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Performance Management System

ProcessMaker Employee Guide 2019

Version 1

6-10-2019

Stage 1: Inputting Annual Goals, Weights and Development

Plan

Stage 2 : Updating Goals and Completing Mid-Year

Review

Stage 3: Updating Goals and

Completing Year-End Review

Performance Management – ProcessMaker Employee

Guide

Talent Development – Training and Development |2019 ProcessMaker Employee Guide 2

Contents

Introduction ................................................................................................................................................................................... 3

Launching Your Browser and Logging In to ProcessMaker ................................................................................................. 3

Log In Process ............................................................................................................................................................................... 4

Internet Compatibility ................................................................................................................................................................. 5

Home Page and Inbox ............................................................................................................................................................... 6

To Open the Performance Review Form ................................................................................................................................. 6

Verifying Personal Information (Section 1) .............................................................................................................................. 7

Making Corrections ..................................................................................................................................................................... 8

Stage 1: Goal Determination – Inputting Goals and Development Plan ......................................................................... 9

Preparing to Input New Goals for the Year in ProcessMaker ............................................................................................ 10

Inputting Goals, Weights and Development Plan ............................................................................................................... 11

Submitting Goals for Review .................................................................................................................................................... 12

Saving your Progress .................................................................................................................................................................. 13

Printing the Form ........................................................................................................................................................................ 13

Stage 2: Mid-Year Check-In – Updating Goals and Mid-Year Check-in Meeting ........................................................ 14

Logging in For Mid-Year Check-in .......................................................................................................................................... 15

Inputting Mid-Year Comments ................................................................................................................................................ 16

Submitting Your Mid-Year Review for Approval ................................................................................................................... 17

Modifying Goals or Weights in the Mid-Year Review .......................................................................................................... 18

Confirming the Mid-Year Performance Discussion .............................................................................................................. 19

Stage 3: Updating Goals and Completing Year-End Review ........................................................................................... 20

Inputting Year-End Performance Information ...................................................................................................................... 21

Submitting Your Year-End Review for Approval................................................................................................................... 22

Confirming Year-End Performance Discussion ..................................................................................................................... 23

Retrieving Completed Performance Review Forms ............................................................................................................ 24

Viewing the Status of Your Performance Review ................................................................................................................ 25

Appendix – Directions for Completing the Form ................................................................................................................. 27

Appendix – Frequently Asked Questions ............................................................................................................................... 29

Appendix – Rating Scales......................................................................................................................................................... 34

Appendix – Employee Competencies .................................................................................................................................. 35

Appendix – Manager of Others Competencies .................................................................................................................. 39

Appendix –Setting SMART Goals ............................................................................................................................................. 42

Appendix – ProcessMaker System Information .................................................................................................................... 44

Appendix – ProcessMaker Status Definitions……………………………………………………………………………………46


Guide


Introduction

All management employees will take part in MNR’s Performance Management Process. ProcessMaker is the system we use to capture our performance goals and development plan. The entire performance appraisal process is documented in, and guided by ProcessMaker, and all performance review forms will be stored within it for future reference. At each of the three stages of our Performance Management process, you will receive an email (via Outlook) advising you of its launch. The three stages of the process are:

Stage # Stage Name Time Period Steps:

1 Goal Determination Jan - Feb Employees input goals, weights and a development plan for the new year

2 Mid-Year Check-In June – July Employees input progress of goals and development plan at mid-year

3 Year-End Performance Discussion

Nov - Dec Employees input progress of goals and development plan and enter closing comments at year-end

This email will include a link to access the Performance Management System (ProcessMaker).

Launching Your Browser and Logging In to ProcessMaker

This email you receive will include a link to access the Performance Management System (ProcessMaker).

Launch the link in the INTERNET EXPLORER browser. (Internet Explorer is the only browser compatible with

ProcessMaker). Please note, if you are using any other browser, e.g., Mozilla or Firefox, ProcessMaker may not save any of the information you enter in to the form.

Note: A web browser is a software application that allows you to search for and explore information on the internet. Common browsers include Internet Explorer, Firefox, Safari, and Google Chrome. In addition to being able to access various websites, one can also access information hosted on Web servers in private networks. ProcessMaker resides on a private MTA network. To launch your Internet Explorer browser, click on the icon encircled below. You can usually find it on your “Start” menu or on your desktop, or on the bottom toolbar of your screen as shown below.


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Log In Process

In Internet Explorer browser, enter http://performancemgt.mtahq.org in the browser. Log in to the system using your Network ID (typically your MNR #) and password (your computer log-in). If that log-in does not work, then try your BSC ID# and your network password.

http://performancemgt.mtahq.org/


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Internet Compatibility

To ensure that your system is correctly displaying the form, add the Performance Management System website link to the Compatibility View Settings. From the Home Page, click Tools, Compatibility View Settings. The Performance Management link (mtahq.org) should display in the Add this website field. Click the Add button and then Close. This feature needs to be enabled only one time. If you already set your compatibility, mtahq.org will appear in the Compatibility View box.


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Home Page and Inbox

After logging into the system, the Performance Management Home Page will display. View the list of your assigned performance management tasks in the Inbox. They are listed in the Case column. The Task column will indicate the current step in the review process. Home Page View

To Open the Performance Review Form

To display your Performance Review Form, view the Task column to find the form’s Goal Determination task. Next, find and double click your Goal Determination task in the Case column.

Inbox List of Tasks Current Step

Goal Determination Step

Goal Determination Task

Search


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Verifying Personal Information (Section 1)

Once the MNR Employee Performance Review Form displays, scroll down to Section 1 to ensure the Employee and Reviewer Information fields are correct. The information in this section is pre-populated, therefore it is critical that you check it for accuracy. Inaccuracies will stall the process. If any information is incorrect, first speak with your reviewer to discuss the necessary changes then click the “Click Here to Request Corrections to the Data Above” button to send notification to Human Resources with a message explaining the change that needs to be made. This change will take approximately 2 business days to process. Once that process is complete, the form will reappear in your Processmaker Inbox, and you will receive an Outlook email to restart the process. Note: Only you can send correction requests to HR, they cannot be initiated by your reviewer.


