© HowattHR 2011-13

TalOp’s End-to-End Employee Life Cycle Process

Contents • Overview of Integrated Performance System • Position Profiling & Analysis • Aligning Competencies for Talent & Operations • Competency-Driven Performance • Employee Life Cycle Management for Managers D

Micro-Skills

Career Development Map

KPB:

Competency:

Resources

Skills Skills Skills Skills

Strategies to support development e.g., training, mentoring

Feedback

1. Prepare Performance Appraisal (can be single or multi-rater)

2. Job specific feedback (out-of-cycle reports of contributions and recommendations for improvement)

Performance Feedback Model

Frames the job functions Defines expectations Provides traits/ behavior profile for recruiting &

interviewing Core Competency Domains e.g., Banking

Profiling & Competency Analysis Position Description

The expectation of performance for each competency as it relates to specific job function e.g., ASC 2, Stage 3

Behaviors/ Skills/Knowledge needed for the Domain e.g., Banking Fundamentals

Standards for Each \ Level Core Competencies

Manager delivering review will: A. Review feedback

B. Perform a Resource Needs Analysis C. Complete and deliver performance review D. With employee, create goals for development when

appropriate, cascading goals and performance targets. E. Ensure action plan and measures are clearly defined

Integrated Performance System

Assessment & Development Resources (to bridge performance gap)

If employee below standard, determine micro-skills

Key Performance Behaviors

Assessment & Development Resources

Review Micro-Skills for Career Development Map

Micro Skills

Position Profiling & Analysis

Aligning Talent with Business

Talent Management Strategy

Core Functions

Job Descriptions

Standard Expectations

Position Profiles

1 x 2 Core Competencies Key Performance Behaviors

Key Performance Indicators

Competency Management

Performance Reviews

Reward/Recognition

Performance Management & Feedback

Professional Development Programs Career Paths Hiring Standards On-Boarding

Influenced by business mission, values, culture, and environment, Position Profiles identify the Core Competencies that define the behaviors to be managed, reviewed and recognized in performance management and feedback systems. In turn, these direct hiring, learning, development, career pathing, and on-boarding strategies; these strategies create loyalty, production, profitability, efficiency, retention.

MISSION VALUES CULTURE ENVIRONMENT

Loyalty Retention Efficiency Profitability Production

Core Competencies

Business Need — Business Objectives — Business Vision — Talent Needs

What is Position Profiling?

• A tool for ensuring that people skills and abilities align with operational needs

• Provides a framework for developing position descriptions

• Supports management performance • Establishes bona fides of job requirements

Note: All the core competencies are job related. The methodology used in this presentation complies with Uniform Guidelines on Employee Selection Procedures & Equal Employer Opportunity Commission (EEOC), the Ethical Principles of Psychologists and Code of Conduct (APA, 2002) and Use of Personnel Selection Procedures (SIOP, 2003).

Position Profiling Process • A structured process for collecting information about a

position, such as duties, responsibilities, necessary skills, outcomes, and work environment using two tools: 1. Qualitative position analysis and, 2. Quantitative position analysis.

• The resulting Position Profile Report defines the core

competency profile, highlighting the core knowledge and skills required to perform the position.

Steps for Profiling • Conduct organizational Discovery to orient analysis

• Gather and review O*NET information

• Draw on knowledge of subject matter experts (SMEs)

• One focus group for quantitative critical position analysis (3 hours)

• One on-line job analysis questionnaire (30 minutes)

• One on-line psychometric tool (Hogan HPI)

• Results in – Technical position profile report defining the core competencies

– Core Competency Map

Value of Profiling • Provides rationale for talent management

program.

• Provides a road map for – selection – training and development – recognition programs – performance development, and – succession planning

From Profile to Description

Provides the framework for

• Maintaining critical organizational intelligence,

• Transferring knowledge to new hires,

• Directing and defining successful behaviors, and

• Platform for performance management

• Creates snapshot of core functions • Provides a consistent standard for duplication • Establishes an IMPORTANT legal document • Sets clear performance expectations for behavior and

productivity • Helps employees understand their responsibilities and

those of others • Foundational document for onboarding and job handoff

tools

Value of Position Description

• Purpose of the organizational unit • Primary purpose of the position • Particulars of position: (location, hours, etc.) • Working conditions • General areas of responsibility listed • Functions to be performed and approximate time allocation (%) • Required education and experience (weighted) • Required knowledge, skills, and abilities (competencies profile) • Reporting structure • Success indicators • On-boarding • Mandatory organizational training for position

