GEORGIA ePERFORMANCE MANAGEMENT

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GEORGIA ePERFORMANCE MANAGEMENT
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Performance Management Overview

• Georgia ePerformance is a systematic, integrated
  approach to performance management.
• Drives individual and organizational performance
• Promotes and supports the Governors vision for
  Georgia being the Best Managed State
• Translates organizational goals to individual
  performance expectations
• Links an employees performance expectations to
  the mission, vision, and goals of the agency and
  the State
• Articulates WHAT an employee needs to accomplish
  and HOW to accomplish these goals
• Provides a uniform PMP approach enterprise-wide

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Performance ManagementChanges to the New
ePerformance
Former Performance Plan Current Performance Plan
Focused on job responsibilities and job description Focuses on goals and competencies
Goals based on job responsibilities Goals aligned with agency strategic objectives
Statewide responsibilities, terms and conditions Statewide core leadership competencies
Stand alone software Software integrated with current products Traceable and auditable
Paper forms and filing required Web-based and paperless
Inconsistent process enterprise-wide Common, integrated process
3-Point Rating Scale 5-Point Rating Scale differentiation
Employeeno access to performance plan Employee access to performance plan
Employee not always involved in development of plan Employee part of the performance planning Employee Self-Evaluation
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Performance Management Transitioning to
ePerformance
Current Performance Management Plan New Performance Management Plan
Performance Plan Components Performance Plan Components
Agency Responsibilities Statewide Core Competencies
Job and Individual Responsibilities Individual Goals Job Responsibilities
Individual Development Plan Individual Development Plan
Rating Scale Rating Scale
Three-point rating scale Five-Point Rating Scale
1. Did Not Meet Expectations 1. Unsatisfactory Performer
2. Met Expectations 2. Successful Performer Minus 3. Successful Performer 4. Successful Performer Plus
3. Exceeded Expectations 5. Exceptional Performer
Technology Technology
Will use current agency tool, such as PMTools, to complete the evaluation (July 1, 2008 June 30, 2009) Will use PeopleSoft Performance Management to enter the performance plan for the new year (July 1, 2009 June 30, 2010)
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Performance Management 4-Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Performance Reviews

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Performance ManagementPurpose of Performance
Management

• Assesses employees strengths and areas for
  improvement
• Focuses on two main measures of success
• WHAT gets accomplished and HOW it gets
  accomplished
• WHAT Specific Goals, Responsibilities, and
  Objectives
• HOW Competencies necessary to achieve goals
  (i.e. knowledge, skills, behaviors, and
  attributes)

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Performance ManagementSupporting Tools

• Performance Management Management System
• The Performance Management is supported by the
  PeopleSoft (PS) Performance Management Management
  System
• Web-based self-service performance evaluation
  application for managers, employees, and human
  resources (HR) administrators
• Used for planning, collaborating, communication,
  assessment and monitoring evaluations

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Performance ManagementePerformance System Flow
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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Performance Management General Timeline
Planning Phase Planning Phase Mid-Year Review Annual Evaluation
June July August September December December January February June June - July
HR Create Documents Questions from managers employees Approve plans (if required) Serve as agency SME Mid-year evaluation (monitor, review, approve) Serve as agency SME Annual evaluation (monitor, review, approve)
Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees Monitor and update Reports To, Serve as SME to managers and employees
Managers Review webcast Begin thinking about goals Collaborate with employee to develop performance plan Create plan Get plan approved (if required) Performance notes Performance notes Work with employee on execution of plan Mid-year review Meeting with employee Conduct evaluation Performance notes Work with employee on execution of plan Review employee feedback Complete annual review Meet with employee
Ongoing Coaching and Development Ongoing Coaching and Development Ongoing Coaching and Development Ongoing Coaching and Development Ongoing Coaching and Development Ongoing Coaching and Development Ongoing Coaching and Development Ongoing Coaching and Development
Employees Look at webcast Think about goals Collaborate with manager to develop plan Begin plan execution Performance notes Performance notes Self-evaluation Meet with manager to discuss progress Performance notes Self-evaluation Review achievements with manager Meet with manger
Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback Execution of Performance Plan and Obtaining Feedback
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Performance CoachingGeneral Timeline

• Exercise
• Choose a partner at your table group. One
  partner will be the manager the other will be
  the employee. Review each role and the
  activities involved in the respective roles
  throughout the year.

