Performance Management

Program Overview & Process Options

October, 2017
Agenda

• Introductions
• Part 1: Performance Management: Program Overview
– Program Evolution
– Three Phases
– Goal Setting
• Part 2: Performance Management: Process Options
– Option 1: Performance Evaluation Framework
– Option 2: Workday Execution
• Example Timeline
• Resources

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Introductions

• Name
• Unit or division
• Tenure at University
• How you or team currently use Performance Management

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Part 1: Performance Management: Program Overview

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Program Evolution: We Listened
HR Partner Feedback
• Need for additional resources,
especially surrounding people
manager and employee roles
• Need for universal University
competencies
• Need for greater levels of
transparency
• Need for online vs. paper forms
Talent & Rewards
• Created checklists for HR Partner,
People Manager and Employee
• Aligned staff competencies with
officer competencies
• Continue outreach efforts via lunch &
learns and unit specific training
sessions
• Pilot program in Workday last year;
this year expanded invitation
throughout campus
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Overview

• Performance Management is an
Goal Setting
ongoing process involving &
feedback, coaching and Development
recognition. Planning
• Effectively manage performance
by acting with purpose to
enhance competence,
confidence and capability.
• Three key phases throughout
the year help maintain a focus Year-End Mid-Year
on building talent and driving Review Calibration
results through employee
contributions.

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Phase 1: Goal Setting & Development Planning

Purpose: Clarify and align goals for the year

• Set clear and measurable goals; define expectations
• Discuss University wide competencies; identify development opportunities and
interests in both the short (current role) and longer term (career goals)

Goal Setting
&
Development
Planning

Year-End Mid-Year
Review Calibration

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Phase 2: Mid-Year Calibration

Purpose: Informal discussion to solicit and provide feedback, coaching, guidance

and recognition for contributions
• Discuss progress on performance, goals, and competencies; recognize
accomplishments and identify challenges
• Calibrate on goals for the remainder of the year and adjust plans as needed to
accurately reflect changes to expectations and priorities

Goal Setting
&
Development
Planning

Year-End Mid-Year
Review Calibration

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Phase 3: Year-End Review

Purpose: Discuss annual performance in relation to goals, competencies,

and development plans
• Identify and celebrate achievements (inclusive of goal delivery and competency
demonstration)
• Assess performance of goals and competencies and determine performance
ratings

Goal Setting
&
Development
Planning

Year-End Mid-Year
Review Calibration

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Goal Setting: A Balance

Results Competency
Achieved Demonstration

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Goal Setting: University Competency Model

University Competency Model

The University of Chicago Manage Strategic Vision

competencies are focused Performance

Diversity &
upon: High Performing
Team
Inclusion

• Value Creation (Strategic Employee

Engagement
University
Stewardship
Leadership)
• Execution Excellence
(Operations) Institutional Capacity
Talent
Value
Creation
Discovery & Innovation

• Talent Investment
Investment
(Strategic
(People)
Leadership)
(People)
Top Talent Courage & Conviction

Execution
Excellence Partnership & Collaboration
Emotional Intelligence
(Operations)

Decision Quality & Strategic Agility

Accountability

Performance &
Resilience Execution
Business
Communications
Acumen

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Goal Setting: Types of Goals

Types of Goals

Quantifiable Job Stretch

New Initiative Team Based
Responsibility Opportunity
Review job
Showcase growth
responsibilities and Introduce a new Contribution to a
in current role
create program, project or team project or
while gaining
measureable process process
imperative skillsets
components

Leverage SMART Model

Specific Measureable Attainable Relevant Time Bound

Answers the Answers the Answers the

Answers the Answers the
questions who and question of question of
want question how question when
reasonable expected results

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Goal Setting: Best Practices

• Establish clear expectations. Discuss expectations with people manager or

gather input from team members to ensure desired state is defined.
• Set goals in a way that success can be measured. This will provide ability to
check assumptions and celebrate accomplishments.
• Review goals on a quarterly basis and make adjustments, as needed.
• Solicit ongoing feedback and make course corrections, when appropriate.
• Track achievements throughout the year. Provide specific examples of goal
achievement or competency demonstration.