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Making Corrections

If “Click Here to Request Corrections to the Data Above” button is clicked, an additonal pop-up box will display :

Note: If you click Cancel, you will be returned to the previous screen.

If you click OK, another pop-up box will appear which prompts you for the information that needs to be corrected. Please be specific and clear within the space provided on what corrections are necessary.

Press OK when finished.

Your request will be sent for processing and this Review will leave your inbox while being reviewed by HR.

If you would like to view the Review Form before it is returned from HR, you can view it in your Participated folder. (See image below) The Task will indicate your review is in the Correction Stage and the Current User will be Corrections, MNR. After 2 business days, your review should re-appear in your Inbox, and you can continue working in it.


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Stage 1: Goal Determination – Inputting Goals and Development Plan

Goal and Development Plan

Input Task


Review Task


Approval Task


Modification Task


Modification Task

Finalize Goals and Development

Plan Task. Wait for Mid-Year

Review.


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Preparing to Input New Goals for the Year in ProcessMaker

Prior to accessing the Performance Management System, the reviewer and employee should meet to discuss the employee’s performance goals, development plan and expected competencies for the new year.

Performance Goals

• As goals are cascaded down from the top of the organization, employees are expected to align their

individual goals to the goals of their reviewer, department, and to our Strategic Plan.

• Reviewers and employees should refer to Metro-North's Strategic Plan for 2016 – 2020 to ensure each

employee has at least one goal that reflects a strategic priority and ideally can connect each goal to some

aspect of our Strategic Plan.

• Goal alignment meetings between reviewers and their direct reports are expected to become a standard

practice in our goal setting process.

• Through these meetings, reviewers and their teams share their goals and discuss how those goals support

higher level department objectives and connect to aspects of our Strategic Plan.

• These meetings are intended to provide employees a clear line of sight as to what the departmental,

organizational and individual priorities are. They also serve to heighten employees’ understanding of how

their own goals contribute to those of the larger department or organization. The employee and reviewer

should discuss and establish the employee’s annual performance goals.

• Each employee is required to have a minimum of three and a maximum of five performance goals.

• In addition, the reviewer and employee should discuss and agree on the importance of each goal by

assigning it a weighted percentage. The employee will input the percentages on the performance review

form and the total must be 100%. Knowing the relative weights of each goal helps employees to prioritize

their work on a daily basis, as well as make decisions when faced with competing tasks.

• Each goal should be specific, measurable, attainable, and relevant and time bound. Refer to the form at

the end of this document for writing SMART goals.


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Preparing to Input New Goals for the Year in ProcessMaker – Cont.

Development Plan

• The employee and reviewer should also discuss the employee’s development opportunities for the new

year to improve, build on and develop skills and competencies that will enhance the employee's career.

• Each employee is required to have at least one development goal for the new year.

Competencies

• The reviewer and employee should discuss the competencies and behaviors that are expected in order for

the employee to be successful and develop on the job. All employees will be measured against eight core

competencies; reviewers of others will be rated against an additional five.

• The competencies will be listed on the performance review form between the goals and the development

plan.

• Reviewers will rate employees against each competency using the 3-point rating scale during the year-end

review process.

Inputting Goals, Weights and Development Plan

Each employee is required to input a minimum of three goals and a maximum of five. Employees will consider how their goals support our Strategic Plan. For example, a goal to respond to all customer service requests within 36 hours will align with the organization’s strategic priority of providing timely, accurate and open communication with our customers. The initial weight of each goal should also be entered. The total of goal percentages must equal 100% to move forward in the system.

A Development Plan enables employees to acquire the knowledge and experience they need to increase their skills, develop their competencies and advance their careers. Each employee must have at least one development goal for the new year. Input the development plan that was agreed upon at the planning meeting with your reviewer in the Development Plan section of the form. During the mid-year and year-end reviews, the employee and reviewer will comment and update any results to date.


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Inputting Goals, Weights and Development Plan – Cont.

Employee’s Development Plan:

Submitting Goals for Review

Once you have finished inputting your goals, weights and development plan and are ready to send the document to your reviewer, click Submit and make the document available to the reviewer. Your name and the current date are pre-populated in the signature area.

A pop-up message will display confirming the number of goals you entered into the form. Click OK to continue or Cancel to remain in the form. After you submit this section of the Performance Review Form, it will no longer appear in your Inbox. The reviewer will receive an email in Outlook informing him/her that this section of your form is ready for review.


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Inputting Goals, Weights and Development Plan – Cont.

Saving your Progress

At any time in the process, if you need to complete the form at a later time, click the Save button. The form will remain in the Inbox of the Performance Management Home Page.

Printing the Form

You can print the form to review for accuracy before submitting it to your manager. Be sure to save before printing so you have the most current information. After clicking the Save button, use the Print Form button to print the form. Note: At stage 1 of the review process, the performance review form will only allow for goal and development plan input. Access to additional sections of the form to input mid-year comments and year-end comments will be withheld until stages 2 and 3 of the process take place. After the goals and development plan have been input and approved by the reviewer, the performance review form will be saved in your Inbox and listed as Waiting for Mid-Year in the Task column. When prompted by Human Resources to initiate the mid-year process, you will go into your Inbox to access the performance review form.


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Stage 2: Mid-Year Check-In – Updating Goals and Mid-Year Check-in Meeting

Mid-Year Review and

Comments Task

Mid-Year Review and

Comments Task

Mid-Year Approval Task

Mid-Year Modification Task

Mid-Year Discussion Task

Waiting for Year-End Review Employee Confirmation Task


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Logging in For Mid-Year Check-in

When accessing the performance review form, the Case column will be listed as Ready for Employee 2018 Mid-Year Comments.

