GEORGIA ePERFORMANCE MANAGEMENT

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GEORGIA ePERFORMANCE MANAGEMENT
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Performance Management Overview

• Georgia ePerformance is a systematic, integrated
  approach to performance management.
• Drives individual and organizational performance
• Promotes and supports the Governors vision for
  Georgia being the Best Managed State
• Translates organizational goals to individual
  performance expectations
• Links an employees performance expectations to
  the mission, vision, and goals of the agency and
  the State
• Articulates WHAT an employee needs to accomplish
  and HOW to accomplish these goals
• Provides a uniform PMP approach enterprise-wide

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Performance ManagementChanges to the New
ePerformance
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Performance Management Transitioning to
ePerformance
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Performance Management 4-Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Annual Meeting

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Performance ManagementPurpose

• Assesses employees strengths and areas for
  improvement
• Focuses on two main measures of success
• WHAT gets accomplished and HOW it gets
  accomplished
• WHAT Specific Goals, Responsibilities, and
  Objectives
• HOW Competencies necessary to achieve goals
  (i.e. knowledge, skills, behaviors, and
  attributes)

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Performance ManagementSupporting Tools

• Performance Management Management System
• The Performance Management is supported by the
  PeopleSoft (PS) Performance Management Management
  System
• Web-based self-service performance evaluation
  application for managers, employees, and human
  resources (HR) administrators
• Used for planning, collaborating, communication,
  assessment and monitoring evaluations

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Performance ManagementePerformance System Flow
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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Performance Management General Timeline
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Performance CoachingGeneral Timeline

• Exercise
• Choose a partner at your table group. One
  partner will be the manager the other will be
  the employee. Review each role and the
  activities involved in the respective roles
  throughout the year.

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• PHASE I
• PERFORMANCE
• PLANNING

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Performance Management 4 Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Annual Meeting

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Performance Planning Overview

• Planning is the key phase of the Georgia
  Performance Management
• Collaborative process between manager and
  employee
• Establishes performance expectations to include
  competencies, goals, and responsibilities
• A performance plan is developed for the employee
  in their current and next level positions

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Performance Planning Performance Plan
WHAT
HOW

• Within 45 days of the date of hire, transfer,
  promotion or demotion
• Used throughout the year
• Written at successful performer rating

• State and Agency strategic goals
• Employee competencies
• Responsibilities
• Projects, tasks and activities
• Individual Development Plan

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Performance Planning Performance Plan
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Performance Planning Examples of Weighting
Example 1 Sections 1-3 are evaluated   Section
1 Statewide Core Competencies 25 Section 2
Individual Goals and Competencies 60 Section
3 Job Responsibilities 15 Total 100 Ex
ample 2 Sections 1-2 are evaluated   Section
1 Statewide Core Competencies 30 Section 2
Individual Goals and Competencies 70 Section
3 Job Responsibilities not rated Total 100
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Performance Planning Overview of Behavioral
Competencies

• Behavioral Competency
• Focus on the Employee
• Behaviors, knowledge, skills, abilities, and
  other characteristics that contribute to
  individual success in the organization
• Can apply to all (or most) jobs in an
  organization or be specific to a job family,
  career level or position
• e.g., teamwork and cooperation, communication

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Performance Planning Section 1 Statewide
Competencies
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Performance Planning Overview of Goals
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Performance PlanningSection 2 Cascading Goals
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Performance Planning Example of State Goal
Governors Customer Service Goal Georgia will
have the best customer service of any state in
the nation.
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Performance Planning Section 2 Developing
Cascading / Aligned Goals

• Step 1 Identify Aligned Goals
• Step 2 Identify Desired Job Results
• Step 3 Measure Success
• Step 4 Monitor Progress

All goals are written and measured at the
successful performer level.
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Performance Planning Section 2 5-Point Rating
Scale
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Performance Planning Section 2 Successful
Performer in Customer Service
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Performance Planning Section 2 Writing
S.M.A.R.T. Goals

• Specific - Precise, Definite, Clear,
  Understandable
• Measurable - Standard, Assessment, Exact
  
• Achievable - Reachable, Feasible
• Relevant Scope, Linkage
• Time-bound - Time frame, Ending point, Finish
  

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Performance Planning Example of a S.M.A.R.T. Goal
Scenario John is a state employee working in the
position of a Mechanic. In this position, John
is responsible for performing engine tune-ups on
state-owned vehicles.

