V I P Training for Supervisors Very Important

V. I. P. Training for Supervisors: Very Important PDP, Harassment and Policy Update Organizational Development & Training, HR

By the end of this session participants will be able to… o o o List the PDS enhancements and PDP changes Describe and comply with the recommended PDP review process, deadlines, and practices Summarize and apply important University policies Prevent and correct inappropriate and harassing behaviors Educate direct reports about important Temple policies

Performance Management Life Cycle

Performance Management o o Begins when a job is defined and ends when employee leaves your organization More than traditional, annual, end of the year performance appraisal, performance management involves: n n n Setting performance expectations/goals Skill/competency development On-going feedback Coaching Evaluation Rewards

Salary Increase – Non-Bargaining Employees o o Salary Scales – increase 3% All employees will participate in a salary pool based on performance - Salary pool – 3% No “Step” Increases this year High performers – below competitive salary rates – salary plan – contact Hunt

Salary Increases – Non-Bargaining Employees Final PDP Rating Eligible Increase Final Rating Below 1. 86 0 Final Rating 1. 862. 85 Final Rating 2. 86 – 3. 50 Final Rating 3. 51 -4. 0 1. 5% – 2. 0% 2. 25% – 3. 0% 4. 5% 6. 0%

Salary Increases – Non-Bargaining Employees o Excel Bonus Program – n n n o o o T 21 -T 28 $200 - $2000 – individual awards $400 - $4000 – group awards If nominating someone outside department- let manager know Awards are for employees who have made significant accomplishments over last year Not for everyone in department

Salary Increases - Non-Bargaining Employees o Salary Letters – later this week o Electronic Salary Worksheets – June 25 on Salary Increase System o Excels will be on the Salary worksheet o Due back to HR – July 13 o Increases & bonuses – July payroll

Performance Development System (PDS) Enhancements n n n Anchors –returns you to section you were working on Supervisor changes noted – PDP Creator and Current Supervisor will be listed If employee hired after Jan 1, status will read –PDP required w/o rating Rating scale changed to add half points 4, 3. 5, 3, 2. 5, 2, 1 Warning that data could be lost if not saved

Performance Development System (PDS) Enhancements n n n Employees may add comments after PDP is rated and sent to them for review Entire form can be seen No need to scroll to save button Include rating function on same screen where comments are added To read all comments, select print/read button Archive file for terminated employees

There are 23 Competencies. Do I rate them all? Only if you really want to! Must Rate: o o Featured University-Wide Developmental Competency (FY 07 -08 it’s Teamwork and Collaboration) 2. Any other Core or Role-related competencies selected in Competency Development Section 3. All other Core Competencies 4. Any other Role-related competencies you choose

Core Competencies Essential for All Temple Employees Accountability Clear Communication Client/Customer Service Orientation Continuous Improvement Dependability Efficiency Ethics Initiative Interpersonal Skills Problem Solving/Decision Making Quality Assurance/Attention to Detail Respect and Valuing Diversity Teamwork and Collaboration

Role-Related Competencies Analytical Thinking Change Leadership Creativity & Innovation Developing Others/Supervision Developing Self Leadership Organization/Planning Resilience & Adaptability Resource Management Technical/Professional Skills

Change in PDP Weightings of Final Scores o o o 40% for Responsibilities/Essential Functions 40% for Goals/Projects 20% for Developmental Competencies, Core and Selected Role Competencies

One More Time: PDP Appraising Phase Process 1. Supervisor and employee update comments on Parts I and II 2. Reviewer and employee meet and review unrated PDP 3. Reviewer rates employee on essential functions, goals/projects and competencies

One More Time: PDP Appraising Phase Process 4. Reviewer sends PDP to “Department Head” (reviewer’s supervisor) for review (optional-at the discretion of the r “Department Head”) o is ’s r e rv e p u S w e vi e R Reviewer 5. Reviewer’s supervisor sends the PDP back to the Reviewer (with or without comments that can only be viewed by the reviewer)

One More Time: PDP Appraising Phase Process 5. Reviewer meets with employee and then electronically sends PDP to employee for review. When employee clicks on “Reviewed by Employee” button, the process is complete and HR will now have access to the PDP. 6. Reviewer & employee begin Planning Phase for next FY- 2007 -08 PDP initiated (after July 2007)

6 Performance Review Myths and Tips Myth #1: Your employees “get it. ” Fact: Many employees don’t understand the value of performance development/management. Best Practice: Over-communicate. Reiterate the reason for PDPs – not primarily for salary determination but for career development and performance enhancement.