Employee Mid-Year Review


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Inputting Mid-Year Comments

During the mid-year stage, you will take time to reflect on the progress you made to date in achieving each goal and in completing the activities listed in your Development Plan. Your comments for each should include your results, successes and areas for further development. Provide specific examples of your actions and results to support your comments. You will also be allowed to indicate any modifications to your goals that occurred after the goals were approved. Modification to a goal should be included in the Mid-Year Comments section for the goal to be modified. Goal 1

Mid-Year Comments for Goal 1:

Mid-Year Development Plan Comments:


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Inputting Mid-Year Comments – Cont. Additional Employee Comments Section Use this section if you have comments to make that were not included in the goal comments; i.e., overall summary comments, achievements, additional hopes for the future or areas for development. Upon completion, save and submit your mid-year review to your reviewer.

Submitting Your Mid-Year Review for Approval

Once you have completed your mid-year entries, ensure that the system-generated Signature Names, at the bottom of the form, are correct; if they are not, send an email directly to [email protected] to alert them of this discrepancy – see image below. Then save and submit your mid-year review for approval.

mailto:[email protected]


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Modifying Goals or Weights in the Mid-Year Review

If after submitting your mid-year review, your reviewer requests that you modify goals or weights (which is common), s/he will electronically send the form back to you for modification. You will get an email in Outlook indicating the performance review form has been returned for modification. The reason for the modification will also appear in the email. Your performance review form will display in your Inbox. You should make the modification and submit the performance review form back to your reviewer for approval. ProcessMaker Inbox – Modification

Goals Modification Request


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Confirming the Mid-Year Performance Discussion

After the meeting with your reviewer, you will receive an email in Outlook indicating that you need to re-access the form to confirm the mid-year discussion. The form will be in the system Inbox listed as the Employee Midyear Confirmation task. After you access the form and click the Confirm button, a pop-up menu will display asking you to confirm that the mid-year discussion has taken place with the reviewer.

Employee Confirmation

Confirmation

Note: At stage 2 of the review process, the performance review form will only allow for inputting of mid-year comments related to goal and development plan progress. Access to additional sections of the form to input year-end comments will be withheld until Stage 3 of the process takes place. After the mid-year review has been completed and confirmed, the performance review form will remain saved in your Inbox, listed as Waiting for Year-End in the Task column. When prompted by Human Resources to initiate the year-end process, you will go into your Inbox to access the performance review form.


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Stage 3: Updating Goals and Completing Year-End Review

Year-End Goal Review and

Comments Task

Reviewer Assessment Task

Reviewer +1 Final Review Task

Review by Human Resources Task

for overall ratings (less than 1.75

only)

HR Archive Task

Employee Confirmation Task

Year-End Discussion Task


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Inputting Year-End Performance Information

At Year-End, you will receive an email informing you it is time to complete your review. After logging in, the Case column will display Ready for 2018 Employee Year-End Submission.

Employee Year-End Comments

At this stage of the process, you will take time to reflect on the progress you made to date in achieving each goal and in completing the activities listed in your Development Plan. Your comments for each should include your results, successes and areas for further development. Provide specific examples of your actions and results to support your comments. New: In addition, as of 2018 and onward, employees and reviewers will be prompted to comment on the employees “Station Terminal Auxiliary Response” (STAR) Program participation in their overall comments.

Scroll down to Section 2 to become familiar with the 3-point rating scale that your reviewer will use to rate your performance against your goals. Review Section 3 to become familiar with the competencies that you will be evaluated against.


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Submitting Your Year-End Review for Approval

Once you have completed your year-end entries, ensure that the system-generated Signature Names, at the bottom of the form, are correct; if they are not, send an email directly to [email protected] to alert them of this discrepancy – see image below. Then save and submit your year-end review for approval.



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Confirming Year-End Performance Discussion

After the form has been reviewed and approved, the reviewer will set up a time to discuss the performance review with you. After the meeting, you will receive an email in Outlook indicating that you need to re-access the form to confirm you received the Performance Review Form and had the conversation with your reviewer. The form will be in the system Inbox listed as the Employee Appraisal Review task. Open the form and scroll down to the Confirmation button. After clicking the Confirmation button, a pop-up menu will display informing you that you are signifying you discussed this appraisal with the reviewer. Click OK to continue or Cancel to return to the form. You can print the form if you want to keep a hard copy; however, the Performance Review Form will be saved in the system. You will be able to retrieve it for future reference once it has been completed.

12/29/2018


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Retrieving Completed Performance Review Forms

All completed Performance Review Forms will be saved and archived in the system, and you will be able to access them at any time. The completed forms will be saved and listed as an HR Archive task. To access archived reviews, go into the Participated Folder, single click on the Summary Icon and a Summary

Box will appear.

Select the More Information tab in the Summary Box (image below) and the Review will appear below.

To print the Form: Scroll down and click on CLICK HERE TO PRINT FORM. It will launch an Adobe file. Use the

Adobe program to print your review.

You can widen the review screen by clicking and dragging the arrow that appears when you hover over the corner of the screen.

Participated Folder Summary Icon Performance Review Form HR Archive Task


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Viewing the Status of Your Performance Review

When in the current (not archived) Performance Review Form, you can also click on the Information Tab found on a tool bar above the form (see image below) to see the status of your performance review through a dropdown screen that reveals the Process Map and the Case History.


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Viewing the Status of Your Performance Review – Cont.

Process Map - provides a visual representation of the flow and current status (in red)

Case History - provides a line by line explanation of the task flow and the associated dates each task was completed by whom

To get out of the Process Map or Case History and back into the Review Form, simply toggle between the Case #, Process Map and Case History tabs encircled above.


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Appendix – Directions for Completing the Form

Section 1: Employee and Reviewer Data - This section is pre-populated and provides information which identifies the employee being reviewed and his/her direct manager.

• Reviewer: The individual who directly supervises the employee and conducts the performance review.

