Performance management Process绩效管理流程

1、PerformanceManagementProcess(PMP)AcomprehensiveapproachtomanagingeffectiveperformanceTrainingAgendaandObjectives○Overview○Goal-Setting○AssessingPerformance○DeliveringFeedback○CreatinganIndividualDevelopmentPlan○TalentDiscussion○CloseEffectivePerformanceManagementAcomprehensiveprocessmaximizingengagement,development,andperformanceofallemployeesintheemploymentlifecycleby:•Proactivelyfocusingonemployeedevelopment,talentandsuccessionmanagement•Aligningemployeeworktodepartmentgoalsandobjectives(line。

2、ofsight),definingandcommunicatingperformanceexpectationsregularly•Linkingperformancetocompensation,recognition,andrewards•Remainingflexible,efficient,measurable,fair,andtransparentUniversityMissionUnitValuesandGoalsDepartmentGoalsIndividualGoalsComponentsofCornell’sPMPPlanningEstablishunitstrategy&goalsAligngoalsofemployee&unitDetermineperformancelevelcriteriaAssessmentOn-goingfeedbackAnnualPDTalentDiscussion(Criteria)RecognitionCorrelateSIPandperformanceCorrelatepromotionsandbonusesUtilizelow-c。

3、ost,no-costideasCareerDevelopmentCreateIndividualDevelopmentPlan(IDP)Utilizerotationsandon-campusandoff-campustrainingTalentDiscussion(Development)PMPTools:PerformanceDialogue(PD)IndividualGoalAlignmentworksheetIndividualDevelopmentPlan(IDP)PMPInstructionSheetSupervisore-mailrequestingfeedbackPerformanceDialogueDefinitionspageRatingScaleandDefinitionsformPerformanceLevelMatrix(SkillsforSuccess)TalentManagementMatrixUniversityMissionUnitValuesandGoalsDepartmentGoalsIndividualGoalsCompone。

4、ntsofCornell’sPMPPlanningEstablishunitstrategy&goalsAligngoalsofemployee&unitDetermineperformancelevelcriteriaAssessmentOn-goingfeedbackAnnualPDTalentDiscussion(Criteria)RecognitionCorrelateSIPandperformanceCorrelatepromotionsandbonusesUtilizelow-cost,no-costideasCareerDevelopmentCreateIndividualDevelopmentPlan(IDP)Utilizerotationsandon-campusandoff-campustrainingTalentDiscussion(Development)DevelopingGoalsSMARTGoalModelSpecificMeasureableAccountableRealisticTime-boundPlanningGoalTemplateF。

5、Y10Goal2.5OneuniversityPerformanceManagementProcess(PMP)wherealladministrationstaffareusingthesameprocesses,tools,andlanguage.ObjectiveFinishrevisionstothefirstpilotPerformanceManagementProcess(PMP)androlloutthePMPmodel,performancemanagementtool,andtrainingtoalargercampusaudience.AccountableKathyBurkgrenActions/TacticsDevelopaPMPtimelinebyNov1,2009todeliverPM:Redesigntoolsandprocessbasedoninputfrompilotgroupsby11.30.09PresentandgetinputatHRCouncilby1.10.09DeterminedatesHRDirectorsdesiretodeli。

6、vertrainingtounitsForthoserollingouttheprocessinspring2010,traingroupsbyFeb15DeliverableFebruary‘10:ThreeunitsrollingoutnewPMParetrainedinhowtousethenewforms,aligngoals,assessperformance,givefeedback,writeIDP’s,anddevelopanunderstandingoftalentdiscussions.December‘10:MajorityofAdministrativestafftrainedPlanningGoalTemplateFY10GoalCoordinationSupportforUniversityOD/OEInitiativesObjectiveEnableOD/OEteamtodeliverservicestocampusinatimelyandseamlessmannerAccountableAdministrativeAssistantActions/Ta。

7、cticsCalendarsareaccurateMeetingsscheduledinatimelymanner,within24–48hoursDemonstrationofconfidentialityStaff’sexpectationsaremetintermsofmeetingsetupandcoordinationMaintainofficesuppliesandequipmentDeliverable•Calendarsincludetraveltimeandarenotdoublebooked•Meetingcoordinationissetupwithin24-48hours•Confidentialityisneverbreached•Equipmentisinworkingorder(printers/copiershaveink)andsuppliesarestockedPlanningGoalAlignmentActivityDeveloponeofyourownworkgoalsMakesureitfollowstheSMARTgoalmodelTi。

8、ethegoalbacktodepartmentandunitgoalsShareyourgoalwithapartnerPlanningComponentsofCornell’sPMPUniversityMissionUnitValuesandGoalsDepartmentGoalsIndividualGoalsCriteriaforPerformanceRatings•FailstoAchieveExpectations•Doesnotfulfillpositionrequirements.Performanceimprovementplanmustbedevelopedandmonitored;orterminationmustbeinitiated.1•NeedsImprovement•Failstomeetoneormoreofthesignificantpositionrequirements.Requiresimprovementsinareasnoted.Performanceimprovementplanmustbedevelopedandmonitored.2•F。

9、ullyAchievesExpectations•Reliablyperformspositiondutiesandresponsibilities.Fulfillspositionrequirements,establishedgoalsandexpectations.Solidperformanceresultsinvaluablecontributionstounitgoals.3•FrequentlyExceedsExpectations•Performsbeyondexpectationsinamajorityofpositiondutiesandresponsibilities.Proactivelymeetsandpredominantlyexceedspositionexpectations–makingasignificantcontributiontotheoverallachievementofunit/departmentgoals.4•ConsistentlySurpassesExpectations•Worksconsistentlyatasuperiorl。

10、evelinmostaspectsofposition;consistentlyexceedgoalsandexpectations.Makesanexceptionaloruniquecontributiontotheunit/department.5AssessmentPerformanceRating12345Comments:Isabellaisastellaremployee.Coworkerslooktoherasanexpertandgreatteamplayer.Sheisalwayswillingtohelpothers.Isabellalooksfornewwaystodothingsandhasgreatideasabouthowtomakethingsmoreeffectiveandefficient.Sheconsistentlygoesaboveandbeyondwhatisexpectedofher.Isabella’ssupervisorthinksshehasgreatpotential.AssessmentExamplePerformanceRatin。