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• ePerformance
• System

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EVALUATION PHASE

• There are nine steps in completing a Performance
  Evaluation
• 1) Employee Self-Evaluation
• 2) Manager Evaluation
• 3) Manager Submits for Approval
• 4) Managers Manager Approval
• 5) HR Administrator Approval
• 6) Manager has performance discussion with
  employee
• 7) Manager changes document status to Available
  for
• Review and Review Held
• 8) Employee acknowledges the review was held
• 9) Manager Completes/Closes-Out Performance
  Evaluation

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REPORTS OVERVIEW

• There are three reports that managers have access
  to help track the performance evaluation process.
• Managers Review Status
• Approvers Review Rating
• Approvers Doc Status

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REPORTS OVERVIEW

• Manager
• The Managers Review Rating report will allow the
  manager to view the ratings
• of their direct reports.
• Managers Manager
• The Approvers Review Rating report will allow
  the managers manager to view the ratings of
  their managers direct reports.
• The Approvers Doc Status report will allow the
  managers manager to view the Completed and
  Not Yet Completed performance evaluations of
  their managers direct reports.
• Note Approver managers manager
• Reviewing reports allows managers and managers
  managers to review ratings to evaluate
  consistency, inflated or deflated rating
  patterns, and All
• All reports can be formatted via Excel and
  printed.

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REPORTS OVERVIEW
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Approvers Review Rating Report
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Approvers Review Rating Report
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Approvers Review Rating Report
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Approver Review Rating Report
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Approvers Doc Status Report
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Approvers Doc Status Report
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Approvers Doc Status Report
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Approvers Doc Status Report
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• PHASE I
• PERFORMANCE
• PLANNING

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Performance Management 4-Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Performance Reviews

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Performance Planning Overview

• Planning is the key phase of performance
  management
• Collaborative process between manager and
  employee
• Establishes performance expectations to include
  competencies, goals, and responsibilities
• A performance plan is developed for the employee
  in their current and next level positions

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Performance Planning Performance Plan
WHAT
HOW

• Within 45 days of the date of hire, transfer,
  promotion or demotion
• Used throughout the year
• Written at successful performer rating

• State and Agency strategic goals
• Employee competencies
• Responsibilities
• Projects, tasks and activities
• Individual Development Plan

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Performance Planning Performance Plan
Employee Performance Plan Employee Performance Plan Employee Performance Plan Employee Performance Plan
Section Required Weighting
Rated at end of performance period Section 1 Statewide Competencies Core Competencies (all employees) Leadership Competencies (managers with direct report employees) Required 25 to 100
Rated at end of performance period Section 2 Individual Goals/Competencies Optional 0 to 75
Rated at end of performance period Section 3 Job Responsibilities Optional 0 to 75
Not Rated Section 4 Individual Development Plan Not rated
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Performance Planning Examples of Weighting
Example 1 Sections 1-3 are evaluated Example 1 Sections 1-3 are evaluated Example 1 Sections 1-3 are evaluated
Section 1 Statewide Core Competencies Section 2 Individual Goals/Competencies Section 3 Job Responsibilities 25 60 15 Total 100
Example 2 Sections 1-2 are evaluated
Section 1 Statewide Core Competencies Section 2 Individual Goals/Competencies Section 3 Job Responsibilities 30 70 Not rated Total 100
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Performance Planning Overview of Behavioral
Competencies

• Behavioral Competency
• Attributes, knowledge, skills, abilities, and
  other characteristics that contribute to
  successful performance in the organization
• Focus on the Employee
• Can apply to all (or most) jobs in an
  organization to be specific to a job family,
  career level or position
• In total, there are 18 competencies 5 statewide
  core competencies (required of all state
  employees), 2 leadership competencies (required
  of all managers with direct reports) and 11
  additional competencies.