• Reviewer + 1: The direct supervisor of the employee's manager. It is critical that employees, reviewers and reviewers + 1 review for accuracy. If any corrections are needed, only the employee has access to the “Click Here To Request Corrections To The Data Above” button, which advises Human Resources of any needed, changes to that section only.

Section 2: Position Specific Goals - This section provides a summary of "what" the employee accomplished over the past year. It lists the goals that the employee and manager agreed upon at the beginning of and throughout the year, the results achieved against the goals, and the manager’s assessment of the results achieved. In developing goals, managers and employees should refer to MNR’s Strategic Plan Priorities and Drivers and consider how their goals align with any of these. The employee will input his/her annual goals into the form and comment on the results achieved for each goal. Each employee is required to input a minimum of three goals and a maximum of five. Each employee is required to have at least one goal that reflects a strategic priority and ideally can connect each goal to an aspect of our Strategic Plan. Reviewers will review and approve employee goals and weights at the beginning of the year, review and comment on employee progress at mid-year and assess, rate and comment on the employee’s performance for each goal at year-end. The reviewer can either approve or send the review form back to the employee for modification at any of these stages. The system will automatically calculate the overall Final Goal Rating. During the year-end process, Reviewers + 1 will review the goals, comments and ratings and either approve or send the review form back to the reviewer for modification. Section 3: Standard Competencies - This section provides a summary of "how" the employee accomplished their goals. Competencies are the demonstrated or observable knowledge, skills, abilities, and behaviors critical to successful job performance. The competencies listed below have been identified as those that should be demonstrated by successful Metro-North employees and managers. All employees will be measured against eight core competencies. Managers of others will be rated against an additional five competencies. The reviewer will be responsible for assessing and assigning a rating for each listed competency based on the employee’s proficiency in each during the performance period. The system will automatically calculate the overall Final Competency Rating. Refer to the section in this document entitled “Behaviors and Ratings Descriptions.” Reviewer + 1 will review the competency ratings and either approve or send the review form back to the reviewer for modification.


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Appendix - Directions for Completing the Form – Cont. Section 4: Summary, Overall Performance Rating and Signature - The employee, reviewer and reviewer + 1 will each have an opportunity to add summary comments to the review.

The system will calculate a Final Overall Rating which combines the employee’s overall Final Goal Rating and Final Competency Rating. The reviewer’s summary comments on the employee’s overall job performance should support the employee’s Final Overall Rating and include key accomplishments, challenges faced, and development opportunities.

The employee’s, reviewer’s and reviewer + 1’s signatures will be effective when they complete their performance review tasks and click either the Approve or Submit button.


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Appendix – Frequently Asked Questions

Category Question Answer

Corrections 1. How do I request a correction to my Reviewer and/or Reviewer +1 information if:

• it is inaccurate

• my Reviewer or Reviewer +1 is no longer here

• I recently transferred

between departments

Before requesting a Reviewer or Reviewer +1 correction, first speak with your current Reviewer to discuss and confirm the necessary changes then click the “Click Here to Request Corrections to the Data Above” button to send notification to Human Resources. Be sure to input the correct Reviewer information into the box that appears before sending it to HR. Allow two business days for change(s) to be processed, then the form will reappear in your ProcessMaker Inbox, and you will receive an Outlook email to restart the process.

Edits/Changes 2. Can I change my goals or weights in my review throughout the year?

Yes. Although you will not be able to go back and change your goals from a previous stage in the process, you can change the weights in the appropriate field, then input the updated goals and explain the change in the current stage’s comment box.

Edits/Changes 3. As a Reviewer, how do I send back a review to my employee if they need to edit it?

In the review, scroll down to the bottom and click the “Send Back to Employee for Modification” button at the bottom of the ProcessMaker form.

Employee or Reviewer Status Change

4. What if I have already submitted my review, it’s no longer in my inbox, and my reviewer has changed?

If your previous Reviewer still works for Metro-North, please ask him/her to send the review back to you in ProcessMaker. You can then send it for correction to change your Reviewer’s name (see Correction question and answer). If the previous Reviewer no longer works at Metro–North, please contact your Manager of Administration to ensure your Reviewer information has been changed in the HR system, then send an email to [email protected] with:

• Your new Reviewer Information • Your Reviewer +1 Information



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Appendix – Frequently Asked Questions – Cont.


Employee or Reviewer Status Change

5. If an employee transfers to a new department in the middle of the year, are both Reviewers required to contribute to his/her review?

Both the prior and current Reviewer should have input into the review. However, the Reviewer currently managing the employee will receive the performance review form in the system and be responsible for completing it. In this case, the current Reviewer should contact the former Reviewer to obtain input into the employee’s review. If the employee’s previous Reviewer is not available, then the new Reviewer should complete the review, focusing on the employee's work to date.

General 6. What is ProcessMaker? ProcessMaker is the performance management system used at Metro-North Railroad for performance reviews/appraisals. The entire performance appraisal process is documented in and guided by ProcessMaker, and all performance review forms will be stored in ProcessMaker for future reference.

General 7. Who must complete a performance review?

All employees who started a non-agreement position prior to July 1, 2018. Employees currently on medical or military leave must complete the review when they return.

General 8. Who are my Reviewer and Reviewer +1?

Your Reviewer is your Supervisor and your Reviewer +1 is your Supervisor's Reviewer.

General

9. When are new employees able to input goals?

Employees hired/transferred before July 1 will get access to ProcessMaker in roughly 4-6 weeks of coming onboard.

General

10. If I start after July 1, how do I keep track of my goals?

You and your Reviewer will receive an email from Talent Development containing a Goal Worksheet (Word document) to capture your goals until you can enter them into ProcessMaker.

General

11. What if my Reviewer is “out on leave” during the goal, mid-year, or year-end process?

Depending on the length of the Reviewer’s leave, employees should find out from their management who will be their temporary Reviewer. Once this is confirmed, they will then need to select the “Click Here to Request Corrections” button in Section 1 of the performance review form in ProcessMaker and indicate who the temporary Reviewer will be.