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Goal Setting: Employee Checklist

Action Questions /
Needs /
Concerns
Planning  
 Review job description with your people manager, and update as appropriate
 Review overall function and team goals
 Reflect on both achievements and opportunities from prior performance year

Assessment  
 Identify individual goals which align with team and functional goals
 Review University competencies, select 3-5, and define how competency specifically relatesChecklists
to were created for

your role. (i.e., how will you demonstrate a competency?)
employees, people managers and
Reflect on short-term interests and longer-term career aspirations; think through potential
challenges and resources needed to mitigate HR Partners to help prepare for
Calibration
meaningful discussions.
meaningful
 
 Be prepared to discuss your (draft) goals, competencies and development opportunities with your
people manager
 Share your future career goals; define the support needed to be successful; create a
development plan
 Summarize discussion and define next steps and timeline
Next Steps  
 Send completed performance evaluation to people manager, inclusive of the following -
o Section 1, Job Profile Summary. This is your job description; highlight your key
responsibilities
o Section 2, Goal Setting- Identify 3-5 Annual Goals along with a brief Description &
Expected results
o Section 3, Competencies- Identify 3-5 Competencies from University Competency Model
along with Relation to Role (i.e., a brief description of how you will demonstrate this)
 Share development plan with people manager

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Part 2: Performance Management: Process Options

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Option 1: Performance Evaluation Framework (Manual Forms)

• Job Profile Summary

• Goal Setting & Results Achievement
• Performance Ratings
• Competencies
• Performance Evaluation

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 Job Profile Summary

Section I: Job Profile Summary

Describe the primary goals, functional oversight and contribution of this role to unit/division and University mission; ensure alignment with
employee job profile.

Role Objective
Click here to enter text.

Action
• Describe the primary goals, functional oversight and contribution of role to unit
and University mission.
• Is the employee’s job profile accurate?
— Confirm employee is in the correct job profile assignment based upon
current duties and responsibilities

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 Goal Setting & Results Achievement

Section 2: Goal Setting & Results Achievement

Identify three to five annual goals and provide a brief description of both the initiative and the expected results. Evaluate performance at mid-
year and year-end timeframes, integrating both employee self-assessment and manager evaluation

Annual Goal Description & Expected Results Mid-Year Calibration Year-End Review
Click here to enter text. Click here to enter text. Employee Self-Assessment Employee Self-Assessment
Click here to enter text. Click here to enter text.

☐BE ☐NI ☐ME ☐AE ☐EE

Manager Evaluation Manager Evaluation
Click here to enter text. Click here to enter text.

☐BE ☐NI ☐ME ☐AE ☐EE ☐BE ☐NI ☐ME ☐AE ☐EE

Action
• Identify three to five annual goals and provide a brief description of both the
initiative and expected results or outcome.
• Assess achievement and indicate a performance rating (i.e., BE, NI, AE) at both
the mid-year and year-end calibration.

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 Competencies

Section 3: Competencies
Identify three to five competencies from the University of Chicago Competency Model; evaluate demonstration of competencies, according to
role, during both the mid-year and year-end performance evaluation process.

Competency Relation to Role Mid-Year Calibration Year-End Review

Click here to enter text. Click here to enter text. ☐BE ☐NI ☐ME ☐AE ☐EE ☐BE ☐NI ☐ME ☐AE ☐EE

Action
• Identify three to five competencies (i.e., behavioral expectations) from the University
of Chicago Competency Model and describe how the this competency will be
demonstrated in current role.
• Assess achievement and indicate a performance rating (i.e., BE, NI, AE) at both the
mid-year and year-end calibration.

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 Performance Evaluation

Section 4: Overall Performance Evaluation

Employee can provide supplementary comments (optional).
Mid-Year Calibration Year-End Review
Click here to enter text. Click here to enter text.

Provide an annual performance rating balancing both the achievement of results and demonstration of competencies.
Achievement of Results Demonstration of Competencies Annual Performance Rating
Click here to enter text. Click here to enter text. Click here to enter text.

☐BE ☐ NI ☐ME ☐AE ☐EE ☐BE ☐ NI ☐ME ☐AE ☐EE ☐BE ☐ NI ☐ME ☐AE ☐EE

Performance Evaluation – (Mid-Year)

Signatures
Employee Signature: Date:
(Signature indicates Performance Evaluation calibration occurred.)
Manager Signature: Date:

Performance Evaluation – Overall (Year-End)

Employee Signature: Date:
((Signature indicates Performance Evaluation calibration occurred.)
Manager Signature: Date:

Action
• Assess overall performance, reflecting upon results and competencies.
• Sign and date to reflect conversation occurred.

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Performance Ratings

Provide a consistent basis for evaluating staff performance, regardless of level. It also
acts as a guideline to help people managers and employees identify opportunities for
growth and continuously improve performance.

Performance Performance Rating Definitions

Rating
Exceeds Consistently exceeds goals and expectations. Demonstrates superior performance and routinely performs at a level
Expectations (EE) above current responsibilities. Results have a substantial impact beyond individual role and team, impacting the
department, unit and/or University. Performance at this level occurs throughout the year. Consistently demonstrates
behaviors beyond competency expectations.

Above Expectations Consistently meets and frequently exceeds goals and expectations. Delivers results that are beyond the scope of the
(AE) current role and responsibilities. Produces results that involve extra, unique or innovative contributions and solutions.
Frequently demonstrates behaviors within and above competency expectations.

Meets Expectations Consistently meets goals and expectations and may exceed one or more expectations. Meets the expectations for the
(ME) role and for the team. Delivers important and valuable results throughout the year. Models behaviors within competency
expectations.

