Performance Management

Ranjit Das
This session will help you to:
• Gain understanding of effective performance management and
recognize its importance and benefits

• Identify your role and responsibilities related to performance

management, starting with setting goals and expectations with your
direct report(s)

• Learn the best practices of goal setting

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Small
group
exercise
In small groups discuss
how your annual appraisal
is carried out
Q: What is Performance Management?
A: The process of setting expectations, aligning goals, assessing results, and focusing on
staff development through ongoing conversations between managers and their direct
report(s).
1. Setting Expectations 2. Goals and Objectives 3. Goal Alignment

The process of discussing what is Desired results each employee aims to Process of ensuring individual
expected from an employee in terms achieve, determined based on goals support the achievement of
of job roles and responsibilities conversations between managers and department goals and department
employees goals support the achievement of
University goals

4. Assessment 5. Performance Calibration 6. Feedback and Development

Review of goals, objectives, Process in which supervisors and Focus of the conversations
and other factors, and the managers at the same level in between managers and
determination of the level of an organization discuss staff employees in determining
successful achievement performance ratings and outcomes to strengths, opportunities for
ensure ratings and development improvement, and how
messages are applied consistently
to grow and develop
across the University

Performance management is not just a once-a-year conversation.

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Guiding Principles for
Effective Performance Management
Should be an ongoing process of setting expectations,
executing plans and evaluating results.

Expectations should be explicit and mutually understood.

Engagement is increased when people are involved in

planning the work.

How work gets accomplished is as important as what gets

accomplished.

Regular, honest feedback increases understanding and

positive performance.

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 Jan - Feb June - July Nov - Dec

STEP ONE: STEP TWO: STEP THREE:

Setting Goals & Expectations Mid-Year Check-In End-of-Year Review
Ongoing Conversations between staff members and their supervisors throughout the year;
Goal setting document available to track progress and record conversation highlights

• Staff member meets with • Review goals and progress (make PREPARATION:
supervisor to discuss adjustments as needed) • Staff member completes self-
expectations and set 2-5 goals for evaluation
the year • Check-in re: expectations and • Optional: staff member and
acknowledgement of successes supervisor obtain feedback
• Staff member captures the and challenges from others (e.g., peers,
agreed upon goals customers, etc.)
• Supervisor reviews and
summarizes performance
feedback for staff member
DELIVERY:
• Staff member meets with
supervisor to discuss end-of-
year review and receive an
overall rating of their
performance goals and
development opportunities

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 Ratings Scale

PERFORMANCE RATINGS
Rating Description Illustrative Example
Successful Demonstrates the appropriate level of knowledge Sets goal to cut department expenses by 10%,
and/or skills. Performs effectively and consistently. cuts by 8-12%
Achieves goal targets
Exceptional Demonstrates and applies exceptional level of Sets goal to cut department expenses by 10%,
knowledge and skills. Consistently excels. Significant cuts by over 12%
achievement relative to goals
Needs Demonstrates a lack of knowledge and/or skills. Does Sets goal to cut department expenses by 10%,
Improvement not perform consistently. Does not achieve goals cuts by less than 8%

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Setting Goals and Expectations: A Collaboration
Your Role as Supervisor Your Employee’s Role

1. Clearly communicate expectations re: job 1. Understand how their role aligns with
responsibilities and competencies (skills) and division and department goals, and
behaviors participate actively in setting expectations

2. Communicate how individual goals align with 2. Work with you to set clear, measurable
department and organization goals performance goals

3. Help your employees set clear, measurable 3. Monitor their own performance compared
performance goals to expectations

4. Offer advice and guidance regarding your 4. Seek advice and guidance as needed from
employee’s performance on a consistent, on- you
going basis

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 Setting Goals and Expectations
Discuss and Document Job Responsibilities
a. Discuss with your direct report their role and job responsibilities and work together to
ensure that their job description is accurate.

Starts with a conversation around your direct report’s Job

description (JD), a useful tool for managing performance; serves as
an negotiated agreement between you and your employee.

The JD includes:
• Summary of the position
• Key job responsibilities
• Required competencies
• Supervisory responsibility (if applicable)
• Unit peers (if applicable)

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Setting Goals and Expectations

Discuss Expectations
b. Discuss with your direct report any expectations you have regarding HOW they get their
work done.

Job Responsibility Expectation

Manage supply inventory for • Maintain methodology/process for tracking available inventory
upcoming on- and • Inform appropriate staff when supplies are running low in order to
off-campus events replenish supplies before they
are needed
• Monitor supply delivery to ensure timely ordering and receipt of
supplies for events

Compile event status reports • Ensure data contained in reports is 100% accurate
for the group • Deliver reports to the group no later than 2 weeks after each quarter
on a quarterly basis ends
Monitor expenditures against • Update supervisor bi-weekly on expense activity versus budget
events budget • Alert staff when their expenses are close to the budget levels

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 Setting Goals and Expectations

Review Company and department goals

Discuss how your direct report can support the University and ensure goal alignment

Institutional Strategy and Goals

Mission, Strategy, and Goals
Open and Clear Communication of Institutional Strategic Plan and its Impact on
Colleges/Units/Departments

College, Unit, and Department Strategies and Goals

College/Unit/Department Plans and Goals in Support of Institution Goals
Open and Clear Communication of College/Unit/Departmental Strategic Plan and its Impact on
Teams and Individuals

Individual and Individual and Individual and

Team Goals Team Goals Team Goals
Annual goals linked to College/Unit/Department goals clearly articulate:
1. “What” to achieve this year and
2. How success will be measured

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 Setting Goals and Expectations
Draft individual goals: Help your employee identify 2-5 goals for the
upcoming year/cycle. At least one goal should support department/unit
goals and one goal should support ongoing job responsibilities/professional
development. If your employee is a supervisor, a goal should be set that
directly links to that part of their role. Goals may be accomplished over
several years.

Your employee will document the following for each goal:

✓ Goal description
✓ Action steps to achieve goal
✓ Metrics/what success looks like
✓ Required resources
✓ Target completion date

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Setting SMART Goals
Example A Good Start: Draft Goal A Strong Finish: SMART Goal
If the focus is to reduce Lower department expenses. Reduce department expenses by at
department expenses… least 1%-2% versus previous fiscal year
by following the new purchasing
process for lab supplies.”
If the focus is on an IT Complete new system Complete and implement the new ERP
project… implementation. system by February 1, 2024 through
effective collaboration across IT
functions and cross-functional teams.
Strive for SMART goals!

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Individual exercise
For your job, identify a goal you have been set
and make it SMART
Avoid Common Pitfalls
Pitfall: Limit the number of annual goals to 2 – 5 to
Too many goals ensure focus on the most important results

Pitfall: Clarify who is accountable for achieving the

Unclear goal—especially important in teams or where
accountability work is highly interrelated

Pitfall:
Clearly describe the qualities or measures of
Unclear expected the expected results to reduce ambiguity
results or measures

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 Effective Performance Management
Helps Us to:

• Target critical talent for development and retention

• Execute strategy by prioritizing and aligning goals and
objectives
• Improve performance of groups and individuals
• Make better pay decisions based on performance and desired
results
• Identify top performers to develop a succession plan
Source: Sibson Consulting

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Video case
studies
• In your groups watch the video
cases and discuss what the
manager could have done
differently.
• Poor performer
• Noisy office