General

12. Why do I see a message that my Reviewer +1 is to be bypassed?

Due to volume, more senior level Reviewers may be bypassed in the Reviewer +1 step. These Reviewers serve as +1 for dozens of Reviewers and it would be very difficult for them to manage reading through all reviews.


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General

13. How do I handle the year-end review process for an employee who has been out on leave for half of the year?

When the employee returns, have him/her input a note to the effect that they were out for a specific period of time in each goal, development plan and summary comments box. The Reviewer will do same and indicate that, as a result, each goal was discontinued. When the review gets to the final year-end stage, the Reviewer adds that the review will be archived as incomplete. This process enables anyone looking at the review in the future to understand the history that took place.

General

14. What if a Reviewer is new to a department or to the Reviewer role and has little experience writing reviews and working with existing employees, how should the review process be handled?

The new Reviewer should work with his/her Reviewer to determine an effective review process for the existing employees. The Reviewer User Guide is a comprehensive resource to follow. Training is also provided throughout the year.

General

15. What is my role as a Reviewer +1 in the Year End process?

To read the year-end review thoroughly, ensure the Reviewer is comfortable having an honest conversation with the employees and you are comfortable that the review reflects the employee’s performance for the year.

General

16. Does acknowledging my annual review in ProcessMaker mean I agree with it?

No. Your acknowledgement of your annual performance review simply means that you met with your Reviewer and received their feedback.

General 17. Does ProcessMaker time out? Yes, ProcessMaker does time out after a certain amount time of inactivity. You will be warned before it does. It is recommended that you save information you have entered into ProcessMaker before you log off the system. If you wish to continue to work on the performance review you must log back in the system.

General

18. Where can I find help on how to use ProcessMaker?

For questions about use of the ProcessMaker system, this user guide is your best resource. Your department’s Manager of Administration may also be able to help you. For training on the use of the ProcessMaker system, which includes a segment on goal setting, contact [email protected]

General

19. Who should I contact if I have a technical problem with my performance review?

For issues logging in please see Log-In and Systems questions and answers.

If you believe you are experiencing a technical problem with the ProcessMaker system, please e-mail detailed information about the problem to [email protected].


mailto:[email protected].


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General

20. Can we upload attachments in ProcessMaker?

No – that feature is not functional.

General 21. Is ProcessMaker available 24/7? No, ProcessMaker is unavailable from 11:30 pm to 12:30 am.

Log-In and Systems

22. How do I log in to ProcessMaker?

Using the Internet Explorer browser, enter http://performancemgt.mtahq.org in the browser. Log in to the system using your Network ID (typically your MNR #) and password (your computer log-in). If that log-in does not work, then try your BSC ID# and your network password.

Log-In and Systems

23. Which internet browser should I use to log in?

Internet Explorer is the only compatible browser. Please do not use other browsers.

Log-In and Systems

24. What is my network ID? Your network ID is your MNR Employee number.

Log-In and Systems

25. What do I do when I receive a Log-in Error Message?

When logging in: • Ensure you are using Internet Explorer. • Use the correct ID and password (See Q&A #22 above.) • If your password is close to expiring, please change it,

restart your computer and try again. • Try cleaning your cache (Tools > internet options >

Delete > then check Temporary internet files and click the delete button.)

Log-In and Systems

26. Can I access ProcessMaker from home?

No, you must use an MNR network computer to log in to ProcessMaker.

Navigating in ProcessMaker

27. How do I know if I have pending items in my ProcessMaker Inbox?

When you log into ProcessMaker, you will see your Home Screen. Check your Inbox Folder, on the left side of your screen, as any pending performance reviews for yourself or any of your direct reports are located there.


28. Where are the previous reviews I have completed for either myself or my employees?

You can find previous performance reviews by selecting the Participated Folder in ProcessMaker. The Participated Folder is located on the left side of your Home Screen.


29. What is the Participated Folder in ProcessMaker?

The Participated Folder in ProcessMaker is a history of all performance reviews you have completed for yourself or your direct reports.


30. How do I exit out of the Performance Review Form to return to my Inbox?

Click on the Inbox Folder, to the left of your screen.


31. What if my performance review disappeared from my ProcessMaker Inbox?

If you no longer see your performance review in your Inbox, check the Participated Folder, located on the left side of your Home Screen. The Participated Folder will also show if any other user has your review (like your Reviewer) or what stage the review is in.

http://performancemgt.mtahq.org/


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32. What do I do if my employee states that s/he submitted his/her review but it is not in my Inbox?

Have the employee review their Inbox to verify they submitted the form. If not, they need to do so. (Saving does not submit the document.) Ask the employee to go into their Participated Folder and look to see who is listed as the Current User. Have the employee contact the current user and ask him/her to send it back to the employee.

Performance Issues

33. How do I handle reviews for an employee with performance issues?

If you have an employee with performance issues, contact Human Resources - Employee Relations for assistance in preparing the employee's performance review. They can help you properly draft the review so that it clearly lays out the issues and details the steps that the employee needs to take to correct his/her performance. Please note that this extra review will take one to two weeks to complete so plan accordingly in order to make the review submission deadline. Any review with a rating less than 1.75 automatically goes to an HR queue. The review will not move forward until HR has spoken to the Reviewer.

Printing 34. How can I print my own review? Save the review first, then scroll to the bottom of the screen and select the “CLICK HERE TO PRINT FORM” button.

Printing 35. How can I print my review after I have sent it to my Reviewer?

Follow these steps:

1. Log in to ProcessMaker.

2. Click on the Participated Folder – on the left side of your Home Screen.

3. Identify the performance review you want to print.

4. Right click on the Summary Icon and click the second option “Summary” or click on the Summary Icon and a Summary Box will appear.

