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Performance Management - Support Staff

Submitted by paryan on Wed, 12/07/2016 - 11:34am

Submitted by paryan on Thu, 12/01/2016 - 2:29pm

What is Performance Management?

Performance Management is an ongoing dialogue between you and your manager with the intent to empower you to perform to the best of your abilities, enable your continuous development, and integrate your individual performance goals with the success of the Faculty/Unit. 

Through collaboratively clarifying expectations, setting goals, expressing your development needs and career aspirations, and assessing your performance annually, you play an active role in your own success and professional development.

Regular 1:1 Check-in meetings and Performance Discussions

The main purpose of holding regular check-in meetings is to mutually “take stock” of how things are going, constructively share feedback and observations, and get re-aligned (if necessary) on goals and priorities.

All Staff Members: Typical Annual Performance Cycle Timeline

               Set Expectations Mid-Year-Review Annual Review

New Hires: Typical Annual Performance Cycle Timeline

              Set Expectations for New Hires Probationary and Mid-Probationary Reviews Annual Review

Performance Management, Step-by-Step

Each step of the performance management cycle listed below includes learning resources to help you get the greatest results for your effort.

Expectation and Goal Setting

At the beginning of the performance year, starting in April, meet with your manager to confirm expectations and set goals for the coming year. For new employees, establish expectations and goals within a month of hire. These are recorded using the goal-setting template.

Setting goals is an iterative process. As part of your regular check-in meetings, plan to revisit goals often to make adjustments as needed.

When writing your goals, ensure connect to the goals of your team, faculty, or unit. We encourage the practice of setting goals within teams to help inform individual goals. You may also find it helpful to review the Energizing Eyes High Strategy.

Consider reviewing these examples of SMART goals (and these ones, too) to get thinking about your goals.

Expectations: Refer to the Job Profile for job expectations. From this starting point, identify actions and measures of success; along with goals, shared understanding of job expectations forms the basis for annual reviews.

Goals: In addition to job expectations, we also recommend establishing stretch goals that challenge the staff member and create opportunity for professional development. A quality goal follows ‘SMART’ criteria; it will be Specific; Measurable; Attainable (given budgets, and other resources); Relevant to you and your work; and Time-bound to a specific date or set of dates for completion.

Forms:

Learning Resources

*Classroom workshops on goal-setting are typically offered in the spring.
**To access Lynda.com learning resources, you will first need to create your free Lynda.com account.

Ongoing Check-in Meetings

On a regular basis throughout the year, meet with your manager, one-on-one, to to have an informal 'check-in' discussion.  The focus of this dialogue should be on progress towards current work and projects, goal completion and successes to date, any challenges encountered and support needed to overcome them, as well as any necessary revisions to goals. Throughout the year, also plan to discuss your development needs and career interests.

Often 30 minutes or less is sufficient for a check-in. We recommend bi-weekly (or at least quarterly) check-ins; work with your manager to determine the frequency that suits the needs of your area. As an employee, you can also take the initiative to schedule these meetings.

Learning Resources:

**To access Lynda.com learning resources, you will first need to create your free Lynda.com account.

Mandatory Mid-Probation and Probation Reviews (New Hires Only)

Mid-Probation Review: On or before 3 months for full-time staff or 250 hours for part-time staff, you must meet with your manager to complete a mid-probation review. The goal is to identify successes to date, as well as opportunities for development.

Probation Review: On or before 6 months for full-time staff or 500 hours for part-time staff, you must meet with your manager to complete the probation review.

Forms:

Mid-Year Review

In the fall, typically in October or November, meet with your manager for a formal discussion to exchange feedback and revisit goals and learning & development plan. The intent is to identify and celebrate successes and highlight opportunities for development in the remaining months of the year.

Learning Resources:

**To access Lynda.com learning resources, you will first need to create your free Lynda.com account.

Annual Review

In the winter, typically in February or March, meet with your manager for a formal meeting to consider the past year and assess your overall performance. This involves a collaborative discussion regarding performance in relation to the expectations and goals that were established at the outset of the year, your accomplishments, and development activities that were undertaken.

This discussion may also segue into the establishment of next year's goals, expectations, and learning plan.

Probationary Employees: After a new hire has passed probation, they will participate in the next annual review. Note that employees who are on probation during the normal timing of annual reviews will not participate until the following year.

Prepare for your review by reviewing your job profile, goals and expectations that were set at the outset of the year, and your accomplishments over the past year. Collaborate with your manager to update the job profile if necessary. Complete a Self-Assessment.

After the review, your manager will prepare a complete Annual Performance Review. Please review and sign. Note that your signature indicates that you have had the opportunity to review and discuss your performance review with your manager; it does not imply agreement. The original signed copy of the review is sent to Human Resources. You may wish to retain a copy for your future reference.

Forms:

Learning Resources:

*Classroom workshops on annual reviews are typically offered in the winter.
**To access Lynda.com learning resources, you will first need to create your free Lynda.com account.

Submitted by paryan on Tue, 12/06/2016 - 11:19am

Additional resources

Defining Competencies

A key part of the performance management process is defining the competencies needed to perform jobs or roles.  You may find it helpful to think of goals as “what” needs to be accomplished while competencies are the “how” – the behaviours needed to get things done effectively

There are eight core competencies for all staff members.

Rating Scales

Overall performance is assessed by considering both outcomes and competencies; what was accomplished during the year and how. As a rule of thumb, the rating 'Successful Performance' indicates that performance is aligned with the expectations for the job and represents consistently good performance. The other ratings are used to indicate when expectations are exceeded or not yet met.

Improvement is Essential for Success (I) Development is Necessary for Successful Performance (D) Successful Performance (S) Advanced Performance (A)
Performance does not meet what is required. Immediate improvement is essential. Development is needed to achieve competency expectations. The staff member at this stage may be new to the job and/or learning and developing skills. Progress toward full competence is expected. Performance is what would be expected of a staff member who is fully experienced and qualified. The staff member who reaches this stage is dependable and can be consistently relied upon to successfully achieve expected outcomes. Performance and competency modeling consistently excel in achieving high quality results which exceed expectations.

 

Please contact your HR Advisor for advice on the Performance Management process.