Needs Improvement Meets expectations for some objective but has not met all performance objectives and behavioral expectations.
(NI) Acceptable performance in some areas but needs improvement in other areas. Performs basic position duties and
responsibilities, needs continued development in order to fully perform to expectations. A performance plan is
recommended.

Below Expectations Does not meet most goals or expectations. Did not achieve expected overall results during the past year. Performance
(BE) frequently fails to meet minimum requirements and expectations. Significant improvement required. Immediate action is
required to improve performance and/or behavior.

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Option 2: Workday Business Process (Automated)

• Navigational Overview
• Goals & Competencies
• Feedback
• Review Process

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Navigational Overview: Employee Role

Performance Worklet on Home Page

• View, add, edit, and delete goals
• Request feedback on self
• View feedback received
• View completed performance reviews

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Navigational Overview: People Manager Role

Team Performance Worklet on Home Page

• View, add, edit, and delete goals
• Request feedback on self
• View feedback received
• View completed performance reviews

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Goals & Competencies

• Functional leader to provide team goals to Workday Solutions Team

• To ensure employee goals are aligned with team goals; employee:
– Authors 3-5 Goals and includes a brief Description
– Selects appropriate team goal from Supports drop down menu
– Has option to add Milestones to goals, which may strengthen project
management and provide greater transparency as to progress
• Fictitious example provided in the below table

Goal Architect and implement Workday Recruitment

Description Manage project and engage stakeholders to ensure

design meets talent acquisition needs of UChicago
Supports Introduce new Workday modules at UChicago

Milestones • Define requirements, Q1

• Complete design, Q2
• Test and update, Q3
• Launch to campus, Q4

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Goals & Competencies

• Employee selects 3-5 Competencies from University Competency Model

• Due to system limitations, competencies are captured as goals
• Fictitious example provided in the below table; important for employees to translate
University Competencies to his or her specific role
Goal Effectively Manage Performance

Description Act with purpose to enhance competence, confidence

and capability
• Takes consistent action to develop new skills
• Learn new Workday Recruitment business processes
• Finds ways to apply strengths to new issues
• Leverage Workday reporting business process expertise
to identify metrics and reporting options for recruitment
• Seeks assignments that stretch beyond comfort zone
• Volunteer to participate in Annual Recruitment Practices
Audit

• People Managers can view, add, edit, and delete goals for their direct reports
• Additionally, People Managers can view goals for all employees in his or her
supervisory hierarchy (i.e., direct reports of direct reports)

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Goals & Competencies: Navigational Details

Enter goal or
competency, along
with a description and
expected outcome

Tie individual goal to

organizational goal

Record milestones to
track progress
towards goal or
competency

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Feedback

• Employees have the ability to request feedback for self and provide feedback to
other employees
• People Managers have the ability to request feedback for one of their direct reports
– There is an option to make the feedback confidential from the employee’s view
• Feedback can be requested from or sent to any active employee within Workday

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Feedback: Navigational Details

Kris Roach

Kiara Harahap

Hi, Kiara- Can you please provide feedback on the business process
redesign project?

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Review Process

The review process will consist of the following steps:

Manager To Do:
Meet with Employee
Employee Review Manager Review Employee (to Acknowledgment
Discuss
Performance)

• Employee reviews include the following:

– Goal Review
– Reflection Questions
– Feedback
– Supporting Documents
• In addition, People Manager reviews include:
– Job Profile Summary
– Overall Rating

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Example Timeline: Used by Finance & Administration

Mid-Year Calibration
June
December-January
• Employee complete • Employee completes
goal setting in year end self
Workday (October • Employee complete assessment (May 12) • Performance rating
13) mid-year self • Manager evaluates captured in prior
• Manager approves assessment year end phase
(October 27) (December 15) performance; • Annual
• Manager evaluates determine Compensation
performance to date performance rating Process (staff merit)
(January 12) (May 26)

Phase 1: Goal Setting Year-End Review

October* May-June

*Note: Recognize FY17-18 functional and team goals were established earlier, and employees are working towards goal achievement (outside
Workday). Began Workday automation during October.

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Resources: Overview

• HR Connect, Performance Management tab, security access limited to HR Partners

• HR Website, Performance Management tab
• Workday Quick Reference Guides

Important Note: HR Connect resources support manual Performance Management

Process; Workday QRGs support automated Performance Management Process

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Resources: HR Connect (exclusive to HR Partners)

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Resources: HR Website (available to Employees & People Managers)

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Resources: Workday Quick Reference Guides

Quick Reference Guides are available on Workday website, specific to employee and
people manager roles.

Employee Role People Manager Role

• Feedback • Get Feedback on Employee
• Performance Review • Performance Review
• View and Edit Goals • View and Edit Goals for Direct Reports

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Thank you

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