four steps to performance management step four annual

four steps to performance management step four annual review all staff 5/2012

agenda step four why timeline process ratings examples

why eminence surveys informs details what is needed strengthens relations communications sets the stage for next period provides input for salary process performance improvement promotions

timeline May 25 June 17 July 5 August 3 self evaluations supervisor evaluations ADs review all reviews given August 26 September 1 paid 9/28

process collect and review information self evaluation supervisor DRAFTS evaluation AD review supervisor / direct report HR/OAA review increases!

ratings drop down options 0 – did not meet 1 – occasionally did not meet 2 – fully met 3 – often exceeded 4 – consistently exceeded

Major Position Responsibilities - “the what” Rating Criteria 4 Understands and carries out the primary job requirements and responsibilities 4 Uses sound judgment and makes good decisions 3 Communicates effectively and appropriately 4 Keeps supervisor informed and asks relevant questions 4 Produces accurate, thorough and quality work 4 Complies with department, Libraries, University and other policies and procedures 4 Quantity of work produced satisfies the needs of the position 3 Plans, organizes and accomplishes work load timely, is productive 1 Is punctual and maintains good attendance Examples of Effective Behaviors and Expectations Met or Exceeded Managing HR office o Transitioned office to OAA Service Center- established new procedures for hiring, appointment processing and terminations o Assured compliance with records retention and completed review of current files o Transitioned unit from WF to e. Timekeeping resulting in savings and consistency with University systems Recruitment o Effectively managed multiple recruitment efforts resulting in hire of qualified applicants o Increased the number of advertising outlets to increase pools o Utilized Skype to increase information about candidates while reducing travel costs Performance management o Transitioned OSUL to four step performance management process o Resulting in better compliance with OSU policies o Increases feedback o Better aligns performance with OSUL strategies and OSU values o Created intranet site for PM communications and information Areas for Growth and Continual Improvement Employee relations o On several occasions failed to consult OHR on key ER issues o Utilize OHR resources to assure compliance to OSU policies and to ensure a better overall result Punctuality o There have been numerous occasions where you were late to meetings and work; pay attention and arrive on time 3 Overall Rating 0 1 2 3 4

Collaborating as One University / Diversity in People and Ideas / Openness and Trust – “the how” Rating Criteria 4 Embraces diversity – people, perspectives and contributions 1 Demonstrates a positive attitude and commitment to customer satisfaction 2 Builds and enhances relationships, collaborates, constructively handles conflict 1 Provides and requests constructive feedback 4 Focuses on solutions instead of blaming or rationalization Examples of Effective Behaviors Interacts effectively and respectfully: o on committee participation resulting in several library wide programs o in person with employees to resolve several in difficult situations Out reached to other HRPs across campus to share information and ask for input on policy and procedural items for better outcomes in the department and with in the University internship procedures special gift / flower arrangement acknowledgement Areas for Growth and Continual Improvement 1 On several occasions had less than favorable outcomes with customers o Make sure to provide detailed information to customers o Make sure to follow up to assure that costumers received the information that was needed On several occasions commented on performance issues and successes about other employees but failed to follow up and provide feedback to them. Routinely, make sure to provide that feedback. If uncomfortable on how to do this, check with supervisor. Overall Rating 0 1 2 3 4

Supervision Rating Criteria 4 Successfully manages established budget(s) 2 Integrates objectives, opportunities and resources, effectively prioritizes 1 Anticipates unit needs and takes action 2 Provides direction, then empowers employees with authority, responsibility and resources 0 Holds direct reports accountable through timely performance feedback, coaching, mentoring, and continual improvement plans 2 Ensures focus on performance criteria/standards, evaluates direct report performance in a fair, unbiased, consistent manner Examples of Effective Behaviors and Expectations Met or Exceeded Met budget expectations and suggested and shared HR budget with other OSUL Units, maximized use of FWS funding within HR and other OSUL units Areas for Growth and Continual Improvement Failed to complete the step 2 and 3 of the performance management process; make sure to provide timely feedback to direct reports via the process; has completed planning and goal setting and the annual review Keep abreast of university level changes that will affect OSUL 1 Overall Rating 0 1 2 3 4

Use this space to evaluate the performance goals established for the performance period. Goal Complete an online NEO Date complete Not completed Results Goal altered due to changes in office and to University wide NEO initiative; basic check lists and OSUL history created and posted online Use this space to evaluate your direct reports’ development goals for the performance period. Goal Recertify PHR Date complete 12/2011 Results Recertified

Overall Performance Summary Greg has done a great job in managing the overall HR office functions, recruitment efforts and change performance management. He has met both his performance and professional related goals. Opportunities to improve upon include assure that he ulizes the expertise across campus in executing employee relations, arriving to meetings and work punctually, assuring that customers needs are met, providing feedback to colleagues, and completing all steps of the performance management process timely. Final Rating 2 0 - Did Not Meet Expectations 1 - Occasionally Did Not Meet Expectations 2 - Fully Met Expectations 3 - Often Exceeded Expectations 4 - Consistently Exceeded Expectations