Pmp Hours Template by fhp11956

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									Performance
Management
Process
(PMP)
A comprehensive
approach to managing
effective performance
Training Agenda and Objectives
   ○ Overview
   ○ Goal-Setting
   ○ Assessing Performance
   ○ Delivering Feedback
   ○ Creating an Individual Development Plan
   ○ Talent Discussion
   ○ Close
Effective Performance Management
  A comprehensive process maximizing
  engagement, development, and performance of
  all employees in the employment lifecycle by:
  •   Proactively focusing on employee development, talent and
      succession management

  •   Aligning employee work to department goals and objectives
      (line of sight), defining and communicating performance
      expectations regularly

  •   Linking performance to compensation, recognition, and rewards

  •   Remaining flexible, efficient, measurable, fair, and transparent
Components of Cornell’s PMP

                                                 Planning
                                        Establish unit strategy & goals
                                        Align goals of employee & unit
                                      Determine performance level criteria




                                          University Mission                      Assessment
    Career Development
                                                                                 On-going feedback
 Create Individual Development Plan      Unit Values and Goals
                                                                                     Annual PD
                (IDP)                     Department Goals
  Utilize rotations and on-campus                                            Talent Discussion (Criteria)
       and off-campus training
                                           Individual Goals
  Talent Discussion (Development)




                                                 Recognition
                                          Correlate SIP and performance
                                        Correlate promotions and bonuses
                                          Utilize low-cost, no-cost ideas
             PMP Tools:
   Performance Dialogue (PD)
   Individual Goal Alignment worksheet
   Individual Development Plan (IDP)
   PMP Instruction Sheet
   Supervisor e-mail requesting feedback
   Performance Dialogue Definitions page
   Rating Scale and Definitions form
   Performance Level Matrix (Skills for Success)
   Talent Management Matrix
Components of Cornell’s PMP

                                                 Planning
                                        Establish unit strategy & goals
                                        Align goals of employee & unit
                                      Determine performance level criteria




                                          University Mission                      Assessment
    Career Development
                                                                                 On-going feedback
 Create Individual Development Plan      Unit Values and Goals
                                                                                     Annual PD
                (IDP)                     Department Goals
  Utilize rotations and on-campus                                            Talent Discussion (Criteria)
       and off-campus training
                                           Individual Goals
  Talent Discussion (Development)




                                                 Recognition
                                          Correlate SIP and performance
                                        Correlate promotions and bonuses
                                          Utilize low-cost, no-cost ideas
Developing Goals         Planning




     SMART Goal Model

       Specific
       Measureable
       Accountable
       Realistic
       Time-bound
                                                                              Planning

  Goal Template
FY10 Goal     One university Performance Management Process (PMP) where all
2.5           administration staff are using the same processes, tools, and language.
Objective     Finish revisions to the first pilot Performance Management Process (PMP) and
              roll out the PMP model, performance management tool, and training to a larger
              campus audience.
Accountable Kathy Burkgren

Actions/      Develop a PMP timeline by Nov 1, 2009 to deliver PM:
Tactics            Redesign tools and process based on input from pilot groups by 11.30.09
                   Present and get input at HR Council by 1.10.09
                   Determine dates HR Directors desire to deliver training to units
                   For those rolling out the process in spring 2010, train groups by Feb 15


Deliverable   February ‘10: Three units rolling out new PMP are trained in how to use the new
                 forms, align goals, assess performance, give feedback, write IDP’s, and
                 develop an understanding of talent discussions.
              December ‘10: Majority of Administrative staff trained
                                                                             Planning

  Goal Template
FY10 Goal     Coordination Support for University OD/OE Initiatives

Objective     Enable OD/OE team to deliver services to campus in a timely and seamless
              manner
Accountable Administrative Assistant

Actions/      Calendars are accurate
Tactics       Meetings scheduled in a timely manner, within 24 – 48 hours
              Demonstration of confidentiality
              Staff’s expectations are met in terms of meeting setup and coordination
              Maintain office supplies and equipment

Deliverable   •   Calendars include travel time and are not double booked
              •   Meeting coordination is set up within 24-48 hours
              •   Confidentiality is never breached
              •   Equipment is in working order (printers/copiers have ink) and supplies are
                  stocked
Goal Alignment Activity                  Planning




