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ble and Responsiveness

Professionalism

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unication Effectiveness

Customer Service

Excellence

Core Responsibility – Foundation Pillar

2014

Performance Management & Development Strategies

Training

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2014

AGENDA

Why should you care?What is our objectives/outcomes?Who is involved?How can you participate?

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WHY YOU SHOULD CARE:

A performance management and development strategy helps supervisors find time to manage and coach their employees

Each of the processes provide supervisors with tools to oversee their staff and apply the results of the process in ways that benefit the university, the manager, and the employee

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2014

WHY YOU SHOULD CARE:

Use of Performance

Appraisal

Evaluate achievement

of established goals

Validate selection decision

Training & Development

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unication Effectiveness

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Excellence

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2014

BUSINESS CASE

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2014

CURRENT SITUATION

Dr. Jacobs

Dave Morlock

ScottScarborough

MikeO’Brien

LarryBurns

Vern Snyder

PetePapadimos

Frank Calzonetti

Bill Messer

Unit Pres Fin & Admin

Provost Ath Ext. Affairs

Inst Adv

Legal Govt. Rel Res & Innov

Headcount 15 1311 3519 429 71 87 17 4 18

Main Campus has minimal participation in the performance evaluation process. Data tracking has found that employees have not received an evaluation in years and some have never had one at all.

HSC has a high level of participation as monitored compliance for Joint Commission.

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Excellence

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2014

OBJECTIVES & OUTCOMESWhat are we trying to improve:

Improve Poor PerformanceImprove Managers Performance Appraisal Outcomes

Improve Performance across the institution

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2014

OBJECTIVES & OUTCOMESReasons to Increase Participation:

Provides documentation for adverse employment action

Provides a systematic link between organizational strategy, resources, and processes for employees to understand why they are here/how they contribute

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2014

WHO IS INVOLVED

Mission, Vision, Strategy

Manager / Supervisor

Employee

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2014

PERFORMANCE MANAGEMENT TOOLS

Job Descriptions

Goal Setting

Performance AppraisalsFeedback

Competencies

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2014

HOW CAN YOU HELP

Communication in departmental meetings

Regularly seek status of completed appraisals

Monitor, identify, and address resistance

Understand the importance of completing the appraisal

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2014

PROBATIONARY PERIOD MANAGEMENT

ProbationaryPeriod

Mid End Annual Rating Period

Due Date

CWA 120/180 days X X X From end of prob period

Within 30 days after end of prob period

UTPPA I year X X X From end of prob period

Within 30 days after end of prob period

PSA- salaried Unclassified

N/A X 4/1/13-3/31/14 June 1

PSA- hourly/salaried Classified

120/180 days X X X 4/1/13-3/31/14 Within 30 days after end of prob period

AFSCME 120/180 days X X X See schedule See schedule

HSC-Salaried N/A X See schedule See schedule

HSC-HourlyUnclassified

120 days X X X See schedule See schedule

HSC-Hourly Classified

120 days X X X See schedule See schedule

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2014

Definitions

All employees will be evaluated based on demonstrated performance of the pillars as defined below:

Foundation/Pillar #1 Core Responsibility: The employee successfully completes the fundamental responsibilities of the job description and fulfills the basic expectations of the role. The employee’s daily actions support the strategic direction of the department/division.

Pillar #2 Customer Service Excellence: The employee demonstrates a noble commitment to patients, students and other members of the University community. The employee consistently demonstrates to patients, students and other members of the University community actions that display the employee’s commitment to provide relief, support, continuous improvement, problem solving, and customer, patient and/or student centeredness.

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Definitions

Pillar #3 Nimble and Responsive: The employee demonstrates flexibility and adaptability while also responding to all requests and inquires in a timely manner. The employee focuses on moving projects quickly from planning phase to implementation.

Pillar #4 Professionalism and Respect: the employee consistently acts and behaves in a manner that demonstrates the culture of dignity and respect that is required in a world-class University and Health Center.

Pillar #5 Communication Effectiveness: The employee communicates with clarity, openness and transparency ensuring all stakeholders receive appropriate information at all times.

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2014

Five-Point Rating Scale

Label DefinitionDistinguished Contributor (5)

Highly Valued Contributor (4)

Valued Contributor (3)

Improving Contributor (2)

Non- Contributor (1)

• Regularly exceeded expectations, demonstrating extraordinary performance, including achievement of objectives and demonstration of core pillars. Personal contributions were recognized and applauded by others.

• Consistently exceeded expectations throughout the year, going beyond achievement of objectives and demonstration of core pillars, anticipating issues, and acting proactively.

• Performance met and occasionally exceeded all expectations for achievement of objectives and demonstration of core pillars.

• Performance occasionally, but not regularly, met expectations for achievement of objectives and demonstration of core pillars in selected areas and requires some improvement. (Requires an action plan).

• Performance did not meet minimum expectations or requirements of the position. Improved performance is required for continuation in this position. (Requires and action plan).

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2014

Resources

• All Information, Resources and Tools can be found at the following website:– http://www.utoledo.edu/depts/hr/evaluations.html

*Both PDF (auto-fill) and Word versions are available on this page.

• Due dates for CWA performance evaluations may be found via web report library– http://reports.utoledo.edu/

• Document List– Public folders

» Human resources• General Inquiry

• CWA Annual Review and Longevity

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Policy # 3364-25-45

• http://www.utoledo.edu/policies/administration/humanresources/pdfs/3364_25_45.pdf

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Recap

When job descriptions are kept up-to-date and performance goals are monitored ~ supervisors and HRTD can easily identify skill strengths and gaps and use this information for training and recruiting

When individual employees’ goals are closely aligned with the institutions' strategic goals, everyone will be working on the right things

Performance Pillars

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ble and Responsiveness

Professionalism

and Respect

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unication Effectiveness

Customer Service

Excellence

Core Responsibility – Foundation Pillar

2014