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Performance Planning Section 1 Statewide Core
Competencies
Core Competencies(all employees) Leadership Competencies(managers with direct reports)
Customer Service Teamwork and Cooperation Results Orientation Accountability Judgment and Decision Making Talent Management Transformers of Government
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Performance Planning Overview of Goals
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Performance PlanningSection 2 Individual
Goals/Competencies
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Performance Planning Example of a State Goal
Governors Customer Service Goal Georgia will
have the best customer service of any state in
the nation.
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Performance Planning Section 2 Developing
Aligned/Cascading Goals

• Step 1 Identify Aligned Goals
• Step 2 Identify Desired Job Results
• Step 3 Measure Success
• Step 4 Monitor Progress

All goals are written and measured at the
successful performer level.
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Performance Planning Section 2 5-Point Rating
Scale
Label Description
Exceptional Performer Employee exceeded all performance expectations. Employee was an exceptional contributor to the success of the department and the State of Georgia. Employee demonstrated role model behaviors.
Successful Performer-Plus Employee met all and exceeded most (more than 50) of the established performance expectations.
Successful Performer Employee met all performance expectations and may have exceeded some (less than 50). Employee was a solid contributor to the success of the department and the State of Georgia.
Successful Performer-Minus Employee met most (more than 50), but failed to meet some (less than 50) performance expectations. Employee needs to further improve in one or more areas of expected job results or behavioral competencies.
Unsatisfactory Performer Employee did not meet all or most (more than 50) of the established performance expectations. Employee needs significant improvement in critical areas of expected job results or behavioral competencies.
Not Rated New hire or transfer within five months of end of performance period
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Performance Planning Section 2 Successful
Performer in Customer Service
Helpful Willingly provides assistance and useful information to meet customer needs takes appropriate actions to provide accurate information to customers assumes ownership of customer issues and takes appropriate steps to correct problems.
Courteous Greets customers promptly and respectfully face-to-face or over the phone listens attentively to verify understanding of customers needs quickly establishes and maintains positive relationships with customers takes an interest in customers and understands their needs shows respect by remaining patient, calm and polite in all situations.
Accessible Is easy for the customer to contact in person or over the phone responds promptly and courteously to customer requests and issues ensures that customer wait times are reasonable makes helpful information about services or their agency available to the customer.
Responsive Seeks out, confirms and understands customer needs and/or problems then responds to customer thoughts and concerns answers questions as completely as possible honors commitments to provide needed services and information and resolve customer issues in a timely manner.
Knowledgeable Seeks to be trained and informed in order to clearly understand the customers needs, problems and issues answers questions in an easy to understand way or identifies a resource that can help the customer meets customer needs by acting professionally and applying a good working knowledge of available services and information.
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Performance Planning Section 2 Writing SMART
Goals

• Specific - Precise, Definite, Clear,
  Understandable
• Measurable - Standard, Assessment, Exact
  
• Achievable - Reachable, Feasible
• Relevant Scope, Linkage
• Time-bound - Time frame, Ending point, Finish
  

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Performance Planning Example of a SMART Goal
Scenario John is a state employee working in the
position of a Mechanic. In this position, John
is responsible for performing engine tune-ups on
state-owned vehicles.

• Specific Perform on average, 12 engine tune-ups
  per month
• Measurable Quarterly review of vehicle
  maintenance log
• Achievable Follow steps in Technical Manual 001,
  Engine Tune-ups
• Relevant Performing engine tune-ups on
  state-owned vehicles
• Time-bound Review of progress on March 31, 2010

Goal On average, John will perform 12 engine
tune-ups per month on state-owned vehicles
following the steps in Technical Manual 001,
Engine Tune-ups. Johns progress will be reviewed
toward this goal by reviewing the vehicle
maintenance log on a quarterly basis, placing a
particular emphasis on the review period on March
31, 2010.
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Performance CoachingSection 2 Write a SMART
Goal

• Partner Exercise
• Choose a partner, review the Successful
  Performer competencies for Customer Service and
  write a SMART goal.

