Supervisor’s Guide to Performance

Management Table of Contents

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PerformanceReview 3

Planning,Prioritizing,andGoal-Setting 3

Coaching 3

Counseling 3

Reviewing,Planning,andManaging 4

Why Feedback Matters 5

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WLUMission

DepartmentGoalsandObjectives

EmployeeDevelopment

PerformanceReview

JOandPIQ

NCEmployee:Pay-for-Performance 8

8Performance Management and the Performance Review: Differences

Key Aspects of Performance Management 9

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Components of Performance Management

Introduction to Performance Management

Supervisor’sResponsibilities

The Performance Management Cycle

Supervisor’s Responsibilities

PERFORMANCEManagement

Program Supervisor's Guide to Performance Management

Introduction: Performance Management

Greatsupervisorsfocusoncontinuousemployeedevelopmentthoughregularemployeefeedbackandtheestablishmentofperformancegoalsthataremodifiedastheneedarises.PerformancegoalsthataremanagedandalignedwithWLU’smissionsformthefoundationformakingsmartchoicesabouthowtospendtimeandresources.

ThisSupervisor’sGuidetoPerformanceManagementwillallowsupervisorstobetterunderstandWLU’sPerformanceManagementsystems,forms,andtools.Theinformationwillprovidedevelopmentalopportunities,thesupportneededtocommunicateexpectationstoemployees,andthetoolstomeasuretheirachievementsbyutilizingresourcesprovidedwithintheuniversitysystem.

Supervisor’s Responsibilities:

1. Communicatejobduties,expectations,priorities,andhowtheytieinwiththeUniversity’smissionandgoals;

2. Establishandcommunicateindividualperformancestandardstoeachemployee;3. Documenttheemployee’sperformancethroughouttheyear,andprovideongoingfeedback;4. Coachforsuccess!Reinforcepositiveemployeeperformance;5. Providenecessaryresourcesandsupportsotheemployeemaybesuccessful.Createa

supportive,positiveworkenvironment

The Performance Management cycle include the following four components:

• PerformanceReview

• Planning,Prioritizing,andGoal-Setting

• Coaching• Counseling(asneeded)

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1. Performance Reviewisonepartofalarger“peoplemanagement”system.Ithelpstoensurealignmentofindividualgoalsandefforts(seeGoalAlignment)withthedepartmentanduniversitygoalsandmission.Performancereviewsusejobdescriptionsasaguidetodevelopingperformanceexpectations.Theperformancereviewistheformaldocumentationoftheemployee’sperformanceduringthepreviousperiodandtheexpectationsforfutureperformance.Fornon-classifiedemployees,payisbasedupontheperformancereview.

2. Planning, Prioritizing and Goal-SettinghelpsboththesupervisorandtheemployeetoidentifythegoalsandresultinpartneringtomakeasignificantcontributiontoWLU’smission.Goal-settingskillsincludeutilizingthestrategicprocessinhighperformanceoutcomes.Threeofthemostimportantconsiderationsinthisprocessareasfollows:

• TimeFrames• Prioritization

• Alignmentwiththeuniversityanddepartmentalvisionandmission

Considerationoftheseaspectshelpstofosteraresult-orientedworkenvironmentthoughcollaborationontheestablishmentofgoalsinthePerformanceReview.Effectivetimemanagementandwork/lifebalancearepromotedduringthisportionoftheperformancemanagementprocessbyplanningandprioritizingtominimizestressandmaximizeworksatisfaction.

3. Coachinghelpsemployeestoachievetheirhighestpotentialandisconsideredaproactivestepinthemanagerialprocess.Itincreasesthecommunicationbetweenthesupervisorandtheemployee,anditimprovesthelikelihoodoftheemployeemeetingestablishedgoals.Itfocusesononeortwoelementsoftheemployee’sperformanceratherthantheoverallreviewdoneduringthePerformanceReview.

4. Counselingisintendedtoaddressaperformanceproblemandtoaffordthesupervisorandtheemployeetheopportunitytoopenlydiscussexpectations,objectives,andwaystoimproveperformanceareasthatarenotmeetingexpectations.Acounselingsessionisapreliminarycorrectivediscussion.Thefirsttimeanemployeehearsofcounseling/disciplinaryprocedureshouldnotbeatthePerformanceReview.Instead,thesesituationsshouldbeaddressedastheyoccur.

