Performance Management Workday Module September 2018 Agenda Performance

Performance Management Workday Module September, 2018

Agenda • • • Performance Management Strategy Process Overview Goal Setting Timeline Workday Tips Appendices – Workday Navigation – Review Process – University Competency Model 2

Strategy: Driving Peak Performance Philosophy: The University of Chicago is committed to fostering employee engagement, developing high performing talent, and building institutional capacity. Program Objectives • Enable strategic talent delivery and optimization of talent investment. • Foster an environment where employees are highly motivated and committed to achieve University mission driven strategies. • Effectively manage performance by acting with purpose to enhance competence, confidence and capability. • Create a feedback rich environment, which promotes a balance of confidence (i. e. , recognize achievement) and opportunity recognition (i. e. , facilitate crucial conversations). • Promote high levels of performance by defining roles and expectations, establishing achievable benchmarks, and communicating performance attributes (i. e. , competency model) 3

Process Overview • • • Performance Management is an ongoing process involving feedback, coaching and recognition. Effectively manage performance by acting with purpose to enhance competence, confidence and capability. Three key phases throughout the year help maintain a focus on building talent and driving results through employee contributions. Goal Setting & Development Planning Year End Review Mid-Year Calibration 4

Goal Setting 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) • Best practice to establish 3 -5 goals per year; provides focus and clarity Goal Setting & Development Planning Year End Review Mid-Year Calibration 5

Goal Setting: Types of Goals Four general types of employee goals Quantifiable Job Responsibility Stretch Opportunity New Initiative Team Based Review job responsibilities and create measureable components Showcase growth in current role while gaining imperative skillsets Introduce a new program, project or process Contribution to a team project or process 6

Goal Setting: SMART Goals To ensure goals are focused on results and that outcomes can be achieved, The University of Chicago leverages the S. M. A. R. T. model for goal setting. Acronym Definition Answers Question S: Specific Detailed, clear and concise Who and what? M: Measurable Focus on the end result or outcome of an activity rather than effort How? A: Attainable Challenging, yet within reach, to motivate performance Reasonable? R: Relevant • Expected result? • T: Time Bound Be appropriate for the role and employee Aligned with and support achievement of the unit initiatives and priorities Include key milestones and deadlines When? 7

Goal Setting: Alignment & Prioritization People Managers and employees work together to ensure two critical factors: • Alignment or line of sight, explains how employee’s role fits into the broader picture • Prioritization, allows more impactful goals to be more heavily weighted; less important goals receive a lighter weighting, total equals 100% Alignment UChicago Mission Prioritization Assess Importance Level Deans & Officers Assign Higher Weighting to Larger Scale Goals Divisions & Units Total Weighting = 100% Functional Areas & Departments Employee 8

Goal Setting: Best Practice • • Leaders identify areas of focus People Manager cascades broader objectives to team members Employee drafts initial 3 -5 goals People Manager and employee calibrate and finalize goals together during 1: 1 sessions – Discuss how employee goals align with broader team objectives – Assess importance or weighting of the 3 -5 goals Employee submits goals in Workday People Manager reviews and approves goals in Workday Employee goals and weightings may be adjusted throughout the year, as appropriate Cascade Calibrate Continue the Conversation 9

Timeline Phase 2: Mid-Year Calibration (six weeks) • September 1: Submit Organizational Goals to Workday Solutions • September 15: Employees Enter FY 18 -19 Goals & Competencies • October 30: People Managers Approve FY 18 -19 Goals & Competencies Phase 1: Goal Setting & Development Planning* • December 3 – December 14: Employees Complete Self Assessment • December 17 – January 18: People Managers Complete Employee Mid-Year Reviews (note holidays & vacations) • Prior to January 25: People Managers Communicate Mid. Year Reviews to Employees • April 15 – April 26: Employees Complete Self Assessment • April 29 – May 24: People Managers Complete Employee Year-End Reviews • Prior to May 31: People Managers Communicate Year. End Reviews to Employees (Note, Performance Ratings feed into Annual Compensation Process Worksheets) Phase 3: Year End Review (six weeks) *Note, Phase 1 timeline adjusted from June-July to September-October due to Time & Attendance launch on July 1, 2018. 10

Workday Tips • • Goal weightings sum to 100% People Manager defined by supervisory organization Job Summary will auto-populate with job architecture; in the interim, People Manager can copy and paste text directly from employee’s job description If performance management occurs outside Workday, HR Partners are encouraged to upload into Workday (via Employee Worker Documents) • • • Newly hired employees can enter goals & competencies during Mid. Year Calibration or Year-End Review Mid-Year Calibration & Year-End Review include a to-do step to have the employee conversation – Reviewable by employee once ‘done’ is clicked – Recommend print PDF, have discussion, then click ‘done’ Overall performance rating is automatically calculated, example below Goal Performance Rating Value Goal Weight Goal Rating (Performance Rating Value x Goal Weight) 1 Meets Expectations 3 60% 1. 8 (3 x. 6) 2 Exceeds Expectations 5 40% 2. 0 (5 x. 4) Total Above Expectations 100% 3. 8 11

Appendices • • • Navigational Overview University Competency Model Preview: Mid-Year Calibration and Year-End Review Processes 12

Navigational Overview: Employee Performance Worklet on Home Page • View completed performance reviews • View, add, edit, and delete goals 13

Navigational Overview: People Manager Team Performance Worklet on Home Page • View performance reports • View completed performance reviews • View, add, edit, and delete goals 14

Goals, Competencies & Weighting • • • 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 – Assign Weighting to signify level of importance or priority 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, Q 1 Complete design, Q 2 Test and update, Q 3 Launch to campus, Q 4 Weighting • 75% (to reflect top priority among goals) 15

Goals, Competencies & Weighting • • • Employee selects 1 -2 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 • • 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 • • • Learn new Workday Recruitment business processes 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) 16

Goals, Competencies & Weighting: Navigational Details Enter goal or competency, along with a description and expected outcome Tie individual goal to organizational goal Prioritize goals by adding a weight; total of all goals must equal 100% Record milestones to track progress towards goal or competency 17

University Competency Model The University of Chicago competencies are focused upon: • Value Creation (Strategic Leadership) • Execution Excellence (Operations) • Talent Investment (People) 18

Preview: Mid-Year and Year-End Review Process The review process will consist of the following steps: Employee Review • • • Manager Review Manager To Do: Meet with Employee (to Discuss Performance) Employee Acknowledgment Employee reviews include the following: – Goal Review In addition, People Manager reviews include: – Job Profile Summary – Overall Rating Supporting documentation is available during Year-End Review Process 19