2004 Performance Management Report

Table of Contents
Introduction
Performance Management System
Natural Resource Protection
Cultural Resource Protection

Facilities
Education & Interpretation
Public Safety
Recreation

Introduction & The Pathway to the Seventh Generation

This report is the biennial status of performance outcomes and measures for the California Department of Parks
and Recreation. This also contains a summary of the information contained in the Departments publication The
Seventh Generation, the Strategic Vision of California State Parks.

Performance Management System

The Performance Management System diagrams the departments core business activities that are derived from
the mission and represent the unique functions the Department. Following each core program is a desired
outcome. Each outcome is assessed by a set of measures that together indicate the degree of success
accomplished during each measurement period.
Natural Resource Protection
California State Parks is the steward of some of the most diverse ecosystems in the world. With the role of
stewardship comes the responsibility to preserve, and when necessary restore, these natural systems of state and
national significance.

Cultural Resource Protection

Cultural resources include buildings and structures, historic landscapes, archaeological sites, artifacts, and
documents that collectively represent Californias rich and diverse cultural heritage.

Facilities
California State Parks is responsible for the care and maintenance of the many facilities under its stewardship.
The condition and upkeep of the infrastructure leave a lasting impression on visitors to parks and protect the
States assets for future generations to enjoy.

Education and Interpretation

Education and interpretation are essential to the achievement of the California State Parks mission. Interpretive
and educational experiences add intrinsic value to the visitors experience in our parks. Simultaneously, the
public gains knowledge, appreciation for and insight into Californias natural and cultural heritage, thereby
leading to an understanding of the need to preserve the resources found both inside and outside of state parks.
Public Safety
More than 85 million people visit California State Parks each year. The Department employs over 800 peace
officers to safeguard both visitors and the resources themselves. Rangers and lifeguards provide not only law
enforcement and aquatic rescue services, they also provide public education through interpretation.

Recreation
The Departments mission and legislative charge state a mandate to provide high quality recreational
opportunities and experiences for the public. Recreation surveys have consistently shown that Californians feel
that outdoor recreation areas, services, and facilities are essential to their quality of life.

Employee Performance Management

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Employee Performance Management Overview
A variety of performance management philosophies results in a variety of practices
The role of technology
Agenda
Trends
What do we want to achieve?
Performance Management continuum
Marketplace and vendor offerings
Planning to avoid pitfalls
Two case studies
ROI
The future?
Current Trends
One of the top five trends for senior HR professionals
Significantly drive employee performance and corporate results
Traditionally, still a very manual process
Increasing interest in pay for performance processes and succession planning

Components
Appraisal and assessment
Support and coaching
Alignment of goals
Development planning
Skill identification
Identification of training needs including certification
Succession planning
Tracking and reporting
Benefits
Higher profits
Better cash flow
Stronger stock market performance
Improved productivity
Hewitt Associates, 1994
Organizations with culture aligned with business strategy outperform those that are not aligned
The New Corporate Cultures (Deal and Kennedy)
Higher returns on investment and stock price increase
The most effective performance management systems are characterized by their consistent use
throughout the organization, their integration with other systems, senior management involvement,
employee involvement, and their links to organizational strategy
DDI Managing Performance: Building Accountability for Organizational Success, Executive Summary
Moving From Paper to Technology
Increased effectiveness
Ability to measure results
Maintain and track accountability
Ensure appraisals are related to day to day activities
Link to organizational objectives
Ensure consistency
Identify training
Accurately link performance ratings to compensation
Overview of the EPM Marketplace
Larger players, including ERP and HRIS vendors
Niche or Best of Breed players
Single solution
Suite of integrated modules
Build your own solutions
Overview of the EPM Marketplace

Capabilities
Cascading and linked goals
Competencies
Central dashboard
Configurable workflow
Appraisal preparation support
Manager support/coaching tips
Extensive reporting options
360 feedback or multi rater feedback
Links to other modules or full integration
What Do We Want to Achieve?
Avoiding Pitfalls
Ensure support from the top of the organization
Develop a strategic plan
Develop a forecasted budget
Update job descriptions
Transparency and trust
Identify actionable items for each goal
Link individual goals with organizational goals
Build in accountability
Provide appropriate training
Determine if tied to compensation management
Change Management
Case Study City Public Service
City Public Service (CPS), the nations largest municipally-owned energy company, located in San
Antonio, TX
Just over 4,000 employees
Strong commitment to encouraging employee performance
Purchase of an EPM software solution seen as a key initiative to support the performance
management process
Guiding Principles
To move from a paper-based to a paperless system
Decrease administrative time
Allow tracking and alignment of goals
Ensure quality evaluations
Increase feedback related to competencies
Provide effective performance management data
To move from an anniversary date appraisal completion process to a common completion date

Steps Taken
Only 45 days from purchase to the go live date
A variety of levels of computer literacy amongst employees
Steps taken:
Began with sound performance management processes in place
Customization of solution to fit specifications
Formation of an implementation team
Development of a detailed implementation plan
Utilization of train the trainer program
Designation of software support representatives
Clarification of roles and responsibilities
Results
Completion of 1,983 salaried employees annual appraisals in a period of 60 days
Annual merit increases awarded approximately one month later
Eliminated work load of approximately four different personnel allowing them to focus on other HR
functions
Improved on time completion rates
Increased consistency of process
Reduction in need for storage space
Substantial reduction in future administrative time
Case Study Sears, Roebuck and Co.
Employs about 220,000 Associates, in over 3000 locations
Performance Management is a daily process
Formal reviews are conducted for all Associates once a year
Performance review process is tied to the calculation of merit and incentive payments
Review process tied to Talent Management Process
Custom developed web tool
Guiding Principles
Fundamental belief rewards are tied to performance
Streamlined way to manage process
Consistent communication to Associates
Reporting and management of performance initiatives
Accurate calculation of pay
Steps Taken
Strong performance management process and communication system in place
Identification of personal goals, performance goals and competencies
System to identify accountabilities and responsibilities by process
R = Responsible
A = Accountable
C = Consulted
I = Informed
Safeguards to ensure fairness and consistency of pay for performance
Gradual implementation of change
Results
Identification and refinement of key performance measures
Greater understanding of employee skill level
Increased accountability and personal responsibility
Increased clarity around performance scores
Improved consistency amongst performance expectations
Fairness of pay for performance
Common Elements
Tips From Current Users
Ensure sound performance management practices are in place, a software solution will not replace
proper supervision

 Roll out the process step by step

Thoroughly research before making a buying decision
Go in with your eyes open have clear expectations and ask questions up front
Consider your future needs
Make sure your infrastructure will support the software
Get to know your vendor
Return on Investment
Increased efficiency
Ability to identify and keep top performers
Significantly reduced grievances
Increased clarity and accountability
Consistency of process
More formalized process
Improved quality of reviews
Increased alignment
Employee satisfaction
Future of EPM Software
Trend towards consolidation
EPM software market will demonstrate at least a 15% compound annual growth rate through 2008
Gartner, 2004 EPM MarketScope