Champlain College
Performance Management
2014/2015
Training Session for Employees
1
Objectives
2015 Themes: Reflect, Review and Plan
Development and Performance
Engagement
Connection to the 2020 Plan
2
3
Champlain Aligned
3
2020 Strategic Plan
Institutional Priorities
Champlain College
Mission and Vision
Individual Performance and
Development Planning
Department Goals
Divisional Strategies and Priorities
Individual Employee Goals
4
Achieve Distinctive Academic Excellence
Enrich Student Life and Career Opportunities
Fostering an Inclusive & Diverse Community
Excite, Engage, and Empower Faculty & Staff
Enhance Financial Stability
5
Components of Performance Management
PLANNING – GOAL SETTING
COACHING FOR PERFORMANCE
PERFORMANCE EVALUTION
PROFESSIONALDEVELOPMENT
Timeline
6
June-August 2014
•Goals established for 2014/2015
January 2015
•Mid-year performance discussions
March/April
•Manager & Employee Training sessions
March/April
•Self-Evaluations Completed
May/June
•Performance Review Discussions held
June
•Compensation Planning
5/15
Evaluations
due to next
level Mgmt.
6/19
Performance
meetings
completed
4/17
Employees
submit self-
evaluations
Timeline
7
Dates Actions
March 30 – April 10 • Employee and Manager training
March 30th • Workday Performance Management launched
March 30th • Managers request from employees their written
self-evaluations
• Managers schedule performance evaluation
meetings
March 30 – April 17 • Employees submit self-evaluations to managers
• Managers may hold pre-evaluation meetings with
employees where desired
Dates Actions
April 20 - May 15 • Managers draft employee performance
evaluations
• Managers submit evaluation to next level of
management for review and/or discussion
• NOTE: Evaluation are due to next level of
management by May 15th
May 15 - 29 Next level of management reviews evaluation and
provides managers feedback
June 1 - 19 Managers hold performance evaluation meetings
with employees
June 19th NOTE: All performance evaluation meetings
must be completed by June 19
June 19th Completed Performance Evaluations must be
fully approved and through the Workday
process by June 19th
8
9
Employee completes
Self-Evaluation
Manager approves Employee
Self-Evaluation
Manager completes Manager
Evaluation on
Employee
Manager’s Manager approves Manager
Evaluation
Manager provides Manager Review
Comments
Employee provides
final Employee
Review Comments
Please make sure you are fully satisfied with
your self evaluation before you submit. This
should be your final draft. All within
Workday
10
• Functional Process
• Workday Technology
Performance Goals
Job Responsibil
itiesCompetency
Development Needs
Excite, Engage,
Empower
Additional Performance Evaluation Comments
Overall Summary
Performance Evaluation Tool
11
Performance Goals• Established last summer
• 4 – 7 Goals
• SMART goals “Establishing SMART Goals”
• Specific
• Measurable
• Achievable
• Realistic
• Time Bound
• Include unplanned goals
Performance Evaluation Tool
12
Performance Evaluation Tool
Overall Rating – Scale
• Far Exceeds Expectations: Performance that is consistently superior and far
exceeds job standards and goals.
• Exceeds Expectations: Performance that often exceeds job standards. These
individuals perform at a level noticeably above what is expected.
• Successfully Meets Expectations: Performance that consistently meets and
sometimes exceeds job standards. These are individuals who make valued
contributions to the success of the institution at the level that is expected.
• Partially Meets Expectations: Performance that partially meets but occasionally is
below acceptable job standards. These individuals perform inconsistently and need
to improve.
• Fails to Meet Expectations: Performance that consistently does not meet job
standards over the rating period.
13
Tips:
• Use the “Pull in Goal” feature to access
all your entered goals.
• Use “not applicable” as a status if goal is
not rated.
• May select more than one category.
• Unplanned Goals? Add as an additional
goal and indicate they were unplanned.
• Not applicable vs Not Started
• Next year’s goals will be a separate
process
14
Job Responsibilities
• Summary of current job responsibilities
• Not a “task list”
• Section is rated
Performance Evaluation Tool
15
Tips:
• Summarize your job responsibilities in
one section (do not use the (Add) button
multiple times).