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Performance Planning Section 3 Job
Responsibilities

• Automatically populated into the performance
  document based on new state job description
• Helps the manager to identify those areas that
  are most important to the employees success
• Can be deleted from the performance plan, if you
  elect to focus more on goals and/or core
  competencies than job responsibilities
• Should be translated into SMART goals

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Performance PlanningSection 4 Individual
Development Plan (IDP)

• All employees will have an action plan created by
  the manager and employee
• Identifies goals, projects, training, assignments
  and other activities
• Focuses on needs and interests
• Development in current role
• Expanding skill set and knowledge areas
• Preparing for future roles

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Performance PlanningSection 4 Create the IDP

• Step 1 Discuss and determine the employees
  development needs
• Step 2 Identify and agree on the employees
  development goals
• Step 3 Collaborate and develop the IDP
• Step 4 Implement, monitor, track and update the
  IDP

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Performance PlanningExample of IDP Activities

• To enhance project management skills by
  completing GTAs Project Management training by
  June 2010
• To further develop public speaking skills by
  joining Toastmasters International
• To continue professional development by
  participating in SPAs mentorship program

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Performance PlanningSection 4 Write
Development Activities for an IDP

• Partner Exercise
• Review your SMART goal for Customer Service,
  refer to the Development Activities chart and
  write 2 to 3 activities that will assist the
  employee to reach the goal.

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Performance PlanningRoles in the System Process
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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• PHASE II
• PERFORMANCE COACHING

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Performance Coaching 4-Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Performance Reviews

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Performance CoachingOverview

• Coaching performance of employees is expected of
  all managers.
• Performance management is not a once-a-year
  evaluation and planning session.
• It is a year-round process in which the employee
  executes on their performance plan and the
  manager provides ongoing coaching and
  development.
• Informal feedback sessions are conducted
  throughout the year.
• Coaching and development is an 11-month process,
  culminating into the 12th month of evaluation.

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Performance CoachingGoals of Coaching

• To initiate a desired competency or goal
• To maintain successful performance
• To stretch performance to the next level

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Performance Coaching The Coaching Experience

• Group Exercise
• Take a moment to reflect on all of the coaching
  experiences in your life. These experiences can
  relate to work relationships, youth sports teams,
  home/parenting or community activities
• Create a flipchart with 1 or 2 word adjectives
  that describe those experiences
• Place a () and (-) beside each adjective that
  resulted in positive or negative outcomes

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Performance Coaching3 Steps to Performance
Coaching
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Performance CoachingStep 1 Observe

• Prepare for the Observation
• Review the employees IDP
• Focus on one competency, goal or responsibility
• Review the successful performer behavioral
  competencies
• Create a checklist of desired behaviors to
  observe
• Analyze data on current performance results
• Schedule and prioritize your observation sessions
• Choose the most appropriate method to observe
• During the Observation
• Explain the coaching process to the employee so
  they know what to expect
• Use the checklist and record what you see and
  hear
• Focus on observables, not judgment and/or
  opinions
• List the observable behaviors
• Recognize successful performance and offer
  on-the-spot praise

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Performance CoachingOpinion v. Observation
Opinion/Judgment Observables
Subjective Objective
Based on standards internal to the observer External to the observer
Ego driven/based on self- interpreted by the observer Actually happened
What does my manager want me to do? I know exactly what my manager expects from me!
Example You should work on the way you talk to your co-workers. Example One option is to demonstrate active listening by asking clarifying questions and taking notes.
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Performance CoachingStep 2 Provide Feedback

• Prepare for Feedback Session
• Review the employees IDP
• Base feedback on observation checklist
• Review the successful performer behavioral
  competencies
• Analyze data on current performance results
• Schedule and prioritize your feedback sessions
• During the Feedback Session
• Explain that notes will be taken
• Allow employee to identify successes and
  challenges first
• Ask questions to gain understanding or agreement
• Compare actual performance to desired performance
• Share the observable behaviors with the employee
• Identify how the employees performance
  helped/hindered Agency goals
• Recognize successful performance

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Performance CoachingFeedback and the
Multi-Generational Workforce
GENERATION YEARS OF BIRTH WORK DESCRIPTORS

Senior 1916 1935 Conservative, conscientious, loyal, work-centered, real-time communicators
Silent 1936 1945 Strong work ethic, cautious, unadventurous, fiscally conservative
Baby Boomer 1946 1964 Youthful, unconventional, vocal, self-absorbed, questioners of authority, optimistic
Generation X 1965 1976 Resourceful, highly adaptive, self-reliant, mobile, eclectic, determined
Generation Y 1977 - 1988 Independent, competitive, highly technical, blunt, upbeat, education minded
Millennial 1989 - 2002 Globally concerned, environmentally savvy, computer literate
Source International Society for Performance
Improvement, November 2008
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Performance CoachingFeedback Strategies

• Group Exercise
• Table groups will be assigned one of the
  workforce generations
• Discuss the employee needs and wants and
  determine strategies that a manager can use to
  customize feedback that results in an effective
  and efficient session.