6 Performance Review Myths and Tips Myth #2: Everyone agrees on goals. We’re all marching to the same goals Fact: Employees often don’t understand their individual goals and are not in agreement with their managers on these goals. Best Practice: Document the goals together. Make PDP a living document. Establish clear goals that are understood by both managers and employees so there is agreement and commitment. Demonstrate how employee goals align with organizational goals.

6 Performance Review Myths and Tips Myth #3: To everything there is a season Fact: Performance management isn’t a seasonal activity – it should happen all year long. Best Practice: Move from complying with the year-end review deadline to a focus on quality and performance. The goal is not to complete the review but to improve employee performance all year long.

6 Performance Review Myths and Tips Myth #4: Performance feedback is a twoway street; employees know when you’re providing performance tips and know how you view their performance. Fact: Managers rarely have discussion with their employees about performance, usually delaying until the end of the year review. Best Practice: Have frequent, meaningful performance dialogues

6 Performance Review Myths and Tips Myth #5: Employee development is the outcome of the performance review process. Fact: Reviewing performance does not necessarily lead to performance development/improvement. Best Practice: Make a commitment to employee development and follow through.

6 Performance Review Myths and Tips Myth #6: Employees think the performance process is fair and equitable. Fact: Many employees “opt out” of the performance improvement process because they don’t believe the process is fair –goals are unattainable, expectations are unrealistic, and that certain employees receive preferential treatment. Best Practice: Work to ensure fairness and to demonstrate fairness to employees, strive to minimize rating biases

Tips for an Effective Appraisal o o o Year-in-Review No surprises Rating Biases – halo, horn, recency, leniency Includes future focus – informs performance planning for next year, set goals Performance management cycle starts again

PDP Due Dates o Non-union Employees June 8, 2007 o Union June 29, 2007

Web Tools o o Check your hierarchy @ TOCH. temple. edu Updates must be sent to the hierarchy email address : orgchart@temple. edu Make sure your staff members have active Accessnet accounts. To activate an account go to- https: //accounts. temple. edu/

For General PDP Assistance o o Contact: Karen Cherwony@1 -1669 karen. cherwony@temple. edu Marie Amey-Taylor@1 -1673 -marie. amey-taylor@ temple. edu Eric Brunner@1 -3318 -eric. brunner@temple. edu For Technical Assistance To report PDS technical/systems problems or issues, please email pds@temple. edu

10. 9 Expectations for Work Related Behavior All employees must conform to certain basic standards of behavior n n n Abide by all policies and procedures set forth in the Employee Manual and official Temple policies; Meet established expectations of job performance; Comply with attendance policies; Meet stated standards of efficiency; Respect the personal and property rights of Temple, other employees, students, patients, clients & visitors; Rules of Conduct are a guide to violations of expected behavior

10. 9 Expectations for Work Related Behavior n n n Support management’s goals and objectives; Observe all safety policies, regulations & procedures; Follow University and departmental rules; Maintain a courteous and professional demeanor; and Engage in appropriate conduct in the performance of duties.

Resources o See all University policies at http: //policies. temple. edu n o o Drug and Alcohol Policy, Discrimination Policy, Harassment Policy, and Conflict of Interest Policy, etc. Employee Manual Rules of Conduct Collective Bargaining Agreement New Retaliation Policy coming soon

13. 0 University Standards 13. 3 Disability -- Reasonable Accommodation n TU must engage in interactive process if employee asks/gives info Temple is committed to making reasonable accommodations to a qualified applicant or employee to perform essential job functions No obligation to find a job for someone who can’t do essential functions 13. 15 HIV/Aids Non-Discrimination n No adverse employment actions will be taken solely because of a non-job-related disability

