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1 Phase 2: Performance Management Kickoff Meeting
Transcript of Title goes here – this sample illustrates a two-line title ...
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Phase 2: Performance Management
Kickoff Meeting
hpalmer
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Overview Performance Management
What we will cover today– Welcome and Introductions
– Philosophy & Strategy
– New Plan Components
– New Technology – PeopleSoft ePerformance
– Change Readiness Survey Results
– Roles and responsibilities
– SPA Resources
– Current Preparation Activities
– Key timelines and schedules
– What’s next
– Q & A
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Performance ManagementPhilosophy and Strategy
Philosophy
Performance management is a process to help drive overall State and Agency goals to successful outcomes through effective goal setting, performance monitoring and measurement, and rewards for performance
Strategy
Measure employee performance based on accomplishment of goals and demonstration of competency proficiency that can impact State and Agency outcomes
Develop a consistent core Statewide performance management process, system, and tools that are “fair, simple and easy to use.
Hold managers and employees accountable for results delivered through active performance feedback, and development opportunities.
Provide managers with the skills and tools necessary to differentiate performance and allocate compensation and development rewards appropriately based on performance, budget, and other relevant factors
Educate both managers and employees on how to do effective performance management
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Business Outcomes of Performance Management
Drives accountability throughout the organization
Links individual goals and objectives to agency goals, objectives, and strategic plan
Expectations are communicated clearly with measurable, objective criteria
Provides feedback to individuals to move them toward exemplary performance
Differentiation of performance
– Helps distinguish exceptional, high potential employees
– Helps differentiate levels of performance across the agency
Helps optimize the use of human capital – identify and develop key talent
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Performance ManagementNew Components of the Plan
Current Performance Plan New Performance Plan
Focused on job responsibilities and job description Focuses on goals and competencies
Goals based on job responsibilities Goals aligned with agency strategic objectives
Statewide responsibilities Statewide core & leadership competencies
Stand alone software•Software networked and integrated with current products•Traceable and auditable
Paper forms and filing required Web-based and “paperless”
Inconsistent process enterprise-wide Common, integrated process
3-point rating scale 5-point rating scale [differentiation]
Employee–no access to performance plan Employee access to performance plan
Employee not always involved in development of plan
Employee part of the performance planningEmployee Self-Evaluation
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Performance Management Performance Management Model
Performance Management
Model
Performance Management
Model
Rewarding Performance
Acknowledge SuccessProvide Opportunities
Rewarding Rewarding PerformancePerformance
Acknowledge SuccessProvide Opportunities
Performance Planning
Describe“successful”
performance
Performance Performance PlanningPlanning
Describe“successful”
performance
Performance Evaluation
Assessment based on agreed upon
Expectations.
Performance Performance EvaluationEvaluation
Assessment based on agreed upon
Expectations.
Coaching & Development
Do the job,achieve the goals, and get the results
Coaching & Coaching & DevelopmentDevelopment
Do the job,achieve the goals, and get the results
• Results
• Competencies
• Key tasks or activities
• Major achievements
• Development plan
• Career development
• Performance log
• Updated goals
• Mid-year or quarterly review
• Development plan
• Monetary
• Non-Monetary
• Agree on goals
• Link to state and agency goals
• Agree on responsibilities , tasks & projects
• Development plan
Performance ManagementInter-Process Linkages
Fedrick
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Performance ManagementTypical Process Timeline
Ongoing coaching and feedback throughout the year
Mid-year Review Meeting to discuss progress.
Manager completes previous year’s performance evaluations.
Note: This timeline assumes the State moves to a common review date and uses its fiscal year to determine the timing of the performance management cycle. Under this calendar, managers have discretion to hold meetings with their employees anytime between June 1 and August 31
Manager & employee have one-on-one Performance Meeting(s) to conduct Performance Eval.