5. In the Summary Box, click on the “More Information” tab at the top of the pop- up screen.

6. You will see another screen pop up with the performance review.

7. Enlarge the box to see more of the performance review form.

8. Select “Click Here To Print Form” in the performance review form.

9. The performance review will open in another screen; select print.


Guide


Appendix – Rating Scales

To summarize job performance during the appraisal process, the following three-point rating scale has been established. This scale should be used throughout the entire appraisal process.

3 ABOVE EXPECTATIONS: Performs Above Job Expectations. Work performance consistently exceeds expectations. Employee demonstrates a very high level of performance in all areas of responsibility resulting in an overall quality of work that is superior and either (1) successfully completed a major project or initiative or, (2) made exceptional or unique contributions in support of the unit, department or Agency objectives.

2 MEETS EXPECTATIONS: Performs Well to Meet Job Expectations. Work performance is good and consistently meets expectations. Employee achieves job expectations in all areas of responsibility and, at times, may exceed expectations.

1 BELOW EXPECTATIONS: Work performance does not consistently meet expectations in one or more areas of performance. A Performance Improvement Plan (PIP) must be developed outlining actions that need to be taken by the employee to get performance in line with agency expectations for the position.

When an employee receives an Overall Rating of less than 1.75, the manager must meet with a representative of the Human Resources Department prior to meeting with the employee to discuss the overall rating and develop a plan of action.


Guide


Appendix – Employee Competencies

CUSTOMER FOCUS

Demonstrates that customers (internal or external) are a high priority. Identifies customer needs and expectations and responds to them in a timely and effective manner. Anticipates impediments and prevents delays or other adverse consequences from affecting the customer. Keeps customers informed about the status of pending actions and inquiries about customer satisfaction with products or services. In contrast, an employee lacking this competency tends to disappoint customers, leaves them feeling neglected and unimportant or that otherwise fails to meet their needs or expectations.

1. Below Expectations - Has difficulty anticipating and identifying customer needs, and is not always able to ensure that their needs are met. Must work more closely with customers.

2. Meets Expectations - Makes customers a priority, and has been able to identify their needs. Attempts to set realistic expectations. Works toward meeting customers' needs and expectations and at times, exceeding them.

3. Above Expectations - Consistently considers customers to be a priority, and listens to their needs. Is frequently able to anticipate their needs. Maintains communication with the customer to set realistic expectations. Strives to ensure that customer needs and expectations are met and often exceeded.

PROMOTING DIVERSITY

Treats everyone in a manner that demonstrates fairness and consistency. Is highly aware of the need for an evenhanded approach in assigning work; offering educational and training opportunities; and providing access to privileges, visibility at meetings, and credit for accomplishments. The employee engages and participates in activities in support of the agency’s Equal Opportunity Employment Policy. In contrast, an employee lacking this competency tends to distribute opportunities unequally, favor certain employees, and make decisions or give credit in a manner that suggests unfairness.

1. Below Expectations - On occasion, has not treated all subordinates in an equitable manner. Has not always given all subordinates fair opportunities to take on new responsibilities or pursue development opportunities.

2. Meets Expectations - Good at treating all subordinates in a fair, consistent, and equitable manner. Understands the importance of ensuring that all subordinates are given fair opportunities to take on new responsibilities and pursue development opportunities.

3. Above Expectations - Consistently treats all subordinates in a fair, consistent, and equitable manner. Always ensures that all subordinates are given fair opportunities to take on new responsibilities and pursue development opportunities.


Guide


Appendix - Employee Competencies – Cont.

PROMOTING SAFETY

Makes sure to understand safety practices expected by the organization. Takes no shortcuts that increase the risks of accidents, personal injuries or equipment failures. Identifies and addresses unsafe practices in the workplace. In contrast, an employee lacking this competency is largely unaware of safety expectations, takes shortcuts that increase safety risks, and/or fails to recognize unsafe practices and/or take timely action to increase safe practices by others.

1. Below Expectations - Must make a greater effort to understand the safety practices expected by the organization. Sometimes takes shortcuts that increase the risk of injuries or equipment damage. Often fails to notice potential safety risks or bring them to the attention of the appropriate individuals.

2. Meets Expectations - Generally understands every safety practice expected by the organization. Does not take shortcuts that increase the risk of injuries or equipment damage. Notices most potential safety risks and brings them to the attention of the appropriate individuals.

3. Above Expectations - Understands every safety practice expected by the organization. Leads by example in not taking shortcuts that increase the risk of injuries or equipment damage. Consistently looks for potential safety risks and brings them to the attention of the appropriate individuals.

FUNCTIONAL EXPERTISE

Possesses sufficient job skills and knowledge to perform the job in a competent manner. Is able to demonstrate skills and knowledge necessary to regularly address the functions and challenges of the job. In contrast, an employee lacking this competency does not possess sufficient job skills or knowledge to meet the job requirements or may have the skills and knowledge, yet struggles to apply them to regular tasks on a day-to-day basis.

1. Below Expectations - Does not consistently demonstrate the skills and knowledge needed to perform the job competently. Will benefit from further training.

2. Meets Expectations - Has sufficient skills and knowledge to perform the job competently.

3. Above Expectations - Has strong to expert-level skills and knowledge.


Guide



RESULTS ORIENTATION

Achieves results within established timelines. Understands and demonstrates that intentions to produce results and the achievement of results are not the same. Expects obstacles to occur and does not use them as an excuse for not reaching goals. In contrast, an employee lacking this competency seeks to justify poor results by emphasizing intentions to perform, gets derailed by obstacles by failing to identify and take effective steps to overcome them, and/or who frequently misses deadlines without providing sufficient notice and sufficient justification to supervision.

1. Below Expectations - At times, achieves results on schedule, yet needs to give more attention to results and deadlines. Sometimes wants credit for intentions or activities, even when results fall short. At times, obstacles derail efforts to achieve results on schedule.

2. Meets Expectations - Meets deadlines and sometimes gets work done ahead of schedule. Understands that results count much more than intentions or activity levels. Addresses unforeseen obstacles and does not usually get derailed by them.

