PERFORMANCE MANAGEMENT GUIDE
Phase 1: Planning
Performance planning - whether for new or established employees - is vital to employee understanding of priorities and expectations at the beginning of the review period and should result in agreement about performance expectations and being held accountable for results. Effective individual performance planning clarifies and creates alignment between employee performance and success of the University and should be used as a reference throughout the review period. The combination of all individual employee performance plans should express the Action Plan for the department/work unit.
Effective planning begins with an accurate job description. Contact HR Compensation for assistance if there is not a job description for the employee's position.
When is Performance Planning Completed?
The formal written performance plan is completed on the PE form, which will then be used to document the annual performance review at the end of the review year. Formal planning is completed:
- With new employees upon successful completion of the official 90-day (or otherwise established) " orientation" period
- At the beginning of the annual review period for established employees
- Within 30 days when an established employee changes positions or has a significant change in job duties
- See Sample Form: Performance Planning
New Employees: As part of departmental orientation during the first week of hire, new staff employees should be provided with a copy of their job descriptions and a PE form with the identifying information on page one and job duties (Section D) completed. Within 30 days of successful completion of the new hire orientation period, performance planning should be completed with addition of setting performance objectives. Employee and evaluator sign Section A to acknowledge the completion of performance planning at that time.
Established Employees: Performance planning for the new review period is completed at beginning of the review period (see current schedule) for all established staff eligible for an Annual Performance Review. All sections of the PE form required for Performance Planning are completed at that time.
Updated Performance Planning for Position Changes: A new PE form with Performance Planning that encompasses the remainder of the review period will be needed if an employee changes positions.
Updated Performance Planning for Job Duty Changes : A review and/or update of expectations related to work performance, job duties and goals may be needed if there is a significant change in job duties without and change in position.
Setting Expectations: Core Competencies
Core Competencies focus on how employees go about their work - the methods, behaviors and values demonstrated by employees while working to complete job duties and achieve performance objectives.
The supervisor and employee should review and clarify the Core Competencies in Section D of the PE Form. Supervisors should be able to define the expectations for performance at a particular level (Meeting Expectations for example) and for the particular job. Elements such as "initiative" or " dependability" can be difficult to express in terms that are measurable, but should be defined in a way that is job-related, observable and behavioral. Considerations for defining each competency are included as a reference with the PE form.
Setting Expectations: Duties & Goals/Objectives
Job Duties and Goals/Objectives focus on the expected results of performance. Because of the differences between the requirements of specific positions and the nature of duties and objectives, some employees will have more job duties with fewer objectives set for the review period, and other employees will have a performance plan that focuses heavily on objectives.
As with all performance expectations, the more clearly duties and objectives are defined at the beginning of the review period, the more likely the employee is to achieve the target performance and the easier it will be for both employee and supervisor to track and evaluate progress.
Expectations are most useful when they are communicated (whether verbally or in writing) in a way that is SMART:
- Specific - Identifies what actions and results are expected
- Measureable - Identifies or establishes indicators of success that are quantitative (how much) or qualitative (how well/efficiently/quickly)
- Attainable - Is achievable and may be challenging
- Realistic - Is within the realm of the employee's position and resources
- Time-Bound - Includes target dates for completion
JOB DUTIES: Review the employee's Job Duties in Section E of the PE form, clarifying and answering questions. The employee’s job duties are populated from the employee’s job description and should be added to the form prior to the planning meeting. Insert the major job duties for the position; it is not necessary to include other duties as assigned. Contact HR Compensation if a planning discussion reveals a significant change in duties that might indicate a need for reclassification.
Using the departmental action plan (based upon the University's Strategic Plan) the employee and supervisor should determine how the employee can best contribute to achieving the objectives set for the work unit and the employee's supervisor.
Supervisors and managers can assist with employee development by considering the achievements you implicitly expect of an employee in this position and by describing an ideal employee in this position, then asking: What does this ideal employee know? What can this ideal employee do? What does this ideal employee care about?
GOALS/OBJECTIVES: Add the employee's Goals Set for Current Review in Section G of the PE form. There should be at least two performance goals/objectives, with at least one specific to professional development.
What is a Professional Development Goal? What does the employee want to accomplish professionally? What additional education? Certifications? Expanded knowledge or skills do you want to acquire? "Enhance banner skills by attending Banner User Training in Month YY " or " Participate in 3 online seminars during the review period related to XYZ."
What is a Performance Goal? What should be accomplished in the upcoming year, given the available resources, or goals of the department?
Additional information about facilitating the writing of effective goals and objectives can be found in OIE Strategic Planning Manual and under PE Resouces: Objectives.
The Planning Meeting: Next Steps
Employee and evaluator sign acknowledgment of completion of performance planning in Section A of the PE form. A copy of the completed form is provided to the employee and the original is maintained by the supervisor. This original form will be used for the annual performance review at the end of the review period.
NEXT SECTION: Tracking & Feedback