16
Staff competencies
• Achievement Orientation
• Adaptability
• Client Focus
• Continuous Learning
• Critical Thinking
• Diversity & Intercultural Understanding
• Teamwork &Inclusion
• Comments – Observations, clarification, examples
• Tool – Staff Competencies Development Workbook
• Competencies will not be rated
Performance Evaluation Tool
17
Tips:
• Review this section to verify that
you have commented on each
competency.
18
Development Needs
• Reflection on past year
• Has the need been completed?
• Ongoing?
• Time well spent here will pay off in spades
• Purposeful development plans
• Monitoring, coaching and supporting along the way
• Regular check-ins
Performance Evaluation Tool
19
Performance Evaluation Tool
Tips:
• You can use the “Add Existing” box if you have already entered these into
Workday.
• Relates To gives the option of linking to a staff competency.
• Use the (+) button to add a new item.
20
Excite, Engage, Empower• What would excite you?
• How do you like to be engaged?
• What will make you feel empowered?
• Opportunity for employees to provide feedback to your manager,
your department or the institution
• Review the employee’s last self-evaluation… what did they say?
Performance Evaluation Tool
21
22
Additional Performance Review Comments• Feedback received from colleagues, stakeholders, vendors
• Catch-all
• Summary
Performance Evaluation Tool
23
Additional Performance Evaluation Comments:
24
Overall rating• Does the rating match the writing?
• Performance rating calibration
Performance Evaluation Tool
25
Overall Rating – Scale
• Far Exceeds Expectations: Performance that is consistently superior and far
exceeds job standards and goals.
• Exceeds Expectations: Performance that often exceeds job standards. These
individuals perform at a level noticeably above what is expected.
• Successfully Meets Expectations: Performance that consistently meets and
sometimes exceeds job standards. These are individuals who make valued
contributions to the success of the institution at the level that is expected.
• Partially Meets Expectations: Performance that partially meets but occasionally
is below acceptable job standards. These individuals perform inconsistently and
need to improve.
• Fails to Meet Expectations: Performance that consistently does not meet job
standards over the rating period.
Performance Evaluation Tool
26
Tips:
• The Overall rating is based on the ratings from the Performance Goals and
Job Description
• Can override default
• You will receive an error if rating is empty
27
Summary
• Review the summary of your full Performance Review for 2014/2015
• Submit to your manager via Workday
• No changes can be made by employee after submitted
Performance Evaluation Tool
28
When you are complete your self-evaluation you will need to
click the green submit button. You will not be able to make
any changes after you submit.
Tips:
• You may exit at anytime (by going to the
Workday homepage or clicking the Save for
Later button) and it will save and resume
where you left off (note: if you time out it will
not save).
• Once submitted no changes can be made.
• You can print the review before submitting.
• When manager approves – they are
acknowledging receipt – does not mean they
agree with every piece.
29
Overall Process in Workday1. Employee completes Self-Evaluation
2. Manager approves Employee Self-Evaluation
3. Manager completes Manager Evaluation on employee
4. Manager’s manager approves Manager Evaluation
5. Manager provides Manager Review Comments (releases Manager Evaluation to
employee)
6. Employee provides final Employee Review Comments (receipt
of Manager Evaluation)
All within
Workday
Resources
• Last performance review form
• Staff Competency Development Workbook
• Establishing SMART Goals Work paper
• Your manager
• The People Center
• Instructions within Workday via Canvas
30
Thank You!
31
SMART Goal Setting
32
S
Specific
M
Measureable
A
Achievable
R
Relevant
T
Time Bound
SMART goals allows leaders to:
• Maintain clarity of what it is they wish to achieve
• Monitor their progress on an ongoing basis
• Allocate resources in support of reaching a goal
• Plan an employee’s progress towards reaching goals
• Redirect or refocus an employee’s energy back towards a goal when necessary
SMART goals allows employees to:
• Understand what is expected of them
• Monitor their own performance against the goals
• Empower them to achieve results
• Be clear on the criteria for evaluation
• Know what the target for solid performance looks like, so that they can hit it
33
34
35
36
37
38
39