Performance Managementisanongoingprocessbetweenthesupervisorandtheemployeethatoccursthroughouttheyear.Ithelpsthesupervisortoguidetheemployee,realigninggoalsandactivitiesasnecessaryinsupportofaccomplishingdepartmentalanduniversitystrategicobjectives.Itaidsemployeesinunderstandinghowtheirworkcontributestotheoveralldepartment,unit,anduniversity. Finally,itisatoolthatbenefitsboththesupervisorandtheemployeebecauseofitsemphasisonpositivereinforcementofgoodperformance.

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The Performance Management Cycle

Two of the key components of performance management are communication and coaching. It is an opportunity for both the supervisor and employee to maintain an open dialogue so issues can be addressed more quickly than would occur in an annual performance review, and so that supervisors can assist employees by coaching them when they either fail to meet standards or need direction in order to advance their progress in projects and assignments.

What does this look like in real time? Working through the Performance Management cycle involves reviewing, planning, and managing (see the diagram above).

The supervisor and employee should compare the employee’s actual performance to the expected performance. This is the reviewing (see Performance Review) segment of the cycle. Both the supervisor and the employee should offer feedback on the process; the performance management plan is then updated for the following year.

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ThePerformanceManagement

Cycle

PerformanceReview

(Reviewing)

Planning,Prioridzing,andGoal-Seeng

(Planning)

CoachingforSuccess

(Managing)

Counseling(ifneeded)

(Managing)

Intheplanning (seePlanning,Prioritizing,andGoal-Setting)stage,theemployee’sgoalsarelinkedtothe businessplananddepartmentalgoals.Performanceexpectationsareestablished,andacommitmentto theplanismadebythesupervisorandtheemployee.

Overthefollowingyear,itisthesupervisor’sresponsibilitytomanage(seeCoachingforSuccessand Counseling)theplanbytrackingtheemployee’sperformance,providingsupportintheformof coaching,keepingcommunicationopen,andreinforcingtheemployee’sgoalsandobjectives.This ongoingprocessalsoenablesthesupervisorandemployeetorespondtothechangingdemandsofthe departmentanduniversityastheyoccur.

Notethatwithinthisprocess,employeesshouldbetakinganactivepartindiscussionsandestablishinggoals/objectives.

Reviewingtheperformanceallowsthesupervisorandtheemployeetocompareperformanceexpectationsagainstperformanceresults.Thereisanopportunitytoprovideformalfeedbackandforbothofthemtoengageinconstructivedialogue.Movingforward,expectationscanbesetforthecomingyear(occursduringthePerformanceReviewsegmentoftheprocess).

Planningcreatesthefoundationfortheupcomingyear,establishesexpectations,andpromotesmutualcommitment(occursduringthePlanning,Prioritizing,andGoal-Settingsegmentoftheprocess)

Managing,theheartoftheprocess,increasesemployeemotivation,providesanopportunitytoupdateandreviseexpectations,andallowsthesupervisortoactivelycoachtheemployee’sperformance.Ifneeded,italsoprovidestheopportunityforcounselingtheemployee(occursduringtheCounselingsegmentoftheprocess).

Why Feedback Matters

Whilesomesupervisorsmaylookatfeedbackasaonce-ayear,performancereviewfunction,feedbackshouldbeprovidedtoemployeesperiodicallythroughoutthecycle.Supervisorsshoulddocumenttheemployee’sperformance,thefeedbackgiven,andanyresultantchanges.

Inshort,agoodperformancemanagementplanthatiscarriedoutwillallowthesupervisortoengageemployeesintheworkprocess,beresilientandresponsivetochangeswithintheuniversityandtodepartmentalneeds,andpro-activelyhandlenewchallengesinsteadofreactingslowlytothem.

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Components of Performance Management

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WLUMission,Goals,andStrategicPlan

DepartmentGoals

PerformanceReview

JobDescripdons,Dudes,andExpectadons

Pay-for-Performance

(ForNon-ClassifiedEmployeesonly)

WLUMissionWestLibertyUniversity’sprimarymissionistoprovidethe opportunity for a high-quality graduate, undergraduate, and professional education through appropriate formats and venues.