13. 0 Conflict of Interest 13. 5 Conflict of Interest – Employees n All employees are required to use good faith in all transactions involving their duties n Disclosure to supervisor/manager of any potential conflict of interest 13. 6 Gifts and Conflict of Interest n Disclose gifts > $50 (lunches, concerts, gift certificates, sporting events) n Special limitation on sponsorships of dept. programs – prohibited if dept. /unit has decision making authority over vendor selection/business relationship

13. 0 University Standards 13. 8 Drug Free Workplace n Everyone is responsible for ensuring that Temple is a drug-free, healthful, safe and secure work environment 13. 9 Drug & Alcohol Abuse n Use of unlawful drugs or abuse of lawful alcohol or drugs is prohibited 13. 10 Drug & Alcohol Testing n Pre-employment n Reasonable suspicion/after an accident 13. 11 Gambling in the Workplace n prohibited 13. 12 Political Activities n May not use position or university connection in any way n If elected, duties cannot interfere with work

University Safety Standards 13. 14 Safety n Employees must follow all safety regulations promulgated by EHRS n Employees responsible for reviewing EHRS website

14. 0 Employment Standards 14. 1 Weapons on Campus n Prohibited except for Temple Police/Campus Safety 14. 2 Violence in the Workplace n n n Threatening or violent behavior towards anyone prohibited Physical, written, oral, expressions, behavior, email, telephone, stalking Reporting of such required

14. 0 Employment Standards 14. 3 Conflict of Interest -Employment of Relatives (“Nepotism”) and Consensual Romantic Relationships n n Prohibited within reporting relationships – nepotism and vol. relationships Including relationships between administrators and students where reporting relationship exists 14. 4 Faculty and Student Relationships n n Including academic advisors Prohibited

14. 0 Employment Standards 14. 5 Confidential Information n Everyone must abide by policy Everyone will sign a confidentiality form Failure to sign/abide – termination 14. 6 Workplace Surveillance and Searches n n Employees on notice that Temple may For safety related concerns

14. 0 Employment Standards 14. 7 Use of Communication Systems n For lawful TU purposes only n TU has right to investigate concerns regarding unlawful use 14. 8 Monitoring and/or Recording of Telephone Calls n For business purposes n Employees will be notified if department monitors n Employees must consent. n HR will try to move if consent withheld – but no guarantee 14. 9 Voicemail and E-mail n Notice to employees that Temple has right to review for business purposes including investigation of inappropriate use.

14. 0 Employment Standards 13. 13 Software and Computer Usage n Policy governing software, hardware, and computer related equipment/resources owned by Temple – usage strictly for Temple purposes n Any Temple employee, student, retiree, consultant who has access to or uses a TU system to conduct TU business must abide by TU policies 14. 10 Computer, Internet and Computer Games n Not in a way that violates harassment policy n Not on work time

14. 0 Employment Standards 14. 12 Outside Activities or Employment n n n No conflict Disclosure Approval for certain positions needed 14. 13 Consulting n n n No conflict Approval needed for administrators and faculty Faculty – up to 1 day per week 14. 14 Smoking in the Workplace n n Prohibited 25 ft from any entrance

14. 0 Employment Standards 14. 15 Solicitations and Distribution of Literature n No distribution of literature n No sale of merchandise n No solicitation of financial contributions or for any other cause n Exception – Temple related 14. 16 Severe Weather n If classes are canceled, all admin/staff expected to report n If Temple is open and employee does not come to work – vacation/personal time/ work rules/collective bargaining contracts n Employee is responsible for checking status of Temple

14. 0 Employment Standards 14. 17 Emergency Closings n Policy pertains to closure of University for extreme conditions n Does not pertain to cancellation of classes n All staff in designated “essential areas” must report in the event of a closure 14. 19 Use of University Property n All employees must abide by all rules, regulations, procedures and/or guidelines issued by Temple or imposed by federal, state and local laws and/or regulations.

Vocabulary of Disparate Treatment o o o Unlawful Discrimination Protected Class Disparate Treatment Disparate Impact Harassment Retaliation Discrimination

Unlawful Discrimination o o To make distinctions on the basis of class or category without regard to individual merit; show preference or prejudice because of protected class status

Protected Class o o o A group of people who share common characteristics and are protected from discrimination and harassment. