with those goals and objectives. Clear expectations that are
well understood, objectively measured and fairly rewarded will encourage
improved performance. The performance management process supports
Carnegie Mellon’s commitment to organizational and employee success and has
three components:

Planning
March – July
Linkage to business plan
Expectations established
Commitment

Reviewing Managing
April – June Ongoing
Compare actual to expected Tracking
Feedback Coaching
Recalibrate Reinforcing

An overview of the performance management process cycle

Planning
Planning is the first step in the performance management process cycle and
provides the foundation for an effective process. Planning helps to encourage
commitment and understanding by linking the employee’s work with the
Failing to plan is organization’s goals and objectives.
planning to fail.
The planning phase also establishes expectations of how the work is to be
performed. Results, rather than activities, should be the focus in evaluating

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 performance. Expectations should be clearly stated and the results measurable.
As an employee you need to clearly understand what is expected of you and how
the work you do will be measured or evaluated.
Finally, mutual commitment must be established between the supervisor and the
employee with respect to expectations. There is no recipe for gaining
commitment, but open and honest two-way communication is an important first
step. As the employee, you should be prepared to discuss your responsibilities,
past accomplishments and future plans openly and honestly with your supervisor.

Managing
Managing is the second component of the performance management cycle. This
Managing requires the step distinguishes performance management as a process from performance
appraisal as an activity.
active involvement of
the supervisor and the
Every employee at Carnegie Mellon is responsible for managing his or her own
work performance. Within this context, managing consists of:
employee.
• Maintaining a positive approach to work.
• Updating and revising initial objectives, performance standards and job
competency areas as conditions change.
• Requesting feedback from a supervisor.
• Providing feedback to a supervisor.
• Suggesting career development experiences.
• Employees and supervisors working together, managing the performance
management process.

Reviewing
The performance
Reviewing is the third step in the performance management process cycle. It
management process includes:
encourages continuous • Comparing actual results against expected results;
improvement where
• Receiving and providing feedback.
individuals and groups
• Engaging in a constructive dialogue to reinforce positive performance and
take responsibility for
opportunities for improvement; and,
results.
• Recalibrating expectations for the next performance management process
cycle: planning, managing and reviewing.
Performance management, a continuous process of improving performance, is a
fundamental supervisory and employee responsibility. Understanding, valuing
and actively participating in the three components of the performance
management cycle will enhance your skills and performance. The time you
commit to your performance management is an investment that will offer
significant returns.

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Employee responsibilities during the performance management cycle
Use the following checklist as a guide to your responsibilities during the
performance management process.

Planning
Working with your supervisor to understand performance objectives
identified for your position.
Processing the performance objectives your manager has identified.
Agreeing on performance expectations for the next performance cycle.
Establishing milestones.
Committing to goal achievement.

Managing
Maintaining a positive approach to your work.
Providing updated information about progress in meeting performance
objectives
Offering suggestions to enable improved performance.
Suggesting career development experiences
Asking for feedback from your supervisor.
Actively listening to coaching feedback provided by your supervisor.

Reviewing
Coming to the performance review meeting prepared to discuss your
achievement of performance objectives.
Identifying strengths and opportunities for improvement.
Suggesting professional developmental opportunities.
Reviewing your Position Description Form and identifying possible
revisions.
Identifying target performance levels for the next cycle.

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Frequently Asked Questions About the Performance
Management Process
What role does my Position Description Form (PDF) have in setting performance
expectations?
Your job description is documented on your Position Description Form (PDF).
The PDF establishes your day to day responsibilities and the work you must
accomplish for your work group to successfully achieve organizational results.
The PDF is the foundation for building expectations for results.
It is important that the PDF is clearly presented. A good test is whether the PDF
can be understood by someone unfamiliar with the work being performed. In
addition to using clear language, action words should be used to establish
accountability and identify results.
Although it is also important that PDF’s accurately reflect the work that is
currently being done and the competencies required to successfully perform the
required work, PDF’s are not intended to detail every task that employees may
be expected to perform.
In addition, the PDF is NOT a forum to articulate a wish list of duties or
overstate responsibilities to garner support for upgrading a position.

