EFFECTIVE PERFORMANCE MANAGEMENT AT NORTHEASTERN UNIVERSITY

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EFFECTIVE PERFORMANCE MANAGEMENT AT NORTHEASTERN
UNIVERSITY
presented by  Susan Batutis, Compensation
Manager, HRM Lidia Rosado, Sr Compensation
Analyst, HRM
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Training Agenda

• Introduction
• Performance Management Cycle
• Performance Planning
• Ongoing Coaching and Feedback
• Performance Review
• Questions Answers

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Goals of Performance Management

• To create and foster an ongoing, two-way
  communication process
• To clarify expectations between the manager and
  the employee
• To assist employees in reaching personal and
  professional goals through skill development
• To link individual employee behavior with the
  Unit plans and University Aspiration, placing
  actions within the context of the University
  mission

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The Performance Management Cycle
Ongoing Coaching and Feedback Confirm areas for
focus Provide constructive feedback
Documentation
Goal Planning Clarify job requirements Establish
annual goals Link goals to larger college or
departmental goals Plan professional development
Performance Planning Phase I
Coaching and Feedback Phase II
End of Year Appraisal Summarize critical goals
and achievements Establish overall rating based
on performance throughout the year
Performance Review Phase III
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Roles in Performance Management
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Ongoing Coaching and Feedback - Phase II

• Confirm areas for focus
• Provide on-going feedback
• Affects individual performance by encouraging (or
  discouraging) specific behaviors
• Provides a context through which to guide future
  performance
• Gives employees an opportunity to express their
  needs, concerns, expectations
• Progress review re-focuses employee and manager
  efforts
• Offers the opportunity to make modifications to
  job requirements/ goals given University needs

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Ongoing Coaching and Feedback Phase II
F. A. S. T.
F A S T
requent provide feedback on a regular, ongoing
basis
ccurate be exact dont exaggerate
pecific use examples avoid general statements
imely give feedback as close to the event as
possible
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Ongoing Coaching and Feedback Phase II

• Types of feedback
• Corrective
• Attempts to change the specific behavior of an
  employee
• Positive
• Reinforcing performance through an active effort
  to praise particular actions and accomplishments

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Managing Problem Performance

• Describe the problem in a friendly manner
• Ask for the employees help in solving the
  problem
• Discuss causes of the problem
• Identify and write down possible solutions
• Decide on a specific action each of you will take
• Agree on a specific follow-up date

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Ongoing Coaching and Feedback Phase II

• Communication Tips
• Sensitivity
• Feedback should be delivered with empathy and
  sensitivity.
• Confidential
• Feedback should be provided face to face and in
  private. Choose the appropriate time and
  location.
• Prompt
• Feedback should occur in a time frame close to
  the event or behavior under consideration.

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Performance Review

• Before we go any further, lets take a step back
  and look at your experience with Performance
  Reviews.

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Desired Outcomes for the Performance Review

• Mutual understanding and agreement of performance
  against expectations
• Employees self-esteem is supported
• Employee feels evaluated fairly
• Working relationship is maintained or improved

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Preparation is the Key!

• Keep documentation throughout the year
• Allow enough time before the review meeting to
  reflect on the events of the past year
• Solicit input from colleagues with whom the
  employee has worked with

• Ask the employee to review his/her own
  performance and documentation

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Performance Review Meeting Agenda
1. Set the stage 2. Review and discuss
employees assessment 3. Compare results vs.
expectations 4. Discuss reasons 5. Summarize
trends 6. Plan for the upcoming year
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No Surprises!

• Reinforces importance of coaching and feedback
• Recognition shouldnt be a surprise either

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Performance Review Phase III

• Consists of two parts
• Written document placed in employee file
• Formal end of year meeting
• Summarize critical goals and results achieved
• Compare actual to expected performance
• Establish overall summary rating

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Forms and Materials
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Key Performance Management Dates
5/1
7/1
2/10

• As has been done in the past, managers who have
  not submitted performance reviews for all of
  their employees will have their own merit
  increases withheld

Evaluations Due to HRM
Performance Management Training Session offered
by HRM
New Salaries Effective