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Employee Performance Management System (EPMS)

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Employee Performance Management System (EPMS) Clemson University Office of Human Resources Presented by: Joy Patton joyj_at_clemson.edu * Objectives for Today Identify ... – PowerPoint PPT presentation

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Title: Employee Performance Management System (EPMS)


1
Employee Performance Management System (EPMS)
  • Clemson University
  • Office of Human Resources
  • Presented by Joy Patton
  • joyj_at_clemson.edu

2
Objectives for Today
  • Identify traits of successful managers
  • Describe the 3 phases of performance management
  • Develop ideas to make EPMS more meaningful to my
    subordinates and to me as an employee
  • Discuss employee motivation

3
Did you Know?
  • The best managers are those who build a work
    environment where employees respond positively to
    the following statement
  • I know what is expected of me.
  •  
  • "Employees join a company because of its leaders,
    generous benefits, salary, and training, but how
    long an employee stays and how productive he is
    while he is there is determined by his
    RELATIONSHIP with  his IMMEDIATE SUPERVISOR"
  • "First Break All of The Rules," Marcus Buckingham
    and Curt Coffman

4
  • What are the traits of a good supervisor?

5
Why do a Performance Appraisal?
  • Legal defensibility Accountability
  • Improved performance/productivity
  • Means to track performance/Personnel actions/Pay
  • Tool for succession planning and career path
    development
  • Facilitates communication
  • Delegation of duties
  • Sets expectations and helps measure goals
  • Eliminates surprises
  • Focuses on goals, eliminates degree of
    subjectivity

6
Key Points of EPMS policy
  • EPMS is an annual review process that ensures
    that employees know what is expected of them by
    having supervisors set and communicate
    expectations.
  • Key Points
  • March 1st due date.
  • State employees.
  • For probationary employee, review due before
    anniversary of employment.
  • Used in salary increase, promotion, reassignment,
    demotion and termination.
  • Permanent part of personnel file.
  • If job responsibilities change significantly,
    form should be revised to reflect that change.
  • Final appraisal must bear the signature of the
    rater, the reviewer and the staff member.

7
3 Phases of EPMS
  • Planning stage Where are we going , how will
    we get there and how will I be rated on the
    process? Map
  • Ongoing communication Where are we? Any
    detours? Will we be on time?
  • Evaluation stage Are we there? How did we do?

8
What happens during the planning stage?
  • Review position description
  • Supervisor and employee identify and develop
    SMART goals and objectives (aka functions and
    objectives) for the rating period Map
  • Solicit input from employee Does employee have
    the ksas?
  • Meet and discuss

9
Ongoing Communication
  • Second stage of the EPMS.
  • Supervisors should be providing feedback to an
    employee about their performance.
  • No surprises.
  • Check their location.
  • Any speed bumps?
  • Unofficial mid-year review.
  • Observe.

10
Key points with Evaluation Stage Are we there?
  • Provides employees feedback on their performance
    during the year.
  • Supervisor completes actual performance
    narratives, may use examples or attach
    documentation where appropriate.
  • Rates performance based on the success criteria
    outlined in the planning stage.
  • Completes summary and improvement plan.
  • Begin discussion for next year.

11
Performance Characteristics
  • Ratings for Performance Characteristics
  • Acceptable - work that meets requirements
  • Unacceptable - work that fails to meet
    requirements
  • Performance characteristics are behaviors that an
    agency wants an employee to exhibit.  Performance
    characteristics can be tied to a  position, a
    department, or the entire agency.
  • Not weighted.
  • http//media.clemson.edu/humanres/epms/epms_genera
    l_perf_char.pdf

12
  • Group Activity
  • Tom and the DOT

13
Levels of performance
  • Exceptional Work that is consistently above the
    success criteria for the job throughout the
    rating period.
  • Successful Work that meets the success criteria
    for the job.
  • Improvement Needed Work that barely or
    marginally meets success criteria.
  • Unsuccessful Work that fails to meets success
    criteria.

14
How can I motivate employees?
  • Scenario Lisa is a new IT manager who has
    supervisory responsibility for five technicians.
    The former manager left the position without
    performing recent performance appraisals on staff
    or leaving good notes about the process used in
    the past.
  • Lisa decided to sit down with each employee,
    discuss performance expectations, and develop a
    plan for each one. Unfortunately, when she did,
    she received mixed reactions. Two staff seemed
    interested in the process and in setting
    performance standards. However, the remaining
    three were far less enthusiastic.

15
Top Ways to Make Performance Appraisals More
Meaningful
  • A goal of the review should be to build a
    relationship between managers and subordinates.
  • SMART GOALS especially the Measurable and
    Attainable attributes help make managers'
    feedback more objective and less subjective.
  • The more closely an individual's goals can be
    connected to an organization's performance goals,
    the more significant they become.
  • Managers should be having far more frequent
    conversations.
  • Put employee in the drivers seat.
  • Go beyond the form.
  • References http//blog.winningworkplaces.org and
    ww.mncpa.org/publications/footnote/2011-06/meaning
    ful-performance-reviews.aspx

16
Substandard Performance
An unsuccessful level of performance means that
an employee is not meeting the expectations of
the supervisor.  If an employee is performing at
this level, a plan should be developed using the
substandard performance process prior to the
employee receiving a "below" rating in a job duty
that significantly impacts performance. http//wor
kgroups.clemson.edu/FIN5337_HR_POLY_PROC_MANUAL/vi
ew_document.php?id119
17
Questions/Discussion
  • Joy Patton
  • 864.656.2726
  • joyj_at_clemson.edu
  • http//www.clemson.edu/employment/worklife/epms.ht
    ml
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