v.i.p. training for supervisors: very important pdp, harassment and policy update organizational...

V.I.P. Training for Supervisors: Very Important PDP, Harassment and Policy Update

Organizational Development & Training, HR

By the end of this session participants will be able to…

List the PDS enhancements and PDP changes

Describe and comply with the recommended PDP review process, deadlines, and practices

Summarize and apply important University policies

Prevent and correct inappropriate and harassing behaviors

Educate direct reports about important Temple policies

Performance Management Life Cycle

Performance Management

Begins when a job is defined and ends when employee leaves your organization

More than traditional, annual, end of the year performance appraisal, performance management involves: Setting performance expectations/goals Skill/competency development On-going feedback Coaching Evaluation Rewards

Salary Increase – Non-Bargaining Employees

Salary Scales – increase 3%

All employees will participate in a salary pool based on performance - Salary pool – 3%

No “Step” Increases this year

High performers – below competitive salary rates – salary plan – contact Hunt

Salary Increases – Non-Bargaining Employees

FinalPDPRating

Final RatingBelow 1.86

Final Rating 1.86-2.85

Final Rating2.86 – 3.50

Final Rating 3.51-4.0

Eligible Increase

0 1.5% – 2.0%

2.25% – 4.5%

3.0% - 6.0%

Salary Increases – Non-Bargaining Employees Excel Bonus Program –

T21-T28 $200 - $2000 – individual awards $400 - $4000 – group awards

If nominating someone outside department- let manager know

Awards are for employees who have made significant accomplishments over last year

Not for everyone in department

Salary Increases - Non-Bargaining Employees Salary Letters – later this week

Electronic Salary Worksheets – June 25 on Salary Increase System

Excels will be on the Salary worksheet

Due back to HR – July 13

Increases & bonuses – July payroll

Performance Development System (PDS) Enhancements

Anchors –returns you to section you were working on

Supervisor changes noted – PDP Creator and Current Supervisor will be

listed If employee hired after Jan 1, status will read

–PDP required w/o rating Rating scale changed to add half points

4, 3.5, 3, 2.5, 2, 1 Warning that data could be lost if not saved

Performance Development System (PDS) Enhancements

Employees may add comments after PDP is rated and sent to them for review

Entire form can be seenNo need to scroll to save button

Include rating function on same screen where comments are added

To read all comments, select print/read button

Archive file for terminated employees

There are 23 Competencies-Do I rate them all?

Only if you really want to!Must Rate: Featured University-Wide Developmental

Competency (FY 07-08 it’s Teamwork and Collaboration)

2. Any other Core or Role-related competencies selected in Competency Development Section

3. All other Core Competencies 4. Any other Role-related competencies

you choose

Core CompetenciesEssential for All Temple Employees

AccountabilityClear Communication

Client/Customer Service OrientationContinuous Improvement

DependabilityEfficiency

EthicsInitiative

Interpersonal SkillsProblem Solving/Decision Making

Quality Assurance/Attention to DetailRespect and Valuing Diversity

Teamwork and Collaboration

Role-Related Competencies

Analytical Thinking Change Leadership

Creativity & InnovationDeveloping Others/Supervision

Developing Self Leadership

Organization/PlanningResilience & AdaptabilityResource Management

Technical/Professional Skills

Change in PDP Weightings of Final Scores

40% for Responsibilities/Essential Functions

40% for Goals/Projects 20% for Developmental

Competencies, Core and Selected Role Competencies

One More Time:PDP Appraising Phase Process

1. Supervisor and employee update comments on Parts I and II

2. Reviewer and employee meet and review unrated PDP

3. Reviewer rates employee on essential functions, goals/projects and competencies


4. Reviewer sends PDP to “Department Head” (reviewer’s supervisor) for review (optional-at the discretion of the “Department Head”)

5. Reviewer’s supervisor sends the PDP back to the Reviewer (with or without comments that can only be viewed by the reviewer)

Reviewer

Revie

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’s S

upervi

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5. Reviewer meets with employee and then electronically sends PDP to employee for review. When employee clicks on “Reviewed by Employee” button, the process is complete and HR will now have access to the PDP.

