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Performance Management Program Overview and Process Options
Performance Management Program Overview and Process Options
Performance Management Program Overview and Process Options
October, 2017
Agenda
• Introductions
• Part 1: Performance Management: Program Overview
– Program Evolution
– Three Phases
– Goal Setting
• Part 2: Performance Management: Process Options
– Option 1: Performance Evaluation Framework
– Option 2: Workday Execution
• Example Timeline
• Resources
2
Introductions
• Name
• Unit or division
• Tenure at University
• How you or team currently use Performance Management
3
Part 1: Performance Management: Program Overview
4
Program Evolution: We Listened
HR Partner Feedback
• Need for additional resources,
especially surrounding people
manager and employee roles
• Need for universal University
competencies
• Need for greater levels of Talent & Rewards
transparency • Created checklists for HR Partner,
• Need for online vs. paper forms People Manager and Employee
• Aligned staff competencies with
officer competencies
• Continue outreach efforts via lunch &
learns and unit specific training
sessions
• Pilot program in Workday last year;
this year expanded invitation
throughout campus
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3
Overview
• Performance Management is an
Goal Setting
ongoing process involving &
feedback, coaching and Development
recognition. Planning
• Effectively manage performance
by acting with purpose to
enhance competence,
confidence and capability.
• Three key phases throughout
the year help maintain a focus Year-End Mid-Year
on building talent and driving Review Calibration
results through employee
contributions.
6
Phase 1: Goal Setting & Development Planning
Goal Setting
&
Development
Planning
Year-End Mid-Year
Review Calibration
7
Phase 2: Mid-Year Calibration
Goal Setting
&
Development
Planning
Year-End Mid-Year
Review Calibration
8
Phase 3: Year-End Review
Goal Setting
&
Development
Planning
Year-End Mid-Year
Review Calibration
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Goal Setting: A Balance
Results Competency
Achieved Demonstration
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Goal Setting: University Competency Model
• Talent Investment
Investment
(Strategic
(People)
Leadership)
(People)
Top Talent Courage & Conviction
Execution
Excellence Partnership & Collaboration
Emotional Intelligence
(Operations)
Performance &
Resilience Execution
Business
Communications
Acumen
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Goal Setting: Types of Goals
Types of Goals
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Goal Setting: Best Practices
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Goal Setting: Employee Checklist
Action Questions /
Needs /
Concerns
Planning
Review job description with your people manager, and update as appropriate
Review overall function and team goals
Reflect on both achievements and opportunities from prior performance year
Assessment
Identify individual goals which align with team and functional goals
Review University competencies, select 3-5, and define how competency specifically relatesChecklists
to were created for
your role. (i.e., how will you demonstrate a competency?)
employees, people managers and
Reflect on short-term interests and longer-term career aspirations; think through potential
challenges and resources needed to mitigate HR Partners to help prepare for
Calibration
meaningful discussions.
meaningful
Be prepared to discuss your (draft) goals, competencies and development opportunities with your
people manager
Share your future career goals; define the support needed to be successful; create a
development plan
Summarize discussion and define next steps and timeline
Next Steps
Send completed performance evaluation to people manager, inclusive of the following -
o Section 1, Job Profile Summary. This is your job description; highlight your key
responsibilities
o Section 2, Goal Setting- Identify 3-5 Annual Goals along with a brief Description &
Expected results
o Section 3, Competencies- Identify 3-5 Competencies from University Competency Model
along with Relation to Role (i.e., a brief description of how you will demonstrate this)
Share development plan with people manager
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Part 2: Performance Management: Process Options
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Option 1: Performance Evaluation Framework (Manual Forms)
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Job Profile Summary
Role Objective
Click here to enter text.
Action
• Describe the primary goals, functional oversight and contribution of role to unit
and University mission.
• Is the employee’s job profile accurate?
— Confirm employee is in the correct job profile assignment based upon
current duties and responsibilities
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Goal Setting & Results Achievement
Annual Goal Description & Expected Results Mid-Year Calibration Year-End Review
Click here to enter text. Click here to enter text. Employee Self-Assessment Employee Self-Assessment
Click here to enter text. Click here to enter text.
☐BE ☐NI ☐ME ☐AE ☐EE ☐BE ☐NI ☐ME ☐AE ☐EE
Action
• Identify three to five annual goals and provide a brief description of both the
initiative and expected results or outcome.
