Employee Wellness ProgramMary Ng, Director, Enterprise Talent Development
Boris Rashkovsky, Senior Manager, Enterprise Talent Development
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• Understanding the Performance Management journey
• Understanding the Performance Review changes and the reasons for them
• Understanding and using Performance Review best practices
• Able to access resources and support (page, documents, email, etc.)
Be open to
Learning something new or
from a different perspective
can originate from anyone
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Goal Setting
Performance At-A-Glance
Managers and above (AIP eligible staff) Administered twice a year In addition to the Year-End Evaluation
Section Weights Year-End
Currently in PAAG
Values 25% Rating: 1.0 – 1.6: Does Not Meet Expectations 1-6- 2.6: Meets 2.6-3.0: Exceeds
Rating: - Sometimes - Usually - Always*Pillars for VP+ & Level
Specific Competencies 25%
Strengths & Development Needs
AIP Goals **Individual Contributor (non-union non-managers) Goals
50%
N/A
Performance Management process is viewed as an HR-driven compliance process
Need to increase visible connection between performance management and other talent strategies
Goal setting is inconsistent throughout the organization
Leaders have a skill gap in having development and performance discussions
KEY OPPORTUNITIES
Introduced in 2019
* Year-End Reviews, Pillars apply for VP’s and above only **Goals are Optional for Non-Union Non-Managers. Required in Philanthropy and Other Teams.
Self Review
Manager Review
Next Level
Merit / Calibration
Manager Signs
Employee Signs
Simplification Reducing administrative burden and time required to document performance by focusing on the core elements that drive performance and development
Talent Retention & Engagement
Increasing the likelihood employees feel supported, engaged, and want to stay as the enterprise continues to grow
Best Practices Leverage best practices across industries as well as the changing demographics in the workforce to better differentiate performance.
Upskilling and Growing Understand employee aspirations and barriers to create customized roadmaps to success.
Culture of Continuous Conversations
Build a culture of conversation and ongoing performance discussions that enable transformation agility and create an internal pipeline for talent growth and development.
What and How (Pillars & Values) Ensuring people do things the City of Hope way in achieving goals and priorities via Pillars and Values
CREATING A BEST PLACE TO WORK VIA CONTINUOUS
CONVERSATIONS & DEV.
Performance
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Goal: Deploy best practices to develop an agile and simple performance management process. Establish accountability, provide ongoing feedback and coaching, support professional development and create performance management.
Aligned Leadership, Accountability Capability,
Create an environment of coaching, mentoring and recognition-rich culture
Engaging Fosters ongoing, meaningful performance
conversations
Development Ongoing Performance
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ROLE EXPECTATIONS: Consistently understands the role responsibilities and performs them successfully.
Clearly delivers timely on their goals.
Did Not Exist 50%
VALUES: Consistently demonstrates City of Hope’s Values – Compassion, Collaboration, Excellence, Integrity, Intellectual Curiosity and Service with a Sense of Urgency – in your interactions with patients, their family, customers, vendors and colleagues.
25% 25%
PILLARS IN ACTION: Consistently demonstrates City of Hope’s Pillars in Action – Speed, Focus, Enterprise, Connectedness and Sponsorship – when executing their goals and strategic priorities.
Only VP’s and Above 25%
All Managers and Above
Proposed Design Approved by Committee in 2019
Simplify Year-End Annual Performance Review Components and New Weights
Simplify Year-End Annual Performance Review form and change weight distribution
Replace Pillars for Manager and Director Competencies
Collapse 5 questions for Pillars in Action into 1 overall question for all Pillars
Add Role Expectations section
Decouple AIP Goals from Year-End Performance Evaluation
Individual AIP Goals will be in the review but will not count toward overall Performance Score
Change weight distribution for Role Expectations, Values, Pillars, and Goals
SUMMARY
Individual Contributors (non-union non-managers) will continue to use Performance Dimensions instead of Pillars in the Pillar in Action section. Their goals and/or any custom competencies, will be part of the Roles Expectations section.
