COLLABORATIVE Performance Management Non-Supervisory Staff

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COLLABORATIVEPerformance ManagementNon-Superviso
ry Staff

• By Liz Hedrick
• April, 2006

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Perceptions

• Pain
• 0 10
• Gain
• 0 10

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Performance Reviews

• Why do them?
• What is achieved?

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Collaborative Performance Management Discussions
with Employees

• Support strategic initiatives
• Clarify expectations responsibilities
• Review progress toward goals
• Identify opportunities and challenges
• Discuss job/career training, development
• Develop blueprint for future performance goals,
  assignments, improvement
• Develop a high level of job satisfaction

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• What factors impact job satisfaction?

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Factors ImpactingJob Satisfaction

• Workplace Support 37
• Individual Variability 26
• Job Quality 32
• Job Demands 3
• Earnings and Benefits 2
• National Study of Changing Workforce, Families
  and Work Institute

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Impact of Employee Attitudes

• Organizations where employees have above average
  job satisfaction have
• 38 higher customer satisfaction scores
• 22 higher productivity
• 27 higher profits!

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What Do YOU Want From Your Job?

• Full Appreciation for Work Done
• Good Wages/Benefits
• Good Working Conditions
• Interesting Work
• Job Security
• Promotion/Growth Opportunities
• Personal Loyalty to Workers
• Feeling In On Things
• Sympathetic Help on Personal Problems
• Tactful Disciplining

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What Do EMPLOYEES Want From Their Jobs?

• Rank these factors 1-10 in order of importance to
  you!
• How do your priorities compare with national data?

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What Do Employees Want From Their Jobs?

• Managers
• 8 Full Appreciation for Work Done
• 1 Good Wages
• 4 Good Working Conditions
• 5 Interesting Work
• 2 Job Security
• 3 Promotion/Growth Opportunities
• 6 Personal Loyalty to Workers
• 10 Feeling In On Things
• 9 Sympathetic Help on Personal Problems
• 7 Tactful Disciplining

• Employees
• 1 Full Appreciation for Work Done
• 5 Good Wages
• 9 Good Working Conditions
• 6 Interesting Work
• 4 Job Security
• 7 Promotion/Growth Opportunities
• 8 Personal Loyalty to Workers
• 2 Feeling In On Things
• 3 Sympathetic Help on Personal Problems
• 10 Tactful Disciplining

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Key Motivators That Draw Us to the Best
Organizationsand Keep Us There,Performing At
Peak Effectiveness
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Key Motivators

• The QUALITY of the work itself
• and
• Our RELATIONSHIPS with others at work

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Grimmes Top 10 TipsTo Attract, Retain, And
Motivate Employees

• Pay fairly and well then get them to forget
  about money.
• 2. Treat each and every employee with respect.
  Show them that you care about them as persons,
  not just workers.

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Grimmes Top 10 Tips

• Praise accomplishments attempts.
• - Both large small
• - At least 4 time more than you criticize
• - Publicly and in private
• - Verbally and in writing
• - Promptly (as soon as observed)
• - Sincerely

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Grimmes Top 10 Tips

• Clearly communicate goals, responsibilities and
  expectations
• Never criticize in public redirect in private

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Grimmes Top 10 Tips

• 5. Recognize performance appropriately and
  consistently
• Reward outstanding performance (promotions,
  raises, and opportunities)
• Do not tolerate sustained poor performance
  coach and train or remove

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Grimmes Top 10 Tips

• Involve employees in plans and decisions,
  especially those that affect them.
• Solicit their ideas and opinions.
• Encourage initiative.
• Create opportunities for employees to learn and
  grow. Link the goals of the organization with
  the goals of each individual in it.

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Grimmes Top 10 Tips

• Actively listen to employees concerns - both
  work-related and personal.
• Share information promptly, openly, and clearly.
• Tell the truth..with compassion.

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Grimmes Top 10 Tips

• Celebrate successes and milestones reached
  organizational and personal.
• Create an organizational culture that is open,
  trusting, and fun!
• Don Grimme, GHR Training Solutions

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Retain Optimize Your Greatest Asset Your
People!

• The University will prosper and grow by
• Maximizing the untapped talents of the
  individuals and teams
• Creating an environment of respect, trust, and
  mutual support
• Encouraging open communication
• Employee Retention Headquarters

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Realities and Options

• Money is necessary but not sufficient condition
  to attract, retain and motivate good employees.
• You and I go TO work for a paycheck and benefits
  plan. But we wont really DO work (at least our
  best work), unless something else is present.

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Realities and Options

• It is the QUALITY OF THE WORK itself and the
• RELATIONSHIPS WITH OTHERS at work that draw us to
  the best organizations
• and KEEP us there,
• performing at PEAK effectiveness.

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OCUs Collaborative Performance Review Process

• Is interactive and collaborative by design
• Supports strategic planning initiatives
• Provides input by both employees and supervisors
• Identifies high performance areas growth
  opportunities
• Identifies targets training and development
• Reinforces high productivity effectiveness
• Develops a highly trained, effective staff
• Is research-based
• Supports merit pay recommendations

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Performance Reviews
OVERVIEW
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Continuing EmployeesAnnual Reviews

• Timeline due May 15th

• Planning Document
• Completed by employee
• Discussed with supervisor prior to performance
  review

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• Goal Setting Documents
• To be completed by employee
• Discuss progress and estimated completion with
  administrator
• Employee and administrator discuss possible
  2006-07 goals
• Correlate goals with Strategic Plan
• 2006-07 Goal Planning Documents due September 30,
  2006.

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Goals

• SMART
• Specific
• Measurable
• Attainable
• Relevant
• Timely

• Types of Goals
• Routine
• Problem-Solving
• Innovative
• Personal Development
• Organizational Development

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Practice

• Today
• Complete one goal document for 2006-07

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AnnualPerformance Review Forms

• Performance Review Forms
• Two formats, outline or narrative
• To be completed by administrator following
  discussion of planning document and review of
  progress on goals.
• To be discussed/reviewed with employee
• Attach completed goal documents
• Attach job description

To be used only for continuing employees whose
performance is satisfactory or higher.
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IntroductoryPerformance Review

• Performance review to be completed prior to the
  end of six-month introductory employment period
• Performance Review Form
• Completed by supervisor
• Reviewed with employee
• Strengths and areas of growth noted
• Retention decision made
• Future development, goals discussed

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ProbationaryPerformance Review

• Performance Review Form
• To be completed by administrator.
• Document progress toward targeted key areas and
  core values since last evaluation.
• Retention decision and or change of status made
  by administrator.
• To be reviewed with employee.

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Tasks to be Done By Employee

• Complete 2005-06 goal documents.
• Complete planning document.
• Make appointment with administrator to review.
• Review, discuss revisions to job description.
• --------------------------------------------------
  ------
• Discuss performance review.
• Identify possible goals for 2006-07.

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Tasks to Be Done by Supervisor

• Review/discuss Planning Document prepared by
  employee
• Review/discuss 2005-06 goal documents prepared by
  employee
• --------------------------------------------------
  ------------------
• Complete performance review
• Discuss with employee
• Discuss possible goals for 2006-07
• Review, discuss revision to job description,
  sign/attach.
• Merit pay increases for 2006-07 will be based
  upon 2005-06 performance reviews.

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Questions/Concerns

• Discussion/Suggestions