Download - Introducing ePerformance to UH Managers
Introducing ePerformanceto UH Managers
Monica Morgan,JD, SPHR
Director, HR
May 2010
Developing an Effective Performance Evaluation & Management Process
Agenda
Why Change?
Current PCD Process
ePerformance
Projected Timeline for Implementation
Why Change?
Paperless Initiative
Align Performance to UH Strategic Principles– Institutional Excellence– Recruitment and Retention– Accountability and Institutional Efficiency
Need for an Interactive Ongoing Evaluation Process
Why Change?
Administrative Services 1171 31.7% Auxiliary Services 170 4.6% Executive 53 1.4% Faculty Administrative 25 0.7% Information Technology 406 11.0% Operations 631 17.1% Research 354 9.6% Student Services 696 18.9% University Image 185 5.0%
_______________________________________________
TOTAL 3691 100.0%
Current PCD Process
Administratively Intensive
Inconsistency Across Campus
Focus on Recent Behavior instead Promoting an On-Going Communication Dialogue
– One Time Snapshot
Merit Impacted Employee Ratings
Current PCD
Count of FY10 PCD by Rating
Generally Meets Expectations
13%
Needs Improvement1% Exceeds Expectations
27%
Fully Meets Expectations
59%
Exceeds Expectations
Fully Meets Expectations
Generally Meets Expectations
Needs Improvement
ePERFORMANCE
An electronic PCD:– Automated evaluation process for both manager and
employee: Job Descriptions Competencies Goals UH Initiatives
Improved uniform and objective method to evaluate job performance:
– Rather than the current perceived PCD process which is considered to be too subjective and arbitrary.
Helps create documented links between performance
review, development initiatives, execution of tasks, appraisal of employee progress and compensation.
ePERFORMANCE PROCESS
Positive Outcome
Performance for an employee will be electronically archived.
Feedback can be more frequent throughout the year.– Updating achievements or adding goals or training as the
year progresses.
Encourages Consistency– job description and core competencies that are relevant to
the position.
Training and development can be based on specific needs.
– Specific family or subfamily of jobs to improve skill sets – Increases retention and reduces turnover.
ePERFORMANCE PROGRESS DIAGRAM
Phase 1Phase 1 Phase 2Phase 2 Phase 3Phase 3
Electronic PCD
Customer Service Initiatives
Routing and Workflow
Develop Competencies
Educate/Train Managers
Accurate Job Descriptions Benchmark to Market
Gap Analysis to Deliver Training and Development
Valuable Competency Development
Time Line
April 1, 2010 - October 31, 2010ePerformance Goal Setting Training & Rollout
ePerformance Rollout Time Line
November 16, 2009 - January 15, 2010Pilot Group Goal Setting
with Prototype February 1, 2010 - March 15, 2010Pilot Group Evaluation &
Campus Paper PCD Evaluation
December 1, 2009 - February 1, 2010Communicate ePerformance Program to UH CommunityIdentify and Develop Document Template Requirements
May 26, 2009ePerformance
Development Begins
January 15, 2011Campus Wide ePerformance
Evaluation Rollout
3/1/2011ePerformance Process
Completed
ePERFORMANCE DEMO