Elements of Position Description

1. Have clear process in place for new position (request, approval and signoff)

2. A process flow chart for generating or retrieving position descriptions 3. Verify facts for any bona fide occupational requirements prior to

attaching prima facie discriminatory criteria to description 4. Conduct Position Profiling (qualitative & quantitative analysis) 5. Set standards for Position Descriptions and provide templates 6. Create SME team (3-5 people) to work collaboratively to complete the

position description template for each position 7. Ensure Management completes final review, approval and sign off. 8. Forward completed profiles to Knowledge Management and Quality

Assurance teams for next steps.

Best Practices for Position Description

Aligning Competencies for Talent & Operations

Integrative Core Competency Model

OUTCOME Audit

Talent

Corporate Offering

+

Business Plan

+

Funding

Business Objectives

+

Target Market

+

Talent Needs

Philosophy

Operations

Talent

SOPs

Structure

Management Model

Performance Measures

Recognition

Risk Mgmt

Org Design

Communication Plan

Staffing Model

Performance Review System

+

Business Success Reporting

Size and Workforce

Demographic

For all positions, define:

Position Profiles Position

Competencies (see Position Profile Formula & 1x2 Core Competencies)

Human Capital Performance

Vertical and Horizontal

Career Progress for

Each Position

Define Key Behavioral Performance, Standards, and Expectations

On-boarding

Work Readiness

Professional Dev

Learning Models

Training & Dev

Career Planning

Business

GOAL

Mission, Values, Culture, Environment

Continuous Performance Improvement

1. 2. 3. 4. 5.

Profiles Drive Competencies

• Core Functions: • Job Description

• Position Title: • Core Objective: • Area of Impact: • Responsibilities: • Daily Activities: • Reporting:

Position Profile Formula 1 x 2 Core Competencies

People

Interpersonal Intrapersonal

Business

Specific General

Industry

Specific General

Competency-based Key Performance Behaviors and Indicators

Core Competency Key Performance Behaviors Key Performance Indicators

Core Competency Key Performance Behaviors Key Performance Indicators

Core Competency Key Performance Behaviors Key Performance Indicators

Performance Management Competency-Based

Goal-Driven

Performance Goals • The competency-based key performance behaviors

and indicators support goal-driven performance management.

• There are three types of goals: • Linking Goals

• Ensure individual goals support organizational goals. This alignment is crucial to ensuring employees and managers are focused on business objectives.

• Performance Target Goals • Measure output against core job functions. This ensures that the goals are appropriate to

the competencies identified.

• Developmental or Career Goals • Close performance gaps (for employee to meet organizational goals) • Offer growth opportunities (for employee to achieve personal goals)

The Goal-Driven Performance Management

20

Set Annual Business

Goals

Set Goals · Individual

· Business

· Linking

Mid Year Evaluation

· Goal Checkpoint

· Performance Self-Reflection

· Development Plans

Year End Evaluation

· Rate

Competencies & Goals

Analyze Performance

Reports · Scorecard

· 9-Box Talent Matrix

Training & Development

Plans · Address shortcomin

· Succession planning

Step 1

Step 2

Step 3

Step 6

Step 4

Step 5

HR Support: •Helping Managers set individual development plans •Advising on Performance Improvement Plans •Advising on Succession Planning

HR Support Responsibilities: • Kick off Annual Goal Setting • Assigning Linking Goals • Kick off Mid Year Evaluations • Mid Year Scorecard Report • Kick off Year End Evaluations •Year End Scorecard & 9-Box Reports

Sample Schedule

21

HR asks Employee to write goals or self-review. Sends to Manager. The Manager reviews, comments and either accepts the goals or returns it to the Employee for

changes. Final work is submitted to HR. If an employee’s overall performance rating falls outside of

acceptable ranges, the review is routed to HR for review and follow up with the Manager.

Sequence Performance Phase Length Of Time

Time Period

Employee Time Allotted

Manager Time Allotted

1 Goal Setting 4 weeks Jan. 2 – Jan. 31 2 weeks 2 weeks

2 Mid Year Evaluation 4 weeks July 1- July 31 1.5 weeks 2.5 weeks

3 Review Mid Year Scorecard Report Only avail after event closes?

N/A

4 Formal Manager-Employee Discussion

July 15-July31

5 Training & Development Plans Performance Improvement Plans

As needed As needed As needed As needed

6 Year End Evaluations 6 weeks Dec. 1 – Jan. 15 2 weeks 4 weeks

7 Review Year End Scorecard & 9-Box Talent Matrix Reports

Only avail after event closes?