What should I do if I believe my performance review is inaccurate?

• Step back and objectively review the feedback you have received.
• Review the performance objectives previously agreed upon.
• Review the specific results you have achieved.
• If you believe there is alignment between the objectives and results,
communicate your perceptions to your supervisor and request additional
feedback. However, recognize that your supervisor is ultimately
responsible for setting job performance standards because he/she is
accountable for the productivity and effectiveness of the work unit.
• Use your active listening skills!
• You may write an addendum to the review stating your perception of your
performance. It should be objectively stated and informational, not
subjective and attacking. You may want to contact your HR Representative
regarding strategies for doing this effectively.

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What questions should I consider when preparing for a performance review meeting?

• What are the key functions of my position? (Refer to your PDF.)

• How can my supervisor help me carry out those functions more effectively?
• In what areas do I need more experience and training?
• Are there any suggestions I can make for more fully using my capabilities
and making my position more fulfilling?
• What are my job goals for the coming year?
• How will my performance be measured?
• What contributions have I made that should be recognized by my
supervisor?
• Are there any changes I would like to see in my position to make me more
effective?
• What are my career development goals?

When is it appropriate to give feedback to my supervisor?

You may give feedback to your supervisor at any point in the performance
management process cycle, however it's important for you to keep in mind the
following practical considerations:

• Schedule time to meet with your supervisor in advance. In this way you
will help ensure that your supervisor will be able to give you his or her full
attention, rather than being distracted by other work issues. Don’t forget to
let your supervisor know why you would like to meet with him or her.
Review the information contained on page 8 about providing feedback.
• Develop several questions you will ask your supervisor in the meeting, as a
way of exploring your supervisor's perspectives on issues.
• Identify your desired outcome for the meeting, including what you expect
will be different after the meeting (e.g. your supervisor’s perceptions, work
assignments, career development opportunities, etc.)
• Meet with your supervisor privately rather than in a public location. A
private meeting location will help ensure that you will not be interrupted
and that you and your supervisor will both be able to talk freely.

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Will the process be implemented University-wide? Why is Carnegie Mellon putting the
process in place at this time?
The university's initiatives in this area are in direct response to our strategic
plan, which recognizes that—
"The accomplishments of Carnegie Mellon's students, faculty, staff and alumni
will ultimately determine our ability to realize our vision of being a leader
among educational institutions."
The plan further articulates the importance of "Create(ing) and sustain(ing) a
supportive work environment that promotes employee success by providing
training for all supervisors and ensuring performance feedback mechanisms to
foster employee development."

Will I be given a copy of my performance review?

Yes, your supervisor will give you a copy of the completed Performance Review
form, usually shortly after the Performance Review meeting.

Should I keep records of my performance during the year?

Yes, keeping records of your performance during the year is important. These
records will not only help you to manage your progress in attaining performance
objectives throughout the performance management process cycle, they will also
serve as the basis of the annual performance review meeting you have with your
supervisor.

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An Easy-to-Remember Guide for Providing Feedback*

Sequence Explanation
1. “When you…” Start with a “When you…” statement that
describes the behavior without judgement,
exaggeration, labeling, attribution, or motives.
Just state the facts as specifically as possible.
2. “I feel…” Tell how their behavior affects you. If you
need more than a word or two to describe the
feeling, it’s probably just some variation of
joy, sorrow, anger, or fear.
3. “Because I…” Now say why you are affected that way.
Describe the connection between the facts you
observed and the feelings they provoke in you.
4. (Pause for discussion) Let the other person respond.
5. “I would like…” Describe the change you want the other person
to consider…
6. “Because…” …and why you think the change will alleviate
the problem.
7. “What do you think?” Listen to the other person’s response. Be
prepared to discuss options and compromise
on a solution.

*Excerpt from The Team Handbook, Peter R. Scholtes et. al., Joiner Associates,
1990.

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