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Home Screen
2020 2021
KEY CHANGES
1. More intuitive section naming 2. More use of white space, icons, and
links
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2. Replaces AIP Goals as 50% of review
3. For individual contributors (non-union, non-managers) (SEIU & Steelworker unions) this is the section for goals and custom competencies if they exist
4. Option to upload attachments (e.g., job descriptions, goals documents)
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2. Rating by .2 decimal intervals instead of .1
3. Added more detailed descriptions for different rating scores
4. Optional Worksheet
Score Rating Description
1 Does Not Meet Expectations The employee is not proficient in any of the six values. See worksheet template download for more details
1.2 Does Not Meet Expectations The employee is not proficient in five of the six values. See worksheet download template for more details
1.4 Does Not Meet Expectations The employee is not proficient in four of the six values. See worksheet template download for more details
1.6 Meets Expectations The employee is proficient in at least two values AND is a role model in one (or proficient in four values). See worksheet template download for more details
1.8 Meets Expectations The employee is proficient in at least three values AND is a role model in one (or proficient in five values). See worksheet template download for more details
2 Meets Expectations The employee is proficient in all six values. See worksheet template download for more details
2.2 Meets Expectations The employee is proficient in five values and is a role model in a sixth value. See worksheet template download for more details
2.4 Meets Expectations The employee is proficient in four values and is a role model in a fifth and sixth value. See worksheet template download for more details
2.6 Exceeds Expectations The employee is a role model in four values and is proficient in the remaining two. See worksheet template download for more details
2.8 Exceeds Expectations The employee is a role model in five values and is proficient in the sixth value. See worksheet template download for more details
3 Exceeds Expectations The employee is a role model in all six values. See worksheet template download for more details
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2020
2021
CHANGES
1. One rating for all five Pillars replaced seven competencies
2. Seven drop downs and comment boxes replaced by one entry box and one comment box
3. Descriptions of what Meets, Exceeds, Does Not Meet are no longer visible on front page. Instead, pop-up menus provide detailed rating descriptions
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2020 2021CHANGES
1. Four competencies replaced by one Pillars rating
2. Four drop downs and text boxes replaced by one score entry box and one comments box
3. Descriptions of what Meets, Exceeds, Does Not Meet are no longer visible on front page. Instead, pop-up menus provides detailed rating descriptions
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2. Drop down replaced by entry box
3. Descriptions of what meets, exceeds, does meet not are no longer visible on front page
4. Descriptions exist via various help menus
5. Custom competencies removed
1. Two new questions added (Development actions and DEI behaviors)
2. Questions do not count toward performance rating
2020 2021
CHANGES
1. AIP Goals will not count towards overall performance rating. It will only count towards AIP Payout
2. For individual contributors (non-union, non-managers), there is no goal section
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Actively Participate Understand company and department goals, responsibilities and expected behaviors
Take Responsibility Ensure you have a clear understanding of what it takes to achieve outcomes and request necessary resources and support
Document Monitor and document progress for goals and key tasks
Solicit Feedback Solicit formal and informal feedback and coaching from manager and colleagues throughout the year
Make Development a Priority
Share Information Provide relevant information about the organization and goals to help employees understand how they contribute towards success
Clarify Performance Expectations Ensure employees have a clear understanding of what is expected
Provide Feedback and Coaching Offer regular, timely and meaningful direction on achieving goals and expected outcomes
Be Available Be accessible to employees in problem solving, removing obstacles, etc.
Document Regularly document employees’ progress and achievements
Sponsor
WHAT HOW
Example 1:
• WHAT: David architected a highly successful Tour Program for New Hires. He developed a well-organized schedule, floor plan, and meticulous speaker notes to ensure each tour was well regarded. In addition, he delivered more than 20 tours by September 2021.
