Employee Performance Management System (EPMS)

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Employee Performance Management System (EPMS)

• Clemson University
• Office of Human Resources
• Presented by Joy Patton
• joyj_at_clemson.edu

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Objectives for Today

• Identify traits of successful managers
• Describe the 3 phases of performance management
• Develop ideas to make EPMS more meaningful to my
  subordinates and to me as an employee
• Discuss employee motivation

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Did you Know?

• The best managers are those who build a work
  environment where employees respond positively to
  the following statement
• I know what is expected of me.
•  
• "Employees join a company because of its leaders,
  generous benefits, salary, and training, but how
  long an employee stays and how productive he is
  while he is there is determined by his
  RELATIONSHIP with  his IMMEDIATE SUPERVISOR"
• "First Break All of The Rules," Marcus Buckingham
  and Curt Coffman

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• What are the traits of a good supervisor?

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Why do a Performance Appraisal?

• Legal defensibility Accountability
• Improved performance/productivity
• Means to track performance/Personnel actions/Pay
• Tool for succession planning and career path
  development
• Facilitates communication
• Delegation of duties
• Sets expectations and helps measure goals
• Eliminates surprises
• Focuses on goals, eliminates degree of
  subjectivity

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Key Points of EPMS policy

• EPMS is an annual review process that ensures
  that employees know what is expected of them by
  having supervisors set and communicate
  expectations.
• Key Points
• March 1st due date.
• State employees.
• For probationary employee, review due before
  anniversary of employment.
• Used in salary increase, promotion, reassignment,
  demotion and termination.
• Permanent part of personnel file.
• If job responsibilities change significantly,
  form should be revised to reflect that change.
• Final appraisal must bear the signature of the
  rater, the reviewer and the staff member.

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3 Phases of EPMS

• Planning stage Where are we going , how will
  we get there and how will I be rated on the
  process? Map
• Ongoing communication Where are we? Any
  detours? Will we be on time?
• Evaluation stage Are we there? How did we do?

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What happens during the planning stage?

• Review position description
• Supervisor and employee identify and develop
  SMART goals and objectives (aka functions and
  objectives) for the rating period Map
• Solicit input from employee Does employee have
  the ksas?
• Meet and discuss

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Ongoing Communication

• Second stage of the EPMS.
• Supervisors should be providing feedback to an
  employee about their performance.
• No surprises.
• Check their location.
• Any speed bumps?
• Unofficial mid-year review.
• Observe.

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Key points with Evaluation Stage Are we there?

• Provides employees feedback on their performance
  during the year.
• Supervisor completes actual performance
  narratives, may use examples or attach
  documentation where appropriate.
• Rates performance based on the success criteria
  outlined in the planning stage.
• Completes summary and improvement plan.
• Begin discussion for next year.

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Performance Characteristics

• Ratings for Performance Characteristics
• Acceptable - work that meets requirements
• Unacceptable - work that fails to meet
  requirements
• Performance characteristics are behaviors that an
  agency wants an employee to exhibit.  Performance
  characteristics can be tied to a  position, a
  department, or the entire agency.
• Not weighted.
• http//media.clemson.edu/humanres/epms/epms_genera
  l_perf_char.pdf

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• Group Activity
• Tom and the DOT

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Levels of performance

• Exceptional Work that is consistently above the
  success criteria for the job throughout the
  rating period.
• Successful Work that meets the success criteria
  for the job.
• Improvement Needed Work that barely or
  marginally meets success criteria.
• Unsuccessful Work that fails to meets success
  criteria.

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How can I motivate employees?

• Scenario Lisa is a new IT manager who has
  supervisory responsibility for five technicians.
  The former manager left the position without
  performing recent performance appraisals on staff
  or leaving good notes about the process used in
  the past.
• Lisa decided to sit down with each employee,
  discuss performance expectations, and develop a
  plan for each one. Unfortunately, when she did,
  she received mixed reactions. Two staff seemed
  interested in the process and in setting
  performance standards. However, the remaining
  three were far less enthusiastic.

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Top Ways to Make Performance Appraisals More
Meaningful

• A goal of the review should be to build a
  relationship between managers and subordinates.
• SMART GOALS especially the Measurable and
  Attainable attributes help make managers'
  feedback more objective and less subjective.
• The more closely an individual's goals can be
  connected to an organization's performance goals,
  the more significant they become.
• Managers should be having far more frequent
  conversations.
• Put employee in the drivers seat.
• Go beyond the form.
• References http//blog.winningworkplaces.org and
  ww.mncpa.org/publications/footnote/2011-06/meaning
  ful-performance-reviews.aspx

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Substandard Performance
An unsuccessful level of performance means that
an employee is not meeting the expectations of
the supervisor.  If an employee is performing at
this level, a plan should be developed using the
substandard performance process prior to the
employee receiving a "below" rating in a job duty
that significantly impacts performance. http//wor
kgroups.clemson.edu/FIN5337_HR_POLY_PROC_MANUAL/vi
ew_document.php?id119
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Questions/Discussion

• Joy Patton
• 864.656.2726
• joyj_at_clemson.edu
• http//www.clemson.edu/employment/worklife/epms.ht
  ml