6. Reviewer & employee begin Planning Phase for next FY- 2007-08 PDP initiated (after July 2007)

6 Performance Review Myths and Tips

Myth #1: Your employees “get it.”Fact: Many employees don’t understand

the value of performance development/management.

Best Practice: Over-communicate. Reiterate the reason for PDPs – not primarily for salary determination but for career development and performance enhancement.


Myth #2: Everyone agrees on goals. We’re all marching to the same goals

Fact: Employees often don’t understand their individual goals and are not in agreement with their managers on these goals.

Best Practice: Document the goals together. Make PDP a living document. Establish clear goals that are understood by both managers and employees so there is agreement and commitment. Demonstrate how employee goals align with organizational goals.


Myth #3: To everything there is a seasonFact: Performance management isn’t a

seasonal activity – it should happen all year long.

Best Practice: Move from complying with the year-end review deadline to a focus on quality and performance. The goal is not to complete the review but to improve employee performance all year long.


Myth #4: Performance feedback is a two-way street; employees know when you’re providing performance tips and know how you view their performance.

Fact: Managers rarely have discussion with their employees about performance, usually delaying until the end of the year review.

Best Practice: Have frequent, meaningful performance dialogues


Myth #5: Employee development is the outcome of the performance review process.

Fact: Reviewing performance does not necessarily lead to performance development/improvement.

Best Practice: Make a commitment to employee development and follow through.


Myth #6: Employees think the performance process is fair and equitable.

Fact: Many employees “opt out” of the performance improvement process because they don’t believe the process is fair –goals are unattainable, expectations are unrealistic, and that certain employees receive preferential treatment.

Best Practice: Work to ensure fairness and to demonstrate fairness to employees, strive to minimize rating biases

Tips for an Effective Tips for an Effective AppraisalAppraisal

Year-in-Review No surprises Rating Biases – halo, horn,

recency, leniency Includes future focus – informs

performance planning for next year, set goals

Performance management cycle starts again

PDP Due Dates

Non-union Employees

June 8, 2007 Union

June 29, 2007

Web Tools

Check your hierarchy @ TOCH.temple.edu Updates must be sent to the hierarchy e-

mail address : [email protected] Make sure your staff members have active

Accessnet accounts. To activate an account go to-

https://accounts.temple.edu/

For General PDP Assistance Contact: Karen Cherwony@1-1669-k

[email protected] Marie Amey-Taylor@1-1673-

marie.amey-taylor@ temple.edu Eric [email protected]@temple.edu

For Technical AssistanceTo report PDS technical/systems problems or issues, please email [email protected]

10.9 Expectations for Work Related Behavior All employees must conform to certain basic standards of

behavior

Abide by all policies and procedures set forth in the Employee Manual and official Temple policies;

Meet established expectations of job performance; Comply with attendance policies; Meet stated standards of efficiency; Respect the personal and property rights of Temple,

other employees, students, patients, clients & visitors;

Rules of Conduct are a guide to violations of expected behavior

10.9 Expectations for Work Related Behavior

Support management’s goals and objectives;

Observe all safety policies, regulations & procedures;

Follow University and departmental rules; Maintain a courteous and professional

demeanor; and Engage in appropriate conduct in the

performance of duties.

Resources See all University policies at

http://policies.temple.edu Drug and Alcohol Policy, Discrimination

Policy, Harassment Policy, and Conflict of Interest Policy, etc.

Employee Manual Rules of Conduct Collective Bargaining Agreement New Retaliation Policy coming soon

13.0 University Standards

13.3 Disability -- Reasonable Accommodation TU must engage in interactive process if employee

asks/gives info Temple is committed to making reasonable

accommodations to a qualified applicant or employee to perform essential job functions

No obligation to find a job for someone who can’t do essential functions

13.15 HIV/Aids Non-Discrimination No adverse employment actions will be taken solely

because of a non-job-related disability

13.0 Conflict of Interest

13.5 Conflict of Interest – Employees All employees are required to use good faith in

all transactions involving their duties Disclosure to supervisor/manager of any

potential conflict of interest13.6 Gifts and Conflict of Interest

Disclose gifts > $50 (lunches, concerts, gift certificates, sporting events)