• Specific Perform on average, 12 engine tune-ups
  per month
• Measurable Quarterly review of vehicle
  maintenance log
• Achievable Follow steps in Technical Manual 001,
  Engine Tune-ups
• Relevant Performing engine tune-ups on
  state-owned vehicles
• Time-bound Review of progress on March 31, 2010

Goal On average, John will perform 12 engine
tune-ups per month on state-owned vehicles
following the steps in Technical Manual 001,
Engine Tune-ups. Johns progress will be reviewed
toward this goal by reviewing the vehicle
maintenance log on a quarterly basis, placing a
particular emphasis on the review period on March
31, 2010.
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Performance CoachingSection 2 Write a
S.M.A.R.T. Goal

• Partner Exercise
• Choose a partner, review the Successful
  Performer competencies for Customer Service and
  write a S.M.A.R.T. goal.

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Performance Planning Section 3 Job
Responsibilities

• Automatically populated into the performance
  document based on new state job description
• Helps the manager to identify those areas that
  are most important to the employees success
• Can be deleted from the performance plan, if you
  elect to focus more on goals and/or core
  competencies than job responsibilities
• Should be translated into S.M.A.R.T. goals

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Performance PlanningSection 4 Individual
Development Plan (IDP)

• All employees will have an action plan created by
  the manager and employee
• Identifies goals, projects, training, assignments
  and other activities
• Focuses on needs and interests
• Development in current role
• Expanding skill set and knowledge areas
• Preparing for future roles

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Performance PlanningSection 4 Create the IDP

• Step 1 Discuss and determine the employees
  development needs
• Step 2 Identify and agree on the employees
  development goals
• Step 3 Collaborate and develop the IDP
• Step 4 Implement, monitor, track and update the
  IDP

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Performance PlanningExample of IDP Activities

• To enhance project management skills by
  completing GTAs Project Management training by
  June 2010
• To further develop public speaking skills by
  joining Toastmasters International
• To continue professional development by
  participating in SPAs mentorship program

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Performance PlanningSection 4 Write
Development Activities for an IDP

• Partner Exercise
• With your partner , review your S.M.A.R.T. goal
  for Customer Service, refer to the Development
  Activities chart and write 2 to 3 activities that
  will assist the employee to reach the goal.

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Performance PlanningRoles in the System Process
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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Performance PlanningePerformance System

• Demonstration of the Planning Phase Manager

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• PHASE II
• PERFORMANCE COACHING

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Performance Coaching 4 Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Annual Meeting

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Performance CoachingOverview

• Performance management is not a once-a-year
  evaluation and planning session.
• It is a year-round process in which the employee
  executes on their performance plan and the
  manager provides ongoing coaching and
  development.
• Informal feedback sessions are conducted
  throughout the year.
• Coaching and development is an 11-month process,
  culminating into the 12th month of evaluation.

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Performance CoachingGoals of Coaching

• To initiate a desired competency or goal
• To correct a deficiency in a required competency
  or goal
• To maintain successful performance
• To stretch performance to the next level

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Performance Coaching The Coaching Experience

• Group Exercise
• Take a moment to reflect on all of the coaching
  experiences in your life. These experiences can
  relate to work relationships, youth sports teams,
  home/parenting or community activities
• Create a flipchart with 1 or 2 word adjectives
  that describe those experiences
• Place a () and (-) beside each adjective that
  resulted in positive or negative outcomes

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Performance CoachingKey Characteristics and
Behaviors

• Positive
• Enthusiastic
• Supportive
• Trusting
• Focused
• Goal Oriented
• Knowledgeable
• Observant
• Respectful
• Patient
• Clear
• Assertive

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Performance Coaching 3 Steps to Performance
Coaching
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Performance Coaching Step 1 Observe

• Prepare for the Observation
• Review the employees IDP
• Focus on one competency, goal or responsibility
• Review the successful performer behavioral
  competencies
• Create a checklist of desired behaviors to
  observe
• Analyze data on current performance results
• Schedule and prioritize your observation sessions
• Choose the most appropriate method to observe
• During the Observation
• Explain the coaching process to the employee so
  they know what to expect
• Use the checklist and record what you see and
  hear
• Focus on observables, not judgment and/or
  opinions
• List the observable behaviors
• Recognize successful performance and offer
  on-the-spot praise

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Performance Coaching Opinion v. Observation
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Performance CoachingObserve the Successful
Performer

• Partner Exercise
• Choose a partner and share your notes on the
  Successful Performer exercise in the Performance
  Planning module.
• Review your partners notes and place a J
  (Judgment) or an O (Objective) next to each
  adjective.

