Performance Management for Employees

1
Performance Management for Employees
Part 2
A Presentation for DHHS Employees
Click on this arrow to begin.
2
Step 2 Managing Results Expectations

• Now, take a look at the next column Results
  Expectations
  

• Like the example above, the Results Expectations
  on your workplan should describe what is expected
  from your work and how it will be measured.
  
• Results Expectations must be measurable based on
  one or more of the following
  
• Quality - based on a standard
• Quantity - how many

• Timeliness - within set timeframe
• Cost - within budget

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Step 2 Managing Results Expectations
What type(s) of measure(s) are used in Sallys
sample Result Expectation?

• Timeliness - within set timeframe
• Cost - within budget

• Quality - based on a standard
• Quantity - how many

Click on the correct answer
l a l b l c l d l All l a, b,
c l
4
Step 2 Managing Results Expectations

• In addition to being measurable, your Results
  Expectations should be
  
• Understandable in plain language
• Controllable you have control over getting the
  results that are being measured
  
• Timeframe bound with a due date
• Realistic within your resources
• (Click on any of the list above for a more
  thorough explanation of each term.)

Does the following example meet all of these
standards?
Choose an answer l yes l no l
5
Step 2 Managing Results Expectations

• In addition to being measurable, your Results
  Expectations should be
  
• __________________________________________________
  __________________________________________________
  _________________________
  
• Understandable In plain language
• Clearly defined so that both you and your
  supervisor know what it means.
  
• Not vague or written in a bureaucratic or legal
  style that is diffiult to understand.
  
• __________________________________________________
  __________________________________________________
  _________________________
  
• Controllable You have control over getting the
  results that are being measured.
  
• The results are not beyond your control.
• __________________________________________________
  __________________________________________________
  _________________________
  
• Timeframe Bound with a due date
• Must be achievable within your work cycle. If it
  is a large project that may take over a year, for
  example, any time measures should relate only to
  what you are expected to accomplish in the span
  of your work cycle.
• __________________________________________________
  __________________________________________________
  _________________________
  
• Realistic Within your resources
• You have what you need (tools, time, materials,
  etc.) to get the results needed.

6
Step 2 Managing Results Expectations
Discuss the Results Expectations listed on your
workplan with your supervisor. Make sure that
both of you can easily track the expectations and
that they will accurately measure your
performance.

• Notes
• Even though the standards on your workplan will
  be set at the good level, your supervisor
  should let you know what would also be considered
  Unsatisfactory or Outstanding.
• Your supervisor should also discuss career goals
  with you related to your interests, abilities,
  and the goals of the organization.
  
• If your job duties change during the year, your
  supervisor should revise your workplan and
  discuss the changes with you.

7
Step 2 Managing Tracking Results

• Your KRRs and Results Expectations are tracked on
  a regular basis to determine your overall
  performance. Here is an example for an employee
  who monitors day care centers

Note the way his results are measured through a
monthly report system that they obviously have
established in their work unit.
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Step 2 Managing Tracking Results

• Make sure that the Tracking Sources / Frequency
  for each of your KRRs are
  
• Well defined and track, count, monitor, or record
  what is to be measured.
  
• Use existing tracking methods that both you and
  your supervisor can easily access and track to
  see how you are doing between performance
  reviews.
• Frequent enough to see any trends that you might
  need to work on to improve.
  
• Accompanied by regular discussions with your
  supervisor on how you are doing as well as
  coaching to help you develop or improve (if
  fnecessary).

Whos responsibility is this tracking?
Yours? -- or -- Your Supervisors?
Select one
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Step 2 Managing Tracking Results

• It is BOTH of your responsibilities!

Why? __________________________________________
__________________________________________________
_______________________________
You may not have thought about this, but in most
jobs, your supervisor only sees about 10 of the
work you do on a day-to-day basis! So, you need
to make sure that you are recording or have some
way to track all of your efforts!
__________________________________________________
_____ Best Case Scenario You and your supervisor
are both tracking the same thing with some
established EASY ongoing methods.
__________________________________________________
_____ Back-up Plan Since you know your work bett
er than anyone, suggest some new or better ways
to track your work. Your supervisor will probably
appreciate this because other staff may be doing
similar work and making the process better is a
good solution for everyone!
10
Step 2 Managing Dimensions

• The next section of your workplan lists the
  Dimensions of your job
  
• How the work is done.
• These dimensions are
• Observable
• Support the KRRs
• Doable
• Understandable

• Examples of Dimensions
• Attention to Detail
• Planning and Organizing
• Judgment
• Technical / Professional Knowledge

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Step 2 Managing Dimensions
The Dimensions listed on your workplan will also
have related Behavioral Expectations that state
how you can demonstrate these dimensions on the
job. Take a look at a sample by clicking here
Show Me
12
Step 2 Managing Dimensions
Take a look at the Dictionary of Dimensions
linked below. You and your supervisor should
agree on which of these dimensions are most
important for doing your job well.
Scroll through some of the pages to see the diff
erent types of dimensions that may appear on your
workplan http//www.osp.state.nc.us/divinfo/frame
s/divisions/hrd/pm/pm.pdf
13
Step 2 Managing Results Expectations
Oops! Try again below! You are partially correct.

• Timeliness - within set timeframe
• Cost - within budget

• Quality - based on a standard
• Quantity - how many

Click on the correct answer
l a l b l c l d l All l a, b,
c l
14
Step 2 Managing Results Expectations
Oops! Try again below! Cost is not part of this
measurement.

• Timeliness - within set timeframe
• Cost - within budget

• Quality - based on a standard
• Quantity - how many

Click on the correct answer
l a l b l c l d l All l a, b,
c l
15
Step 2 Managing Results Expectations
Correct! Cost is not part of this measurement, b
ut the others are. Click on the next slide butt
on at the bottom of the screen to go on.

• Timeliness - within set timeframe
• Cost - within budget

• Quality - based on a standard
• Quantity - how many

16
Step 2 Managing Results Expectations

• Correct!
• Even though you may think that you understand how
  to provide good customer service, the language
  should be more specific to make sure that you and
  your supervisor agree on what it means!
• Also, there is no timeframe (or measures) so how
  would you and your supervisor know if you are
  meeting this expectation?
  
• See better example below.

Click Next Slide to continue
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Step 2 Managing Results Expectations

• OOPS!
• Even though you may think that you understand how
  to provide good customer service, the language
  should be more specific to make sure that you and
  your supervisor agree on what it means!
• Also, there is no timeframe (or measures) so how
  would you and your supervisor know if you are
  meeting this expectation?
  
• See better example below.

Go back and review if you need to or go on to the
next slide if you understand now why this was not
a good example.
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Contents

• _________________________________________________
  
• If you have completed Part 2, you may review any
  of the Part 2 screens by clicking on the screen
  number below.
  
• 1. Title page
• 2. Results Expectations, intro.
• 3. Results Expectations, example
• 4. Results Expectations, 2nd example
• 5. Results Expectations, further info.
• 6. Results Expectations, notes
• __________________________________________________
  __________
  
• Go to http//www.dhhs.state.nc.us/humanresources/P
  MforEmployees and click on Part 3 to continue.
  
• Be sure to use the Esc key on your keyboard to
  close out this Part 2 Powerpoint file after you
  open Part 3!

7. Tracking Source / Frequency
8. Tracking Source - responsibility
9. Tracking Responsibilities, contd.
10. Dimensions 11. Dimensions, example 12. Dimen
sions, dictionary