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Performance CoachingApproach to Positive Feedback

•  
• Describe the behavior/result
• Describe why the behavior is important
• Ask employee for input
• Encourage repeat performance

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Performance CoachingApproach to Corrective
Feedback

• Describe what the employee is doing or not doing
  that is unacceptable
• Describe the effects of the behavior/results
• Ask for the employees input (listen/probe)
• Describe/restate the expectation
• Ask for a solution

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Performance CoachingStep 3 Documentation

• Prepare Documentation
• Update the IDP
• Enter notes into ePerformance (Performance Notes)
• Encourage the employee to document their
  performance results and actions
• Refrain from documenting 3rd party observations
• During Documentation
• Document OBSERVABLES, not opinion
• Record the accomplishments and achievements as
  well as corrective actions
• Share you observations with the employee at the
  time
• Document significant informal discussions

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Performance Coaching3 Areas of Documentation

• An employees work results and behaviors using
  the expectations that were developed during the
  planning phase
• Any significant discussions related to an
  employees performance. This may include positive
  performance and corrective feedback
• Development plans initiated during the
  performance period

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Performance CoachingTypes of Manager
Documentation

• Strengths or areas for improvement in performing
  the job
• Self-development initiatives and activities
• Progress in coaching sessions
• Cooperative efforts with others
• Failure to complete tasks
• Suggestions, ideas or actions to make workflow
  efficient
• Verbal or written complaints you have verified
• Compliments you have received about an employee
• Self-evaluation given to you by the employee
  about his or her performance
• Records of adherence to and violations of
  employment policies and procedures

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Performance CoachingTypes of Employee
Documentation

• Observations concerning the work or the working
  conditions
• Ideas and suggestions for improving performance
• Self-improvement initiatives
• Responses to the managers documentation
• Progress in special assignments, delegations, or
  development plans

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Performance CoachingOngoing Development in the
System Process
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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• PHASE III
• PERFORMANCE EVALUATION

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Performance Evaluation4-Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Performance Reviews

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Performance EvaluationOverview

• A key feature of ePerformance is the
  end-of-review- period evaluation process
• Evaluations measure the desired results against
  the actual results performed throughout the year
• Managers are able to review the performance
  plan(s) that includes
• Established competencies, goals,
  responsibilities, tasks and activities
• Documented achievements in key tasks, activities
  and projects are recognized
• Individual Development Plans (IDPs) created
  throughout the year

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Performance EvaluationTypes of Performance
Evaluations
There are two types of formal performance
evaluations. While the process for evaluating the
employee is the same for both, they serve
different purposes

• Annual
• ( End-of-the-Year )

• Interim
• ( Mid-year / Quarterly )

• Formal evaluation that determines an employees
  performance ratings for the year

• Formal discussions where ratings are given on all
  the performance expectations in the performance
  plan

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Performance EvaluationePerformance Process Steps

1. Employee completes a self-evaluation, which is
   then sent to the manager.
2. Manager completes the performance evaluation by
   measuring employee performance against
   expectations.
3. Manager sends evaluation to his/her manager for
   review.
4. Managers manager approves or indicates changes,
   then it is sent to HR for approval.
5. HR will approve or indicate changes.
6. Manager then conducts performance evaluation
   meeting with the employee.