• Assess achievement and indicate a performance rating (i.e., BE, NI, AE) at both
the mid-year and year-end calibration.
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Competencies
Section 3: Competencies
Identify three to five competencies from the University of Chicago Competency Model; evaluate demonstration of competencies, according to
role, during both the mid-year and year-end performance evaluation process.
Action
• Identify three to five competencies (i.e., behavioral expectations) from the University
of Chicago Competency Model and describe how the this competency will be
demonstrated in current role.
• Assess achievement and indicate a performance rating (i.e., BE, NI, AE) at both the
mid-year and year-end calibration.
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Performance Evaluation
Provide an annual performance rating balancing both the achievement of results and demonstration of competencies.
Achievement of Results Demonstration of Competencies Annual Performance Rating
Click here to enter text. Click here to enter text. Click here to enter text.
☐BE ☐ NI ☐ME ☐AE ☐EE ☐BE ☐ NI ☐ME ☐AE ☐EE ☐BE ☐ NI ☐ME ☐AE ☐EE
Action
• Assess overall performance, reflecting upon results and competencies.
• Sign and date to reflect conversation occurred.
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Performance Ratings
Provide a consistent basis for evaluating staff performance, regardless of level. It also
acts as a guideline to help people managers and employees identify opportunities for
growth and continuously improve performance.
Above Expectations Consistently meets and frequently exceeds goals and expectations. Delivers results that are beyond the scope of the
(AE) current role and responsibilities. Produces results that involve extra, unique or innovative contributions and solutions.
Frequently demonstrates behaviors within and above competency expectations.
Meets Expectations Consistently meets goals and expectations and may exceed one or more expectations. Meets the expectations for the
(ME) role and for the team. Delivers important and valuable results throughout the year. Models behaviors within competency
expectations.
Needs Improvement Meets expectations for some objective but has not met all performance objectives and behavioral expectations.
(NI) Acceptable performance in some areas but needs improvement in other areas. Performs basic position duties and
responsibilities, needs continued development in order to fully perform to expectations. A performance plan is
recommended.
Below Expectations Does not meet most goals or expectations. Did not achieve expected overall results during the past year. Performance
(BE) frequently fails to meet minimum requirements and expectations. Significant improvement required. Immediate action is
required to improve performance and/or behavior.
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Option 2: Workday Business Process (Automated)
• Navigational Overview
• Goals & Competencies
• Feedback
• Review Process
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Navigational Overview: Employee Role
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Navigational Overview: People Manager Role
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Goals & Competencies
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Goals & Competencies
• People Managers can view, add, edit, and delete goals for their direct reports
• Additionally, People Managers can view goals for all employees in his or her
supervisory hierarchy (i.e., direct reports of direct reports)
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Goals & Competencies: Navigational Details
Enter goal or
competency, along
with a description and
expected outcome
Record milestones to
track progress
towards goal or
competency
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Feedback
• Employees have the ability to request feedback for self and provide feedback to
other employees
• People Managers have the ability to request feedback for one of their direct reports
– There is an option to make the feedback confidential from the employee’s view
• Feedback can be requested from or sent to any active employee within Workday
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Feedback: Navigational Details
Kris Roach
Kiara Harahap
Hi, Kiara- Can you please provide feedback on the business process
redesign project?
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Review Process
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Example Timeline: Used by Finance & Administration
Mid-Year Calibration
June
December-January
• Employee complete • Employee completes
goal setting in year end self
Workday (October • Employee complete assessment (May 12) • Performance rating
13) mid-year self • Manager evaluates captured in prior
• Manager approves assessment year end phase
(October 27) (December 15) performance; • Annual
• Manager evaluates determine Compensation
performance to date performance rating Process (staff merit)
(January 12) (May 26)
*Note: Recognize FY17-18 functional and team goals were established earlier, and employees are working towards goal achievement (outside
Workday). Began Workday automation during October.
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Resources: Overview
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Resources: HR Connect (exclusive to HR Partners)
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Resources: HR Website (available to Employees & People Managers)
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Resources: Workday Quick Reference Guides
Quick Reference Guides are available on Workday website, specific to employee and
people manager roles.
35
Thank you
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