Building a PerformanceBased Culture in Washington State Government

1
Building a Performance-Based Culture in
Washington State Government

• Performance Management
• at the Individual Employee Level

Department of Personnel October 2003
2
Personnel System Reform Act gives unprecedented
opportunity to shape a performance-based culture

• The new personnel system will give agencies the
  option to link key human resource decisions to
  employee performance, including
• Compensation
• Advancement
• Layoff
• This can help foster a performance focused
  culture in state government

3
What is a performance-based culture?

• The premium is placed on excellence in
  performance (i.e., desired behavior and results,
  not just longevity or trying hard)
• Strategic outcomes drive the work - people work
  to the goals, not the rules
• A profound acknowledgement that the success of
  the organization is contingent on the successful
  performance of its employees
• Desired performance is fostered and rewarded
  poor performance is not tolerated

4
A comprehensive performance management system is
essential to building a performance-based culture
Performance-based Culture
Organizational Performance Management
Individual Performance Management
5
Organizational Performance Management
6
Individual Performance Management Present Status

• Variable. Not done consistently well due to
• HR rules and procedures not linked to performance
• Lack of unequivocal message from leadership that
  performance matters
• Not holding managers, nor employees, accountable
• Inadequate management skills
• Inadequate consultation and guidance
• Lack of supervisory/management training
• Not committing the time and resources to do it
  right
• Lack of courage avoiding negative consequences

7
Performance Management Confirmation

• Verification that organization has performance
  management system in place
• Required if organization wants to link
  performance to compensation and/or layoff
  decisions
• Purpose is to help ensure that performance factor
  decisions are made in fair and intelligent manner

8
Performance ManagementConfirmation Criteria
DRAFT Request your input

• Executive commitment and directive on individual
  performance management
• Internal policies and procedures in place
• Management accountability system in place
• Managers/supervisors properly trained in PM
  theory, application and tools
• Employee PM orientation and communication system
  in place
• Proper implementation of E/MDPP
• Ability to properly implement Performance Factor
  Supplement tools
• Evidence of trust and confidence that decisions
  will be valid and fair
• Funding approach in place for performance-based
  compensation decisions
• Mechanism for internal monitoring

9
Disciplinary Action

• Progressive discipline for just cause
• Positive discipline option (Discipline without
  Punishment)
• Optional streamlined approach used successfully
  in other public and private organizations
• Inspired by Dick Grote, nationally acclaimed
  expert in performance management
• Focuses on taking personal responsibility
• 3 strikes, youre out
• Decision-making day

10
DOP Performance ManagementTools, Guidance,
Services, Training

• Tools and Guidance
• Performance Management Program Outline
• E/MDPP and Users Guide
• Performance Factor Supplement
• Competency lists
• Examples and templates
• Recognition program models
• Services
• Performance management consultation and
  assistance
• Presentations
• Assist with pilots and assessments

11
DOP Performance ManagementTools, Guidance,
Services, Training

• Training
• Orientation to performance management (generic)
• HR professionals
• Executive management
• Managers and supervisors
• Employees
• In-depth training on E/MDPP, Performance Factor
  Supplement
• How to prepare competencies
• Linking performance to compensation, layoff, etc.
• Coaching and feedback
• Recognition programs
• Positive Discipline orientation and training

12
Individual Performance ManagementInitial
Implementation Considerations

• Phased-in timetable. Timing and approach will
  likely differ depending on organization size,
  culture, readiness, etc. see handout, page 7
• Suggested high-level steps for getting started
  see handout, page 6