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Performance Coaching Step 2 Provide Feedback

• Prepare for Feedback Session
• Review the employees IDP
• Base feedback on observation checklist
• Review the successful performer behavioral
  competencies
• Analyze data on current performance results
• Schedule and prioritize your feedback sessions
• During the Feedback Session
• Explain that notes will be taken
• Allow employee to identify successes and
  challenges first
• Ask questions to gain understanding or agreement
• Compare actual performance to desired performance
• Share the observable behaviors with the employee
• Identify how the employees performance
  helped/hindered Agency goals
• Recognize successful performance

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Performance Coaching Feedback and the
Multi-Generational Workforce
Source International Society for Performance
Improvement, November 2008
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Performance Coaching Feedback Strategies

• Group Exercise
• Table groups will be assigned one of the
  workforce generations
• Discuss the employee needs and wants and
  determine strategies that a manager can use to
  customize feedback that results in an effective
  and efficient session.

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Performance Coaching Approach to Positive
Feedback

•  
• Describe the behavior/result
• Describe why the behavior is important
• Ask employee for input
• Encourage repeat performance

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Performance Coaching Approach to Corrective
Feedback

• Describe what the employee is doing or not doing
  that is unacceptable
• Describe the effects of the behavior/results
• Ask for the employees input (listen/probe)
• Describe/restate the expectation
• Ask for a solution

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Performance Coaching Step 3 Documentation

• Prepare Documentation
• Update the IDP
• Enter notes into ePerformance (Performance
  Notes/Diary)
• Encourage the employee to document their
  performance results and actions
• Refrain from documenting 3rd party observations
• During Documentation
• Document OBSERVABLES, not opinion
• Record the accomplishments and achievements as
  well as corrective actions
• Share you observations with the employee at the
  time
• Document significant informal discussions

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Performance Coaching3 Areas of Documentation

• An employees work results and behaviors using
  the expectations that were developed during the
  planning phase
• Any significant discussions related to an
  employees performance. This may include positive
  performance and corrective feedback
• Development plans initiated during the
  performance period

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Performance CoachingTypes of Manager
Documentation

• Strengths or areas for improvement in performing
  the job
• Self-development initiatives and activities
• Progress in coaching sessions
• Cooperative efforts with others
• Failure to complete tasks
• Suggestions, ideas or actions to make workflow
  efficient
• Verbal or written complaints you have verified
• Compliments you have received about an employee
• Self-evaluation given to you by the employee
  about his or her performance
• Records of adherence to and violations of
  employment policies and procedures

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Performance CoachingTypes of Employee
Documentation

• Observations concerning the work or the working
  conditions
• Ideas and suggestions for improving performance
• Self-improvement initiatives
• Responses to the managers documentation
• Progress in special assignments, delegations, or
  development plans

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Performance CoachingOngoing Development in the
System Process
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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Performance CoachingePerformance System

• Demonstration of Performance Notes - Manager

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• PHASE III
• PERFORMANCE EVALUATION

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Performance Evaluation4 Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Annual Meeting

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Performance EvaluationOverview

• One of the best features of ePerformance is the
  end-of-the year evaluation process
• Evaluations measure the desired results against
  the actual results performed throughout the year
• Managers are able to review the performance
  plan(s) that includes
• Established competencies, goals,
  responsibilities, tasks and activities
• Documented achievements in key tasks, activities
  and projects are recognized
• Individual Development Plans (IDPs) created
  throughout the year

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Performance EvaluationTypes of Evaluations
There are two types of formal performance
evaluations. While the process for evaluating the
employee is the same for both, they serve
different purposes

• Annual
• ( End-of-the-Year )

• Interim
• ( Mid-year / Quarterly )

• Formal evaluation that determines an employees
  performance ratings for the year
• The annual evaluation goes into the employees
  personnel file

• Formal discussions where ratings are given on all
  the performance expectations in the performance
  plan
• This is status check and will not be a final
  rating or go into the employees personnel file

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Performance EvaluationePerformance Process Steps

• Employee completes a self-evaluation, which is
  then sent to the manager
• Manager completes the performance evaluation by
  measuring employee performance against
  expectations
• Manager sends evaluation to his/her manager for
  review
• Managers manager approves/revises, then it is
  sent to HR for approval
• HR will approve or indicate changes
• Changes are made, sent back to HR
• Manager then conducts performance evaluation
  meeting with the employee

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Performance EvaluationRole of Employee and
Manager

• Employee Self-Evaluation
• Employee assesses his or her performance
• Evaluation is sent to the manager for review and
  consideration
• Managers Evaluation
• Performance is evaluated for the review period
• Supporting information and documentation is
  critical
• Gather all relevant data and documentation such
  as
• Notes from performance diary or email files
• Employees self-evaluation
• Changes made to responsibilities or goals
• Assignments outside those on plan