Special limitation on sponsorships of dept. programs – prohibited if dept./unit has decision making authority over vendor selection/business relationship

13.0 University Standards

13.8 Drug Free Workplace Everyone is responsible for ensuring that Temple is a

drug-free, healthful, safe and secure work environment13.9 Drug & Alcohol Abuse

Use of unlawful drugs or abuse of lawful alcohol or drugs is prohibited

13.10 Drug & Alcohol Testing Pre-employment Reasonable suspicion/after an accident

13.11 Gambling in the Workplace prohibited

13.12 Political Activities May not use position or university connection in any

way If elected, duties cannot interfere with work

University Safety Standards

13.14 Safety Employees must follow all safety

regulations promulgated by EHRS Employees responsible for

reviewing EHRS website

14.0 Employment Standards

14.1 Weapons on Campus Prohibited except for Temple

Police/Campus Safety

14.2 Violence in the Workplace Threatening or violent behavior towards

anyone prohibited Physical, written, oral, expressions,

behavior, email, telephone, stalking Reporting of such required

14.0 Employment Standards14.3 Conflict of Interest -Employment

of Relatives (“Nepotism”) and Consensual Romantic Relationships Prohibited within reporting relationships –

nepotism and vol. relationships Including relationships between administrators

and students where reporting relationship exists

14.4 Faculty and Student Relationships Including academic advisors Prohibited


14.5 Confidential Information Everyone must abide by policy Everyone will sign a confidentiality form Failure to sign/abide – termination

14.6 Workplace Surveillance and Searches Employees on notice that Temple may For safety related concerns


14.7 Use of Communication Systems For lawful TU purposes only TU has right to investigate concerns regarding unlawful

use14.8 Monitoring and/or Recording of Telephone Calls

For business purposes Employees will be notified if department monitors Employees must consent. HR will try to move if consent withheld – but no

guarantee14.9 Voicemail and E-mail

Notice to employees that Temple has right to review for business purposes including investigation of inappropriate use.

14.0 Employment Standards13.13 Software and Computer Usage

Policy governing software, hardware, and computer related equipment/resources owned by Temple – usage strictly for Temple purposes

Any Temple employee, student, retiree, consultant who has access to or uses a TU system to conduct TU business must abide by TU policies

14.10 Computer, Internet and Computer Games Not in a way that violates harassment policy Not on work time


14.12 Outside Activities or Employment No conflict Disclosure Approval for certain positions needed

14.13 Consulting No conflict Approval needed for administrators and faculty Faculty – up to 1 day per week

14.14 Smoking in the Workplace Prohibited 25 ft from any entrance


14.15 Solicitations and Distribution of Literature No distribution of literature No sale of merchandise No solicitation of financial contributions or for any

other cause Exception – Temple related

14.16 Severe Weather If classes are canceled, all admin/staff expected to

report If Temple is open and employee does not come to

work – vacation/personal time/ work rules/collective bargaining contracts

Employee is responsible for checking status of Temple

14.0 Employment Standards14.17 Emergency Closings

Policy pertains to closure of University for extreme conditions

Does not pertain to cancellation of classes All staff in designated “essential areas” must

report in the event of a closure14.19 Use of University Property

All employees must abide by all rules, regulations, procedures and/or guidelines issued by Temple or imposed by federal, state and local laws and/or regulations.

Vocabulary of Disparate Treatment

Unlawful Discrimination Protected Class Disparate Treatment Disparate Impact Harassment Retaliation Discrimination

Unlawful Discrimination To make distinctions on the basis To make distinctions on the basis

of class or category without of class or category without regard to individual merit; regard to individual merit;

show preference or prejudice show preference or prejudice because of because of protected class protected class statusstatus

Protected Class A group of people who share common

characteristics and are protected from discrimination and harassment.

Some protections have the backing of federal, state and local laws.

Most people belong to most of the various protected classes.