DepartmentGoalsandObjectivesEachdepartmentandunitwiththeuniversityhasgoalsandobjectivesthatsupportWLU’smission.Goalsareconcretestatementsofthemissionandexpressoutcomesingeneralterms;objectivesareclearstatementsofthespecificactivitiesandintendedresultsthatmustoccurinordertoachievethe

goals.

EmployeeDevelopmentThisisaspecificactionplandesignedtoenhancetheemployee’sstrengthsand/orareasinneedofdevelopment.Researchindicatesthatbetterresultsareobtainedbyfocusingonanemployee’sstrengthsratherthanhisorherweaknesses.AlongwithanIndividualDevelopmentPlan,regularcoachingofemployeeswillhelptoensureanoutcomethatisbeneficialbothtotheemployeeandthe

department.

PerformanceReview

ThePerformanceReviewistheformaldocumentationoftheemployee’sperformanceduringthepreviousperiodandtheexpectationsforfutureperformance.Fornon-classifiedemployees,payincreasesarebasedupontheperformancereview.

JDandPIQTherearetwodocumentsthatareusedtodocumentthedutiesandresponsibilitiesofaposition:

1) ThePIQ(PositionInformationQuestionnaire)whichisusedforclassifiedpositionsand;2) TheJD(JobDescription)whichisusedfornon-classifiedandfaculty-equivalent/academic

professionalsBothdocumentsaredesignedtoprovidespecificinformationrelatedtotheduties,responsibilities,and qualificationsofaposition.BothPIQsandJDsareconsideredtobethefoundationofmanyhumanresourcesprogramsandcanbeusedforavarietyofhumanresourcesfunctions,suchas,butnotlimitedtothefollowing:recruitment,determiningtheappropriatesalarygradeand/orsalaryrange, determiningexemptionstatusinaccordancewiththeguidelinessetforthintheFairLaborStandards Act,developingperformancestandards,andformedicalmanagementpurposes.Theyarealsousedby humanresourcesprofessionalstoidentifypositionssubjecttobackgroundchecksordrugtesting,toensurepropercodesareassignedforworkerscompensationpremiums,andforotheradministrativereportingpurposes.For simplicity purposes in this Supervisor's Guide, the term job description will be used to refer to either the PIQ or the job description.

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NC Employee: Pay-for-Performance

may include market considerations and may be divided between the employee's faculty base salary

Performance Management and the Performance Review – What’s the Difference?

One of the first questions supervisors and employees ask is, "What's the difference between a performance management and the performance review?" Simply put, performance management is an ongoing process that occurs throughout the year that involves planning and goal setting, looking forward rather than looking back, wherein a long-term perspective of employee development is emphasized. Since performance management occurs continually, there is an opportunity to adjust goals and objectives as job demands shift and new projects are undertaken.

-Adapted from the Society for Human Resource Management, 2008

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Performance Management

Ongoing

Prospective

Coaching/Goal-Adjustment

Planning/ Goal-Setting

Performance Review

Annual Event

Retrospective

Formal Documentation

KeyAspectsofPerformanceManagement

Expectations,Resources,andAccountability

(ERA)

Expectations:Doestheemployeeknowwhatisexpectedofhimorher?How?

• JobDescription:Isitup-to-date,anddoestheemployeehaveacopyofit?• Performanceexpectations,SMARTgoalsandobjectives• Familiaritywithdepartmentalgoals• Processbeginsatorientation• Day-todayinstructions,communications,andfeedback

Resources:Doestheemployeehavethenecessarytoolsandtraining?

• Properequipment• Adequateworkenvironment• Support• Seminarsorcourses• On-the-jobtraining• Coachingormentoring• Developmentalexperiences.Thesetypesofactivitiescouldinclude(butarenot

limitedto)assistingwithortakingonanewproject,trainingasaback-upforanotherpositionintheunit,leaninganewtrade,software,orprocess,attendingaformalclassortraining/conference/seminar,attainingcertificationinarelateddiscipline,orwriting/reviewingdepartmentalpoliciesandprocedures.

Accountability:Istheemployeeaccountableforexpectations?

Onceemployeesknowwhatisexpectedofthemandhavethetoolsandtrainingtodothejob,itistheresponsibilityofthesupervisortomonitorandmeasureperformance.

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