Performance Management Process (PMP)
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Transcript of Performance Management Process (PMP)
Performance Management Process (PMP)
A comprehensive approach to managing effective performance
Training Agenda and Objectives
○ Overview○ Goal-Setting ○ Assessing Performance○ Delivering Feedback○ Creating an Individual Development Plan○ Talent Discussion○ Close
Effective Performance Management A comprehensive process maximizing
engagement, development, and performance of all employees in the employment lifecycle by:
• Proactively focusing on employee development, talent and succession management
• Aligning employee work to department goals and objectives (line of sight), defining and communicating performance expectations regularly
• Linking performance to compensation, recognition, and rewards
• Remaining flexible, efficient, measurable, fair, and transparent
University MissionUnit Values and Goals
Department GoalsIndividual Goals
Components of Cornell’s PMP
Coach
ing
RecognitionCorrelate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching
Career DevelopmentCreate Individual Development Plan
(IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
PMP Tools: Performance Dialogue (PD) Individual Goal Alignment worksheet Individual Development Plan (IDP) PMP Instruction Sheet Supervisor e-mail requesting feedback Performance Dialogue Definitions page Rating Scale and Definitions form Performance Level Matrix (Skills for Success) Talent Management Matrix
University MissionUnit Values and Goals
Department GoalsIndividual Goals
Components of Cornell’s PMP
Coach
ing
RecognitionCorrelate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching
Career DevelopmentCreate Individual Development Plan
(IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
Developing Goals SMART Goal Model
SpecificMeasureableAccountableRealisticTime-bound
Goal TemplateFY10 Goal2.5
One university Performance Management Process (PMP) where all administration staff are using the same processes, tools, and language.
Objective Finish revisions to the first pilot Performance Management Process (PMP) and roll out the PMP model, performance management tool, and training to a larger campus audience.
Accountable Kathy Burkgren
Actions/Tactics
Develop a PMP timeline by Nov 1, 2009 to deliver PM: Redesign tools and process based on input from pilot groups by 11.30.09 Present and get input at HR Council by 1.10.09 Determine dates HR Directors desire to deliver training to units For those rolling out the process in spring 2010, train groups by Feb 15
Deliverable February ‘10: Three units rolling out new PMP are trained in how to use the new forms, align goals, assess performance, give feedback, write IDP’s, and develop an understanding of talent discussions.
December ‘10: Majority of Administrative staff trained
Goal TemplateFY10 Goal Coordination Support for University OD/OE Initiatives
Objective Enable OD/OE team to deliver services to campus in a timely and seamless manner
Accountable Administrative Assistant
Actions/Tactics
Calendars are accurateMeetings scheduled in a timely manner, within 24 – 48 hoursDemonstration of confidentialityStaff’s expectations are met in terms of meeting setup and coordinationMaintain office supplies and equipment
Deliverable • Calendars include travel time and are not double booked• Meeting coordination is set up within 24-48 hours• Confidentiality is never breached• Equipment is in working order (printers/copiers have ink) and supplies are
stocked
Goal Alignment Activity
Develop one of your own work goals
Make sure it follows the SMART goal model
Tie the goal back to department and unit goals
Share your goal with a partner
Components of Cornell’s PMP
University MissionUnit Values and Goals
Department GoalsIndividual Goals
Coach
ing
Coaching
Criteria for Performance Ratings
Performance Rating 1 2 3 4 5
Comments:
Isabella is a stellar employee. Coworkers look to her as an expert and great team player. She is always willing to help others. Isabella looks for new ways to do things and has great ideas about how to make things more effective and efficient. She consistently goes above and beyond what is expected of her. Isabella’s supervisor thinks she has great potential.
Performance Rating 1 2 3 4 5
Comments:
Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his supervisor often need to review his SPD and performance improvement plan to set clear goals. Mark’s performance is looking up and he is trying really hard. He is beginning to reach out to more people to work more collaboratively and effectively. He is dedicated to improving his performance, but still has work to do.
Generalizations vs. Behaviors
Attitude. Jose has a positive attitude. Others really enjoy working with him. He always accepts new assignments –even things that are not included on his job description. He is a real pleasure to have on my team.
Jose always demonstrates a positive attitude – which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project – which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.
Assessment Activity Complete your PD:
Rate yourself on all categories of the PD using:
1) Performance Level Matrix
2) Talent Management Matrix
Note at least one thing you want to improve
Delivering Feedback
Conducting a Performance Dialogue Meeting
What’s in it for you?
Modeling
Activity
Components of Cornell’s PMP
University MissionUnit Values and Goals
Department GoalsIndividual Goals
Coach
ing
Coaching
The Role of Talent Discussions to Recognition and Career Development
• Develop staff
• Utilize low-cost, no-cost ideas
Recognition
Components of Cornell’s PMP
University MissionUnit Values and Goals
Department GoalsIndividual Goals
Coach
ing
Coaching
Career Development and the role of the Individual Development Plan (IDP)
Use your PD to help you determine what to include
in your IDP
When you return from any training, have a conversation with your supervisor about what you learned
Ask your supervisor to help you develop
a way to measure the effects of the training
Career Development
Individual Development Plan (IDP) Activity
Complete your own IDP
Career Development
Talent Discussion
What it is?
Why have talent discussions?
Career Development and
Recognition
Talent Management MatrixMay be new in the job. May be in
the wrong job/wrong manager.
Action: Give time for development or needs intervention.
Valued talent, capacity for advancement after further
potential has been realized.
Action: Look for opportunities for growth and new experiences.
Capacity for immediate advancement. Potential for senior
succession.
Action: Look for opportunities to promote. Give top level assignments.
Partner with executives. Reward and recognize.
May be new in job or organization. May have lost pace with the changes in the organization.
Action: Continue orientation. Give time for development.
Challenge with clear expectations.
Steady and dependable performers, but capable of more.
May not understand changes in the organization.
Action: Challenge, allow opportunities for growth and new
experiences.
Capacity for immediate, one level advancement. Consider best track –
Individual contributor, project manager, or general manager.
Action: Look for opportunities to expand role and challenge, reward and recognize. Engage in decision
making.Has reached job potential and is
underperforming.Action: Manage performance, set clear improvement plan, or exit
organization.
Steady and dependable and have reached career potential.
Action: Engage, challenge, focus and motivate.
Excellent performer; has reached career potential.
Action: Engage in training others. Challenge, reward and recognize.
Performance