Discuss:
Year-end results Performance rating; Pay increases (if applicable)
HR and Sr. Leader reviews ratings, pay decisions, and Calibrations
PREVIOUS
YEAR
July August - October
Performance Planning: Manager and employee collaborate to develop and review goals and competencies for coming year
August - September
CURRENT
YEAR
July July - June (entire year) January
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STATE MISSION, VISION & GOALS
State Goals
Departmental Goals
Individual Goals
State Performance Business Outcomes
Departmental Achievement
Individual Achievement
Agency Achievement
CONTINUAL PERFORMANCE
Agency Goals
PLANNING
RE
SU
LT
S
Performance ManagementGoals - Based
EXECUTION
Business Outcomes
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Performance ManagementBehavioral Competencies
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Performance ManagementSupporting Tools
ePerformance Management System
The performance management process is supported by the PeopleSoft (PS) ePerformance Management System
Web-based self-service performance evaluation application for managers, employees, and human resources (HR) administrators
Used for planning, collaborating, communication, assessment and monitoring evaluations
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Overview of the Process and System
The following User Productivity Kit (UPK) can be used to see the process and the system
http://route88upk.state.ga.us/toc.html
Module 0 –TeamWorks Portal
Module 12 - ePerformance
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Change Readiness Survey Results
Current Performance Management
– HR Directors and HR Staff serve as internal SMES
Computer Access and Usage
– Some employees do not have computer access or work email addresses
– Managers and Employees not aware they have security access to MSS and ESS
Change Management and Communications
– Most use email for entity-wide communication
– One-third will undergo some other form of major change in the next 12 months
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Performance ManagementChange Readiness Calls
Project Management– Clearly identify what is needed to transition to the new performance
management plan and technology– Listen and provide support as needed
Process– Education and training on the new process– Supporting resources and tools– Address questions on the process
Technology– Help determine additional tools and support needed for ease of transition– Address system and technology concerns– Address and assist with PeopleSoft data concerns
Communications and Change Management– Provide timelines and sample communication templates– Develop HR, manager, and employee training
Agency HR and SPA’s Role
Agency HR Role SPA Role
Communication
Communicate to managers and employees Guidelines and sample templates and letters
Set deadlines for performance management functions
Provide guidelines
Communicate State and agency goals Provide template communications
Encourage employee/manager collaboration Provide guidelines and sample activities
Key Organization Contact/Resource
Ensure goals are aligned and cascaded
Provide guidance on how to weigh plan sections
Information and guidelines on weighting
Serve as a resource to managers and employees for process and system
Training, online resources, Help Desk
Serve as the subject matter expert on performance management for the organization
HR Admin training, manager training, Help Desk, online resources
Agency HR and SPA’s Role
Agency HR Role SPA Role
ePerformance – Software/System
Get system ready to use (e.g., reports to field updated)
Checklists of activities, periodic change readiness calls, documentation
Get employees and managers to use PeopleSoft, including Manager Self Serve and Employee Self Serve, and Team Georgia
Provide guidelines, resources, toolkits for training
Responsible for document creation, changes, monitoring progress
HR Admin training, online resource, Help Desk
Work with IT department to ensure linkage between People Soft and email system
Helpful hints
Training
Human Resources Training Human Resources training
Ensure managers are trained Provide online or other modes of training and training manuals
Ensure employees are trained Provide Webcast or other mode of training for employees
Senior Leadership’s Role
Support the process and drive accountability throughout the organization
Ensure goals and objectives are cascaded from the State and Agency to the individual
Communicate that performance management is a process not an event
Support coaching and development of employees
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Schedule and Preview of Upcoming Calls
November 17 – 18
– Agency readiness checklist
– Updating the Reports to field
– Detailed discussion of the plan components
– Process timeline
– Overview of the change champions program
December 9 – 10
– Change management and communications overview
– Detailed discussion on the change champions program
January – June
– Ongoing preparation activities
Performance ManagementPhase 2 Key Dates
October 2008 Change readiness calls kickoff meeting and prep with HR community
November – ongoing
HR community system preparation (e.g., reports to, MSS access, ESS access, email)
November 2008 – September 2009
Change Readiness Conference Calls
March - April 2009
Human Resources Training
April – July 2009 Manager Training
May – July 2009 Employee Training
May – June 2009 Production Cutover
July 2009 ePerformance Management Implementation
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SPA Resources
New Performance Management Website– Information for agencies, HR, managers, and employees
– http://www.spa.ga.gov/employees/eperformance.asp
– Current employee Webcast http://www.spa.ga.gov/employees/ePerformResources.asp
Competency Website– Information on the new competency framework for the State
– http://www.spa.ga.gov/competencyManage/index.asp
UPKS to navigate and get familiar with the system– http://route88upk.state.ga.us/toc.html
Talent Management Help Desk– SPA Help Desk provides support on both process and system questions and
issues
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Performance ManagementTalent Management Team
Buz Mayo, Executive Director– [email protected]; 404-651-8749
Ronnie Witcher, Program Director– [email protected]; 404-657-2379
Janet Hecht, Ph.D., HR Projects Coordinator– [email protected]; 404-463-3534
Al Brown, PHR, HR Consultant– [email protected]; 404-657-2848
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Questions, Comments, & Feedback
Question and Answer Session
Action Items
Next Steps
Thank you for your participation!
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