Performance management Process绩效管理流程

PerformanceManagementProcess(PMP)AcomprehensiveapproachtomanagingeffectiveperformanceTrainingAgendaandObjectives○Overview○Goal-Setting○AssessingPerformance○DeliveringFeedback○CreatinganIndividualDevelopmentPlan○TalentDiscussion○CloseEffectivePerformanceManagementAcomprehensiveprocessmaximizingengagement,development,andperformanceofallemployeesintheemploymentlifecycleby:•Proactivelyfocusingonemployeedevelopment,talentandsuccessionmanagement•Aligningemployeeworktodepartmentgoalsandobjectives(lineofsight),definingandcommunicatingperformanceexpectationsregularly•Linkingperformancetocompensation,recognition,andrewards•Remainingflexible,efficient,measurable,fair,andtransparentUniversityMissionUnitValuesandGoalsDepartmentGoalsIndividualGoalsComponentsofCornell’sPMPPlanningEstablishunitstrategy&goalsAligngoalsofemployee&unitDetermineperformancelevelcriteriaAssessmentOn-goingfeedbackAnnualPDTalentDiscussion(Criteria)RecognitionCorrelateSIPandperformanceCorrelatepromotionsandbonusesUtilizelow-cost,no-costideasCareerDevelopmentCreateIndividualDevelopmentPlan(IDP)Utilizerotationsandon-campusandoff-campustrainingTalentDiscussion(Development)PMPTools:PerformanceDialogue(PD)IndividualGoalAlignmentworksheetIndividualDevelopmentPlan(IDP)PMPInstructionSheetSupervisore-mailrequestingfeedbackPerformanceDialogueDefinitionspageRatingScaleandDefinitionsformPerformanceLevelMatrix(SkillsforSuccess)TalentManagementMatrixUniversityMissionUnitValuesandGoalsDepartmentGoalsIndividualGoalsComponentsofCornell’sPMPPlanningEstablishunitstrategy&goalsAligngoalsofemployee&unitDetermineperformancelevelcriteriaAssessmentOn-goingfeedbackAnnualPDTalentDiscussion(Criteria)RecognitionCorrelateSIPandperformanceCorrelatepromotionsandbonusesUtilizelow-cost,no-costideasCareerDevelopmentCreateIndividualDevelopmentPlan(IDP)Utilizerotationsandon-campusandoff-campustrainingTalentDiscussion(Development)DevelopingGoalsSMARTGoalModelSpecificMeasureableAccountableRealisticTime-boundPlanningGoalTemplateFY10Goal2.5OneuniversityPerformanceManagementProcess(PMP)wherealladministrationstaffareusingthesameprocesses,tools,andlanguage.ObjectiveFinishrevisionstothefirstpilotPerformanceManagementProcess(PMP)androlloutthePMPmodel,performancemanagementtool,andtrainingtoalargercampusaudience.AccountableKathyBurkgrenActions/TacticsDevelopaPMPtimelinebyNov1,2009todeliverPM:Redesigntoolsandprocessbasedoninputfrompilotgroupsby11.30.09PresentandgetinputatHRCouncilby1.10.09DeterminedatesHRDirectorsdesiretodelivertrainingtounitsForthoserollingouttheprocessinspring2010,traingroupsbyFeb15DeliverableFebruary‘10:ThreeunitsrollingoutnewPMParetrainedinhowtousethenewforms,aligngoals,assessperformance,givefeedback,writeIDP’s,anddevelopanunderstandingoftalentdiscussions.December‘10:MajorityofAdministrativestafftrainedPlanningGoalTemplateFY10GoalCoordinationSupportforUniversityOD/OEInitiativesObjectiveEnableOD/OEteamtodeliverservicestocampusinatimelyandseamlessmannerAccountableAdministrativeAssistantActions/TacticsCalendarsareaccurateMeetingsscheduledinatimelymanner,within24–48hoursDemonstrationofconfidentialityStaff’sexpectationsaremetintermsofmeetingsetupandcoordinationMaintainofficesuppliesandequipmentDeliverable•Calendarsincludetraveltimeandarenotdoublebooked•Meetingcoordinationissetupwithin24-48hours•Confidentialityisneverbreached•Equipmentisinworkingorder(printers/copiershaveink)andsuppliesarestockedPlanningGoalAlignmentActivityDeveloponeofyourownworkgoalsMakesureitfollowstheSMARTgoalmodelTiethegoalbacktodepartmentandunitgoalsShareyourgoalwithapartnerPlanningComponentsofCornell’sPMPUniversityMissionUnitValuesandGoalsDepartmentGoalsIndividualGoalsCriteriaforPerformanceRatings•FailstoAchieveExpectations•Doesnotfulfillpositionrequirements.Performanceimprovementplanmustbedevelopedandmonitored;orterminationmustbeinitiated.1•NeedsImprovement•Failstomeetoneormoreofthesignificantpositionrequirements.Requiresimprovementsinareasnoted.Performanceimprovementplanmustbedevelopedandmonitored.2•FullyAchievesExpectations•Reliablyperformspositiondutiesandresponsibilities.Fulfillspositionrequirements,establishedgoalsandexpectations.Solidperformanceresultsinvaluablecontributionstounitgoals.3•FrequentlyExceedsExpectations•Performsbeyondexpectationsinamajorityofpositiondutiesandresponsibilities.Proactivelymeetsandpredominantlyexceedspositionexpectations–makingasignificantcontributiontotheoverallachievementofunit/departmentgoals.4•ConsistentlySurpassesExpectations•Worksconsistentlyatasuperiorlevelinmostaspectsofposition;consistentlyexceedgoalsandexpectations.Makesanexceptionaloruniquecontributiontotheunit/department.5AssessmentPerformanceRating12345Comments:Isabellaisastellaremployee.Coworkerslooktoherasanexpertandgreatteamplayer.Sheisalwayswillingtohelpothers.Isabellalooksfornewwaystodothingsandhasgreatideasabouthowtomakethingsmoreeffectiveandefficient.Sheconsistentlygoesaboveandbeyondwhatisexpectedofher.Isabella’ssupervisorthinksshehasgreatpotential.AssessmentExamplePerformanceRatin