3. Above Expectations - Always meets deadlines and often gets work done ahead of schedule. Always demonstrates that results count much more than intentions or activity levels. Anticipates or addresses unforeseen obstacles and refuses to get derailed by them.

QUALITY OF WORK

Has established a track record of producing work that is accurate and reliable; demonstrates attention to detail and reflects well on the organization. Is personally committed to high quality work and encourages others to have similar standards. In contrast, an employee lacking this competency cannot be relied upon to produce high quality work; does not value producing high quality work; pays inadequate attention to detail, and by this behavior, sets a poor example for co-workers or direct reports.

1. Below Expectations - Sometimes produces high quality work. Lacks attention to detail.

2. Meets Expectations - Meets expectations in terms of producing high quality work. Good attention to detail.

3. Above Expectations - Exceeds expectations in terms of producing high quality work. Excellent attention to detail.


Guide



MANAGING

MULTIPLE

PRIORITIES

Handles multiple assignments and priorities and ably fulfills all commitments. Readily accepts new

responsibilities and adapts well to changes in procedures. Gives appropriate priorities to competing

work demands. In contrast, an employee lacking this competency struggles to stay focused when

faced with multiple priorities; focuses only on one or two job priorities while neglecting others;

and/or hesitates, complains or refuses to accept new assignments and/or adapt to new procedures.

1. Below Expectations - Has difficulty managing multiple priorities and adapting to changes in

procedures and conditions. Hesitant or unwilling to accept new responsibilities.

2. Meets Expectations - Able to manage multiple priorities, and adapt to changes in procedures

and conditions. Displays a positive attitude toward accepting new responsibilities.

3. Above Expectations - Manages multiple priorities effectively. Adapts to changes in procedures or conditions easily. Accepts new responsibilities with enthusiasm.

TAKING INITIATIVE

Recognizes opportunities and initiates actions to capitalize on them. Looks for new and productive ways to make an impact. Demonstrates this characteristic when it comes to generating new ideas or processes, capitalizing on new business opportunities, and seeking out and taking on increasing levels of responsibility. Uses sound judgment about when to take action on his/her own and when to seek guidance or permission from supervision. In contrast, an employee lacking this competency fails to notice opportunities, waits to be asked or instructed before taking action, seldom offers new ideas and/or expresses reservations about taking on additional responsibilities.

1. Below Expectations - Requires encouragement and input from managers before taking on new responsibilities or looking for solutions to problems. Hesitant to take on new responsibilities or act on opportunities.

2. Meets Expectations - Looks for resolutions to problems, involving management at times. Willing to take on new responsibilities and act on opportunities.

3. Above Expectations - Resolves problems with minimal assistance from management. Takes on new responsibilities and acts on opportunities


Guide


Appendix – Manager of Others Competencies

LEADERSHIP Articulates a vision that is appropriate to the organization’s mission and inspires others to follow.

Models high quality behaviors and motivates others to undertake challenging tasks and projects. In

contrast, an employee lacking this competency fails to articulate a desirable, consistent vision, or

one compelling enough to generate enthusiasm or commitment; expects exemplary behavior from

others but fails to demonstrate such him/herself; and/or attempts to lead but fails to inspire others

to be proactive and assume challenging assignments.

1. Below Expectations - Fails to articulate a clear vision or that vision is not compelling enough to

generate enthusiasm or commitment from followers. At times, expects specific behavior from

others, yet does not personally do these things. Has struggled to convince followers to voluntarily

take on enough challenging assignments to make a significant impact.

2. Met Expectations - Is effective at articulating a vision that others choose to follow. Usually models

behaviors expected of others and usually inspires others to undertake challenging tasks and projects.

Tends to attract and engage loyal followers.

3. Exceeded Expectations - Is very effective at articulating a vision that others choose to follow.

Always models behaviors expected of others and always inspires others to undertake challenging

tasks and projects. Is the kind of leader who attracts and engages loyal followers

PROVIDING FEEDBACK

Provides performance feedback in a timely and effective manner. Keeps employees informed about

what is going well and what needs to be improved. Such discussions are frequent and clear and also

serve to encourage positive behaviors. In contrast, employees lacking this competency give

infrequent or sporadic feedback; provide feedback in a manner that tends to reduce self-esteem,

mutual respect and motivation; and allows performance problems to grow into larger issues.

1. Below Expectations - Does not provide regular feedback to subordinates, or use feedback to

encourage desired behavior. Hesitates to meet with subordinates to deal with problems.

2. Met Expectations - Good use of feedback to subordinates to encourage the desired behavior.

When problems and issues occur, meets with subordinates to deal with them.

3. Exceeded Expectations - Very good use of feedback to subordinates to encourage the desired

behavior. Meets with subordinates on a regular basis, and deals with issues and problems in a

proactive manner.


Guide


Appendix –Manager of Others Competencies – Cont.

MANAGING

TEAM

PERFORMANCE

Takes action to ensure that employees fully understand their roles, responsibilities and

performance standards/expectations and provides ongoing feedback and support as employees

strive to achieve expectations. Engages in two-way conversations throughout the year that ensure a

current understanding of expectations, performance gaps and actions required to close any gaps. In

contrast, an employee lacking this competency fails to regularly and adequately communicate

expectations, address performance gaps, and/or provide support in overcoming barriers.

1. Below Expectations - Does maintain regular communication with employees. At times,

employees are unclear about their responsibilities and the standards expected of them.

2. Met Expectations - Meets regularly with employees to ensure that they understand their roles

and responsibilities. Maintains a good working relationship with employees, and works with them

to resolve performance issues.

3. Exceeded Expectations - Always works closely with employees to ensure that they understand

their roles and responsibilities. Maintains an excellent working relationship with employees, and

works with them to resolve performance issues.

BUILDING OUR FUTURE LEADERS

Encourages and facilitates skills development by identifying areas that need development, finding

appropriate training and development resources, reducing or neutralizing barriers to such

development, and encouraging and motivating skills development as a desirable and practical way to

enhance long-term personal impact and effectiveness. In contrast, an employee lacking this

competency is primarily focused on short-term results, sees skills development as someone else's

responsibility, creates barriers to development, fails to communicate the long-term benefits of skills

development to employees.