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Performance EvaluationRole of Employee and
Manager

• Employee Self-Evaluation
• Employee assesses his or her performance
• Evaluation is sent to the manager for review and
  consideration
• Managers Evaluation
• Performance is evaluated for the review period
• Supporting information and documentation is
  critical
• Gather all relevant data and documentation such
  as
• Performance notes from performance diary or email
  files
• Employees self-evaluation
• Changes made to responsibilities or goals
• Assignments outside those on plan

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Performance EvaluationRatings and Weighting

• ePerformance assesses each performance
  expectation individually
• Section 1 Statewide Core Competencies
• Section 2 Individual Goals/Competencies
• Section 3 Job Responsibilities
• ePerformance rates each section and calculates an
  overall rating for that section
• The ratings from each section are automatically
  weighted by importance
• The overall score is automatically calculated
  based upon the rated sections and weights

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Performance Evaluation5-Point Rating Scale
Label Description
Exceptional Performer Employee exceeded all performance expectations. Employee was an exceptional contributor to the success of the department and the State of Georgia. Employee demonstrated role model behaviors.
Successful Performer-Plus Employee met all and exceeded most (more than 50) of the established performance expectations.
Successful Performer Employee met all performance expectations and may have exceeded some (less than 50). Employee was a solid contributor to the success of the department and the State of Georgia.
Successful Performer-Minus Employee met most (more than 50), but failed to meet some (less than 50) performance expectations. Employee needs to further improve in one or more areas of expected job results or behavioral competencies.
Unsatisfactory Performer Employee did not meet all or most (more than 50) of the established performance expectations. Employee needs significant improvement in critical areas of expected job results or behavioral competencies.
Not Rated New hire or transfer within five months of end of performance period
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Performance Evaluation Factors to Consider

• Assess the following
• Did the work achieve desired results or
  behaviors?
• Was work completed in a timely manner?
• Did efforts cost more or less than they should
  have?
• Did the efforts result in new or improved ways of
  working?
• How satisfied were the customers (including
  coworkers)?
• How acceptable were the employees methods or
  manner of performance?

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Performance EvaluationReviewing The IDP

• The IDP is not rated
• Review the goals and activities on IDP
• Utilize the Factors to Consider
• There is an option of rolling over
  goals/objectives to the following year
• If development activities were designed to work
  on deficiencies, communicate to the employee the
  impact of completing/failing to complete

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Performance EvaluationConducting the Meeting

• Managers can
• Conduct two separate meetings
• Meeting 1 Evaluation for current year
• Meeting 2 Planning for upcoming year
• Conduct a combined meeting based on the nature of
  the discussion
• Part 1 Evaluation for current year
• Part 2 Planning for upcoming year

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Performance EvaluationThe Approval Process
Coaching and Feedback Throughout the Performance
Period
Complete Employee Self-Evaluation
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Performance EvaluationTracking and Reporting

• Managers have 3 reports that track the
  performance evaluation process
• Managers Review Rating Status
• Approvers Review Rating
• Approvers Document Status

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• PHASE IV
• PERFORMANCE RECOGNITION

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Performance Management 4-Phase Model
Performance Planning Establish Desired Results
Performance Coaching Create Desired Results

• Competencies
• Goals
• Responsibilities
• Individual Development Plan

• Observation
• 2-Way Feedback
• Documentation
• Ongoing Development

Performance Evaluation Measure Desired Results
Performance Recognition Acknowledge Results

• Flexibility
• Achievement
• Personal Growth
• Challenging Work

• Review Documentation
• 5-Point Rating Scale
• Management Approval
• Performance Reviews

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Performance RecognitionOverview

• The State of Georgia strives to be the Best
  Managed State in the nation. Leadership
  understands this means providing a compensation
  and benefits framework that motivates our
  workforce to excel in their role. With that
  knowledge we will support the transition from an
  entitlement-based culture to a performance-based
  culture.

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Performance RecognitionManager Strategies
Performance Recognition Incentives
Flexibility ?Telework and flexible schedules ?Freedom in approach to work
Achievement ?Stretch goals ?Additional roles and responsibilities
Personal Growth ?Educational opportunities ?Ways to gain marketable skills
Challenging Work ?Interesting/visible projects ?Opportunities to improve/innovate
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Performance RecognitionPerformance-Based
Recognition

• A performance-based culture does not focus on one
  aspect of recognition, i.e., monetary awards
• The focus is on recognizing total performance
• The goal is to recognize employees throughout the
  year by providing career opportunities, job
  growth, training and participation in special
  projects

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