Types of Discrimination

Disparate treatmentDisparate treatment intentionally treating a person in a

protected class differently from other employees.

Disparate impactDisparate impact usually unintentional and it occurs when

a decision, practice, or policy has a disproportionately negative effect on a protected group.

Harassment

A type of unlawful discrimination Unwelcome behavior May include, but is not limited to many

different types of actions: Verbal Non-Verbal Physical Visual Electronic

Harassment can be based on…

Covered by Federal law

Race Color Religion Gender Nationality Age Disability

Status Veteran status

Covered by Temple policy and/or state and city lawsEthnicityMarital StatusParental StatusSexual Orientation

Types of Harassment

Quid Pro Quo “this for that” unwelcome behavior job benefit or adverse action based on request or

receipt of favors alters terms and conditions of employment

Hostile Environment “It’s in the air” unwelcome behavior severe and/or pervasive interferes with work performance

Harassment ... Frequency Severity As judged by a Reasonable Person Includes conduct by people of same

sex, peers, and third party harassment Intent irrelevant, impact matters Based on common sense and social

context

Sexual Harassment-Risky Behaviors - Verbal

derogatory comments of a sexual nature or based on gender

comments about clothing, personal behavior, or a person's body

sexual or gender-based jokes or teasing requests for sexual favors repeated requests for dates terms of endearment, such as "honey," "dear,"

"sweetheart," "babe" references to an adult as "girl" or "boy," "doll"

or "hunk" sexual innuendoes or stories

Sexual Harassment-Risky Behaviors - Verbal

grunts, wolf whistles, catcalls, hoots, sucking noises, lip-smacks and animal noises

tales of one's partner's sexual inadequacies or prowess

tales of sexual exploitation graphic descriptions of pornography obscene phone calls or emails lies or rumors about a person's personal or sex

life puns such as turning work discussions to

sexual topics

Sexual HarassmentRisky Behaviors-Non-verbal

staring looking up and down (elevator

eyes) making derogatory gestures of

a sexual nature giving sexually suggestive

looks

Sexual HarassmentRisky Behaviors - Physical

leaning over, invading a person's space inappropriately touching a person or person's clothing "accidentally" brushing sexual parts of the body indecent exposure, mooning or flashing blocking someone's path with the purpose of making a sexual

advance uninvited neck massaging deliberately touching sexually, or brushing up against, or

pinching pressing or rubbing up against a person stalking grabbing kissing, hugging, patting, stroking actual or attempted sexual assault

Sexual HarassmentRisky Behaviors - Visual

posters, cartoons, drawings, calendars, pinups and pictures of a sexual nature

electronic bulletin boards/computer graphics of a sexual nature

inappropriate, sexually expressive or revealing clothing

knick-knacks and other objects of a sexual nature

Retaliation Discrimination

occurs when a person takes action against another person who has exercised his or her right to complain about discrimination

or witnesses an act of discrimination and speaks

out Action is retaliatory if action would dissuade a

reasonable worker from making or supporting a charge of discrimination

An Affirmative Defense

Company exercised reasonable care to prevent and promptly correct harassing behavior

The employee unreasonably failed to take advantage of any preventative or corrective measures offered by the company

What to do if you are Harassed

Confront the Harasser – let him/her know that the behavior is unwelcome

Keep a Record Ombudspersons – informal process Immediately report it to:

Your supervisor Your supervisor’s supervisor (if you are being harassed by

your supervisor or if your supervisor does not address your original complaint)

Human Resources The Office of Multicultural Affairs

Contact SACE for counseling 1-7276

Office of Multicultural AffairsOffice of Multicultural AffairsChief compliance office

204-7303 or 204-7335Lower level of Mitten Hall 1913 N. Broad Street

Staff• Rhonda Brown, AVP, OMCA• Sandra Foehl, Director, Affirmative

Action/Compliance & Investigation • Tracey Hamilton, Assistant Director,

Affirmative Action/Compliance & Investigation

• Sonia Moroz, Administrative Specialist• Sandra Swain, Administrative Assistant

v.i.p. training for supervisors: very important pdp, harassment and policy update organizational...

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