N/A

8 Formal Manager-Employee discussion Dec. 15-Jan. 15

After each evaluation:

HR runs and sends performance reports to all Managers Managers hold performance discussions with direct reports

Performance Ratings Performance levels can be measured more accurately and objectively with weighted scoring from goal and competency evaluations.

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Employee Overall Rating

Goal Rating Based on scored performance levels using a 5-level scale and weights for each goal type. Section Weights Performance Target Goals – 25% Linking / Organizational Goals – 15% Development/Career Goals – 10%

Competency Rating Based on scored performance levels using a 5-level scale and weights for each competency type. Section Weights Leadership Skills – weight based on Job Profile Role Specific Skills – weight based on Job Profile Interpersonal – weight based on Job Profile

Performance Scorecards

23

Aggregate evaluation data to allow managers to compare peer-to-peer performance against benchmark norms.

Performance Benchmark:

Leadership Competencies

Interpersonal Competencies

Role Specific Competencies Linking Goal #1 Linking Goal #2

BENCHMARK

3.4

3.3

3.6

4

4.5

Employee 1 4 3 3 4.6 4

Employee 2 3 3 3 3 3

Employee 3 2 3 4 5 4

Employee 4 3 3 5 2.3 5

Employee 5 4 3 3 4.6 4

Talent Matrix for Succession Planning

24

Aggregated performance scores from Year End Evaluations can generate a Nine-Box Matrix for talent management and succession planning.

Nine-Box Grid P

erfo

rman

ce

Potential

Example of HR Administration for PM Cycle

25

Performance Event / Period

Performance Task Audience # Workday Notifications

# Workday Templates

# HR Activities

GOAL SETTING Jan. 2 (thru Jan. 31)

Start Annual Goal Setting Event All Employees 1 1 1

Send 1st reminder notification s (1 week before due date)

All EEs & Managers 2 n/a 2

Manually Close Event. Run Report to audit non-compliers

n/a n/a

1

Send 2nd reminder notice to non-compliant employees. (Event closes Jan. 31)

Noncompliant EEs & Mgrs

2 n/a

2+

MID YEAR EVALUATION July 1 ( thru July 31)

Start Mid-Year Self Evaluation Event All Employees 1 1 1

Send 1st reminder notifications (1 week before due date)

All EEs & Mgrs 2 n/a 2

Manually Close Event & Run Report to audit non-compliers

n/a

n/a

1

Send 2nd reminder notice to non-compliant employees Noncompliant EEs & Mgrs

2 n/a

2+

Manually Close Event & Run Report to audit non-compliers

n/a n/a 1

Send 3rd reminder notification Noncompliant EEs & Mgrs

2 n/a

2

Run report(s) after Event closes to generate Scorecard Report (Mid Year) & Year End), 9-Box Matrix (Year End)

Send Report(s) to Managers (Discuss audience with HR)

Outlook Emails

n/a

YEAR END EVALUATION Dec 1 (thru Jan 15)

Start Year-End Self Evaluation Event. NOTE: Same as Mid Year except each Job Profile has its own review template

All Employees 1 (1 per Employee)

50 (approx) (1 per Profile)

50 (approx)

Training Support for Performance Management

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•Performance Management Framework: Manager Primer – Training on the purpose and components of the performance management system, and the importance of setting goals •Position Profiles and the Talent Management System – Training on how clear job profiles drive performance and talent management.

•Employee and Manager Self-Service – Refresher software training on how to maintain and access personal data in HRIS

•HRIS Job Aids – Step-by-step instructions for completing performance management tasks in HRIS • Approve Annual Goal Setting • Complete Mid Year Manager Evaluation • Complete Year End Manager Evaluation • Complete Performance Improvement Plan • Set and Assign Linking Goals

•SMART Goal Methodology – Training on how to write effective and actionable goals

•SMART Goal Setting Tool – HRIS Templates to simplify writing SMART Goals.

•How to Hold a Performance Discussion with an Employee – Training for Managers

•How to Have a Performance Discussion with a Manager – Training for Employees