• HOW: David worked closely with stakeholders to integrate their feedback into program enhancements. He led a project team to create a strong product that was well received by participants. David also provided his team with supportive coaching and feedback, as well, as recognition for their outstanding efforts.
How it was Accomplished:
Behaviors and Values displayed
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WHAT HOW
Example 2:
• WHAT: Jane launched the development of a Patient Portal that integrates all patient information into one universal system. Patients can schedule appointments and retrieve all history of their care.
• HOW: Jane became certified in utilizing ABC patient solutions cloud systems. She created and lead a group of subject matter experts in the system and patient care. She set up 6 focus groups with patients (2 per quarter) to ensure patient feedback is heard. Feedback was shared with directors and well received.
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Writing the Review
Chat Box Share: Your Top 3 Tips for Writing a Great Performance Review
o What should you do beforehand to prepare for writing a performance review? (e.g., gather documentation about performance)
o What are best practices for writing an effective performance review? (e.g., use action verbs, focus on how to improve)
Before the Review • Review job description, time in role. and previous
evaluations • Review notes about yours/employee’s performance
throughout the year • Review notes and development opportunities from
prior reviews • Request feedback from yours/employee’s key partners • Consider employee’s accomplishments: awards (VIA),
commendations, training, publications
Writing the Review • Use action words • Record performance for the entire year • Use notes from PAAG if available • Record improvements/growth over the past year • Consider continued development aligned to department’s
need and employee’s aspirations • Explain WHAT the employee accomplished, provide insight
into HOW the employee accomplished work
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Overall Rating Scale
Rating Range Description
1: Unsatisfactory Performer (Does not meet expectations) 1.0 – 1.5 Does not meet expectation for the role and/or living the Values, Pillars, and Performance Dimensions associated with the role.
2: Solid Performer (Meets expectations) 1.6 - 2.5 Meets the key expectations of the role and/or living the Values, Pillars, and Performance Dimensions associated with the role.
3: Excellent Performer (Exceeds expectations 2.6 – 3.0 Seen as a role model by others for exceeding the expectations of the role and living the Values, Pillars, and associated Performance Dimensions.
Section Rating & Weighting
Role Expectations 50% One overall rating between 1.0 and 3.0
Values 25% One overall rating between 1.0 to 3.0 for all 6 Values
Pillars / Performance Dimensions
25% For AIP staff; one overall rating between 1.0 to 3.0 for all 5 Pillars
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Central Tendency – lack of rating differentiation between employees
Leniency – avoids honest ratings to avoid conflict
Recency – narrow focus on recent events
Similarity/Like Me – favorable ratings to employees who have similar values of interests to
the rater
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Date Who What/How
September AIP/Non-Union & SEIU & Steelworker Unions Info Session
9/23, 9/24, 9/29 General Sessions Recorded sessions will be posted week of 9/20
9/13 – 9/23 AIP/Non-Union Memos & Existing Forums
9/14 – Memo to leaders (including 1 pager of talking points, resources, training, etc.) 9/15 – Memo to staff (including resources and supports) Sept "In the Know“
9/20 – 10/10 AIP/Non-Union Self-Review (system email and reminders)
10/4 - 10/31 AIP/Non-Union Manager-Review (system email and reminders)
11/1 – 11/7 AIP/Non-Union Calibration and next level review
December 2021 AIP/Non-Union Discussion and Sign Off
January 2022 AIP/Non-Union Phase 2 Announcement
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Session Objectives and Ways of Working
Performance Management – Current and Future States
Performance Development Review Process (PDRP)
Current StateWhere We Are; What We Heard
Why Transform Performance & Development
Performance Redesign – Phase 1
Proposed Design Approved by Committee in 2019Simplify Year-End Annual Performance Review Components and New Weights
Demonstration – Screenshots
Home Screen
Role Expectations
Individual Contributors and Supervisors
Writing the Review
PDRP Phase 1 - Next Steps
Timeline for SEIU & Steelworkers Unions
Q&A