Performance management process agenda

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Encourage high performance

    • Encourage high performance
    • Encourage continuous dialogue between managers and employees
    • Provide basis for performance-related decisions (e.g., pay increases and bonuses)

Updated Evaluation Forms

  • Updated Evaluation Forms

  • Use of four performance categories

  • Modified roll out of new performance-based compensation plan for exempt staff

  • Spot Awards become exclusively for staff governed by HUCTW contract

  • Pilot 360/Upward Feedback Evaluations in some units

  • Continue training on competencies

  • Full implementation of Performance-Based Compensation Plan including a link between performance categories and base salary increases/bonuses for exempt staff

Employee Performance Categories

  • Leading Performance (10%)

  • Strong Performance (80%)

  • Building Consistent Performance

  • Unsatisfactory Performance

2010 Pay for Performance Program

Performance Management Framework

Planning: Job Description

  • Managers are accountable for keeping job descriptions current:

  • Discuss with staff members

  • Reflect department mission & needs

  • Review and update if necessary

  • Track position changes over time

  • Discuss during the Planning part of meeting

Planning: Strategic Alignment

Planning: Goals

    • Goal=What is to be achieved
      • Dynamic in nature, adjustable, iterative
      • Illustrate clearly how the work of an individual aligns with and contributes to the achievement of department goals
      • Manager and Staff Member Agree on Goals
      • Managers coach, give and receive feedback, and assess staff performance against the goals on an ongoing basis throughout the year
      • Staff Members track their accomplishments, ask for feedback and assistance, and self-assess against the goals

  • S – Specific/Stretch

  • M – Measurable

  • A – Aligned

  • R – Realistic

  • T – Time-bound

“SMART” Principles

  • Applying SMART Principles

    • Sentence or bullet format (or a combination) is acceptable when writing goals.
    • Recommend that staff members check with their manager to see if there is a preferred standard.
    • When first drafting a goal, the following format is considered most effective:
          • S Specific
          • M Measurable
          • T Timebound

Sample Goals (taken from past PMPs)

  • Well-Constructed (SMART):

    • Identify and qualify at least 25 new prospects per year.
    • Complete initial phase of emergency evacuation project by writing case studies and co-authoring two academic papers on the subject by the end of the academic year.
    • Complete redesign of department website by April 30, 2010.
  • Not:

  • Develop fund-raising skills.

  • Consider IT solutions for the office.

  • Improve communication skills.

Performance Goal: Example

  • Assist in the planning of effective monthly staff meetings, by:

    • Soliciting ideas for speakers from staff in September and January
    • Researching and scheduling speakers
    • Establishing per meeting budget by September by researching cost of alternative locations
    • Keeping costs within established budget
    • Soliciting feedback from staff via email after each meeting

Planning: Development Goals

  • Articulate Development Needs

  • Use “SMART” principles for development goals

  • Focus on current and near-future position and department needs

Planning: Development Goals

  • Training - On-the-job training, Job shadowing,

  • On-line learning

      • Reading/studying/research
      • Working with someone with the skill
      • Developing a mentor relationship
      • Attending a conference
      • Cross team projects
      • Stretch assignments
    • Important: What is the person going to do with the knowledge/skills; what is the impact?

How Development Occurs


  • Competencies=How work gets done, how assignments are being completed, so that goals are achieved.

    • For all HKS Staff Members:
      • Adaptability
      • Applied Learning
      • Building Partnerships
      • Contributing to Team Success
      • Customer Focus
      • Professional Responsibility
      • Work Standards
    • For Managers:
      • Develops Others
      • Strategic Thinking and Decision Making
      • Ability to Influence
      • Valuing Diversity


  • Feedback is “telling”. The goal of feedback:

  • Positive=reinforce preferred behaviors

  • Constructive=change/improve behavior

  • The Feedback Process (Giving and Receiving)

  • Prepare

  • Conduct/Participate in the Discussion

    • Behavior + Impact (+ Alternative Behavior)
  • Agree on an Action Plan

  • Follow Up

Performance Coaching

  • Coaching is defined as, “an ongoing conversation between a manager and a staff member, which focuses on using and improving an individual’s skills, knowledge, and abilities to achieve goals”.

  • Coaching focuses on asking open-ended questions.

  • Inquisitive

  • Encourages Reflection First, Then Action

  • Formal and/or informal

  • Vary in length of time and topic

  • Positive

  • Applicable to teams as well as individuals


  • Build on conversations to date (shouldn’t be any surprises)

  • Are specific and behaviorally focused

  • Representative of entire performance period

  • Provide constructive, job-related feedback on past performance and outline opportunities for growth

  • Compare and reflect on progress since the last performance discussion

  • Motivate staff member

All Year Round…

  • Discussions concerning goals, progress towards goals and overall performance should take place more than twice each year…they should be happening informally all year round.

  • No staff member should be surprised by what appears on their performance review. Seize feedback opportunities at weekly or bi-weekly direct report meetings and informally as events take place.

Self Appraisal/Manager Response For Summarizing Results

  • The Behavior

  • +

  • Impact

  • (The Result of

  • the Behavior)

Self Appraisal Example For Summarizing Results

  • Behavior:

  • I implemented a new program for tracking alumni that attend our events by February 2010.

  • Result:

  • The department as well as other staff members can get an accurate sense of which alumni and how many are attending the events throughout the office.

Manager Response Example For Summarizing Results

  • Behavior:

  • John did a great job on creating a tracking system for our group. He analyzed our existing systems, talked with other Events staff around the University to compare processes and met with other departments at the School to get a complete needs assessment.

  • Impact:

  • Staff members throughout the office have access to important alumni information that has increased accuracy and relevance to our business.

Assessment Tips

  • Be sure to read the performance category descriptions closely prior to making any rating determinations.

  • It’s helpful to rate each goal and competency as you go through the documents (this will help decrease the subjectivity of the overall performance summary).

  • Be prepared to speak to why you are assigning a particular category (especially if it is not aligned with the staff member self-assessment).



  • Q & A


  • Contact OHR for more information:

  • 5-9861

  • 5-7969

  • 5-2592

  • 6-2231

  • 6-4225

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