   Develop one of your own work goals


   Make sure it follows the SMART goal model


   Tie the goal back to department and unit
   goals

   Share your goal with a partner
Components of Cornell’s PMP




              University Mission
             Unit Values and Goals
              Department Goals
               Individual Goals
Criteria for Performance   Assessment

Ratings
                                                                   Assessment
                                                                    Example




Performance Rating                      1          2          3         4           5

Comments:

Isabella is a stellar employee. Coworkers look to her as an expert and great team
player. She is always willing to help others. Isabella looks for new ways to do things and
has great ideas about how to make things more effective and efficient. She consistently
goes above and beyond what is expected of her. Isabella’s supervisor thinks she has
great potential.
                                                                  Assessment
                                                                   Example




Performance Rating                     1          2         3         4           5

Comments:

Mark sometimes misses deadlines and deliverables he is asked to do. Mark and his
supervisor often need to review his SPD and performance improvement plan to set
clear goals. Mark’s performance is looking up and he is trying really hard. He is
beginning to reach out to more people to work more collaboratively and effectively. He
is dedicated to improving his performance, but still has work to do.
Generalizations vs. Behaviors                          Assessment
                                                        Example



Attitude. Jose has a positive attitude. Others really enjoy
    working with him. He always accepts new assignments –
    even things that are not included on his job description. He is
    a real pleasure to have on my team.

Jose always demonstrates a positive attitude – which makes
   others want to work with him. Recently he and a few other
   members of the team were assigned to the office move
   project – which was one of many assignments he willing
   accepted this year. He came to every meeting, was willing to
   take and distribute minutes for the rest of the team and
   personally walked around the new floor plan to every
   member of the team to discuss their needs in the new space.
   Not only was he integral in creating the new plan, but he
   really helped to convert others from being extremely negative
   about the move to being very supportive because of his
   upbeat nature, and keen listening skills. This is just one of
   several examples I could mention.
Assessment Activity
    Complete your PD:

        Rate yourself on all categories of the PD using:
         1) Performance Level Matrix
         2) Talent Management Matrix

        Note at least one thing you want to improve


                                              Assessment
Delivering Feedback
  Conducting a Performance Dialogue Meeting


  What’s in it for you?


  Modeling


  Activity


                                     Assessment
Components of Cornell’s PMP




              University Mission
             Unit Values and Goals
              Department Goals
               Individual Goals
The Role of Talent Discussions to
Recognition and Career Development


•   Develop staff

•   Utilize low-cost, no-cost
    ideas


                                Recognition
Components of Cornell’s PMP




              University Mission
             Unit Values and Goals
              Department Goals
               Individual Goals
Career Development and the role of the
Individual Development Plan (IDP)

   Use your PD to help you determine what to include
    in your IDP

   When you return from any training, have a conversation
    with your supervisor about what you learned

   Ask your supervisor to help you develop
    a way to measure the effects of the training

                                                     Career
                                                   Development
Individual Development Plan
(IDP) Activity
    Complete your own IDP




                               Career
                             Development
Talent Discussion

  What it is?


  Why have talent discussions?




                                       Career
                                  Development and
                                    Recognition
                                   Talent Management Matrix
            May be new in the job. May be in            Valued talent, capacity for       Capacity for immediate advancement.
             the wrong job/wrong manager.              advancement after further             Potential for senior succession.
                                                       potential has been realized.
            Action: Give time for development                                               Action: Look for opportunities to
                  or needs intervention.             Action: Look for opportunities for   promote. Give top level assignments.
                                                       growth and new experiences.        Partner with executives. Reward and
                                                                                                       recognize.

            May be new in job or organization.         Steady and dependable                Capacity for immediate, one level
              May have lost pace with the         performers, but capable of more.         advancement. Consider best track –
Potential




              changes in the organization.       May not understand changes in the            Individual contributor, project
                                                            organization.                     manager, or general manager.
              Action: Continue orientation.
               Give time for development.                Action: Challenge, allow            Action: Look for opportunities to
            Challenge with clear expectations.       opportunities for growth and new     expand role and challenge, reward and
                                                               experiences.               recognize. Engage in decision making.

            Has reached job potential and is         Steady and dependable and have            Excellent performer; has reached
                    underperforming.                     reached career potential.                     career potential.
            Action: Manage performance, set
             clear improvement plan, or exit          Action: Engage, challenge, focus         Action: Engage in training others.
                      organization.                            and motivate.                   Challenge, reward and recognize.

                1                                2                     3                   4                              5
                                                          Performance

								
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