1. Below Expectations - Does not encourage employees to develop their skills. Has not

demonstrated an ability to help employees to identify areas for development. Does not remove

barriers to employee development.

2. Met Expectations - At regular intervals, works with employees to assist them in identifying areas

for development and removing barriers to development. Motivates employees by showing them

the benefits that could arise if they pursue development opportunities.

3. Exceeded Expectations - Always works closely with employees to assist them in identifying areas

for development and removing barriers to development. Uses an enthusiastic manner to motivate

employees, by showing them the benefits that could arise from pursuing development

opportunities.


Guide


Appendix – Manager of Others Competencies – Cont.

BUILDING TEAM ENVIRONMENT

Establishes an environment that creates incentives for, and eliminates barriers to, a shared goal/team

environment. For example, articulates common goals, communicates how individual roles contribute

to team success, provides clear direction, and removes or reduces resource issues and other

obstacles to team success. In contrast, and employee lacking this competency rewards competitive

behavior within the team, fails to connect individual roles to team goals, talks/writes about the

importance of teamwork without demonstrating that behavior and/or fails to play a key role in

neutralizing resource issues and other obstacles to team success.

1. Below Expectations - Lacks experience in team building and defining roles. Has difficulty

motivating team members to work together. Has not clarified roles and responsibilities to team

members.

2. Met Expectations - Has influence in team building and defining roles. Able to motivate team

members to work together. Assists in clarifying roles and responsibilities to team members.

3. Exceeded Expectations - Does a very good job of building strong teams, with minimal barriers to

success. Always motivates team members to work together, and ensures that roles and

responsibilities are understood.


Guide


Appendix –Setting SMART Goals

Specific Measurable Achievable Relevant Time-oriented

Specific goals are:

When setting goals that are Specific, ask the following questions:

• What am I trying to achieve? Use action verbs such as develop, execute, conduct, build.

• Why is it important?

• What steps do I need to take?

• Who is going to be involved?

• When do I want this task to be completed? Measureable Goals:

• Measurements for goals help you know you are making progress toward completing the goals.

• Progress measurements also allow for course corrections along the way for both direction and pace.

• If you set a goal that is measurable, you will have tangible evidence of completion of the goal.

When setting goals that are measurable, ask the following questions:

• How will I know when this goal has been achieved?

• What measurements can I use?

• What milestones can I use to track progress toward completion?

Achievable Goals:

• Can I actually accomplish this goal (realistically in the expected time frame - not an aspiration or vision)?

• Will it challenge me yet still be attainable and not cause frustration in being unable to complete it?

Relevant Goals:

• Relevant goals align with the goals of the department and the strategic priorities of the company. Since the goals also relate to your role in the company, you have the resources to accomplish those including skills, equipment, time and staff.

When setting goals that are Relevant ask the following questions:

• Will this goal help meet/support department goals and MNR’s Strategic Plan/Priorities?

• How will pursuing this goal affect other performance goals?

• Do I have the resources to accomplish this goal?

• Do I need to rearrange my priorities to accomplish this goal?

• Concrete • Well-defined

• Detailed • Straightforward

• Focused • Action-oriented


Guide


Appendix –Setting SMART Goals – Cont. Time-Bound Goals:

• Time-bound goals are those that have deadlines for completion. The time frames create a sense of urgency and lead to action.

• The deadlines, just as with overall goals, must be achievable and realistic.

• For a complex goal, break it into small parts and set a deadline for completion of each phase.

When setting goals that are Time-bound, ask the following questions:

• What is the earliest—yet achievable and realistic—date for this goal to be started and to be completed?

• Have I included these dates in the statement of the goal?

• Are there other projects/goals that must be completed first, or are there others that are reliant upon the completion of this goal?

Source: Society for Human Resources Management (SHRM)


Guide


Appendix – ProcessMaker System Information

System Accessibility & Availability

• ProcessMaker can only be accessed from an MNR server, so it cannot be accessed from home.

• It can only be accessed from the Internet Explorer browser. Please note, if you are using any other

browser, ProcessMaker may not save any of the information you enter in to the form.

• It will be down from 11:30 pm – 12:30 am each night. Employees who work the overnight shift can

complete the reviews during their shift, except during those specific hours.

Inbox – Where You Will Initiate All 3 Stages of the Performance Review Process

• To access the Performance Review form, do not click on the Summary Icon, instead you may:

• Right click anywhere on a particular row (except on the Summary Icon) and then click Open or

• Double click anywhere on a particular row (except on the Summary Icon) to go directly into the

form.

• Case – will state what has to be done and whose workflow it is.

• Process – It will always say MNR Employee Evaluation Process

• Task – indicates the current step in the process.

• Sent By – last person in the workflow. First step will always be sent by the ProcessMaker Administrator

• Due Date – determined by HR. Will always be listed in red after the date passes to reflect that the task

is overdue.

• Last Modify – last date that the form was accessed

• Priority – usually Normal

ProcessMaker Tips: Saving the Review

• At any time, you can click the Save button at the end of the form to complete it at a later time. This will

save it in your Inbox for future reference.

Submitting the Review

• At the end of each stage, once you “Submit” your review to your Reviewer, the form should leave your

Inbox. (It will not leave if you only “Save” your input, as you can save it and come back to it to

complete at another time.)

• Check that the Review has in fact left your Inbox. If it hasn’t, go back into the form and resubmit.

• If this still does not get it out of your Inbox, then send an email to the Performance Management

mailbox advising of this so they can look into and fix the situation.

Editing the Review

• The only one who can edit a review is the owner of it. If changes are needed, the reviewer must send

the review back to the employee (owner) who can then make those changes.


Guide


Appendix – ProcessMaker System Information

performance management system processmaker …...performance management system processmaker employee...

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