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Performance EvaluationRatings and Weighting

• ePerformance assesses each performance
  expectation individually
• Section 1 Competencies
• Section 2 Goals
• Section 3 Responsibilities, tasks and
  activities
• ePerformance rates each section and calculates an
  overall rating for that section
• The ratings from each section are automatically
  weighted by importance
• The overall score is automatically calculated
  based upon the rated sections and weights

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Performance Evaluation5-Point Differentiation
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Performance Evaluation5-Point Rating Scale
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Performance Evaluation Factors to Consider

• Assess the following
• Did the work achieve desired results or
  behaviors?
• Was work completed in a timely manner?
• Did efforts cost more or less than they should
  have?
• Did the efforts result in new or improved ways of
  working?
• How satisfied were the customers (including
  coworkers)?
• How acceptable were the employees methods or
  manner of performance?

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Performance EvaluationReviewing The IDP

• The IDP is not rated
• Review the goals and activities on IDP
• Utilize the Factors to Consider
• There is an option of rolling over
  goals/objectives to the following year
• If development activities were designed to work
  on deficiencies, communicate to the employee the
  impact of completing/failing to complete

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Performance EvaluationConducting the Meeting

• Managers can
• Conduct two separate meetings
• Meeting 1 Evaluation for current year
• Meeting 2 Planning for upcoming year
• Conduct a combined meeting based on the nature of
  the discussion
• Part 1 Evaluation for current year
• Part 2 Planning for upcoming year

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Performance Evaluation Conducting The Meeting

• Exercise
• Table groups share best practices on successful
  annual review meetings

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Performance EvaluationThe Approval Process
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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Performance EvaluationePerformance System

• Demonstration of the Evaluation Phase - Manager

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Performance EvaluationTracking and Reporting

• Managers have 3 reports that track the
  performance evaluation process
• Approvers Review Rating
• Managers Review Rating Status
• Approvers Document Status

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Performance EvaluationStatus Table
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• PHASE IV
• PERFORMANCE RECOGNITION

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Performance Management 4 Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Annual Meeting

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Performance Recognition Overview

• The State of Georgia strives to be the Best
  Managed State in the nation. Leadership
  understands this means providing a compensation
  and benefits framework that motivates our
  workforce to excel in their role. With that
  knowledge we will support the transition from an
  entitlement-based culture to a performance based
  culture.

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Performance Recognition Performance Based
Recognition

• A performance based culture does not focus on one
  aspect of recognition, i.e., monetary awards
• The focus is on recognizing total performance
• The goal is to recognize employees throughout the
  year by providing career opportunities, job
  growth, training and participation in special
  projects

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Performance Recognition Manager Strategies
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Performance Recognition 2009 Recognition Planning

• Exercise
• Table groups brainstorm on recognition strategies
  for the upcoming year.

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GEORGIA PERF0RMANCE MANAGEMENT 2009SYSTEMS GUIDE
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EVALUATION

• There are nine steps in completing a Performance
  Evaluation
• 1) Employee Self-Evaluation
• 2) Manager Evaluation
• 3) Manager Submits for Approval
• 4) Managers Manager Approval
• 5) HR Administrator Approval
• 6) Manager has performance discussion with
  employee
• 7) Manager changes document status to Available
  for
• Review and Review Held
• 8) Employee acknowledges the review was held
• 9) Manager Completes/Closes-Out Performance
  Evaluation

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REPORTS OVERVIEW

• There are three reports that managers have access
  to help track the performance evaluation process.
• Approvers Review Rating
• Managers Review Status
• Approvers Doc Status

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REPORTS OVERVIEW

• The approvers review rating report will allow
  the managers manager to view the ratings of
  their managers direct reports.
• The manager review rating report will allow the
  manager to view the ratings of their direct
  reports.
• The approvers document status report will allow
  the managers manager to view the completed and
  not yet completed performance evaluations of
  their managers direct reports.
• Reviewing reports allows managers and managers
  managers to review ratings to evaluate
  consistency, inflated or deflated rating
  patterns, and progress through the evaluation
  review process.
• For all reports a person can print the reports in
  an excel format and then print the report to your
  default printer

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REPORTS OVERVIEW
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Approver Review Rating Report
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Approver Review Rating Report
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Approver Review Rating Report
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Approver Review Rating Report
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Approvers Doc Status Report
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Approvers Doc Status Report
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Approvers Doc Status Report
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Approvers Doc Status Report
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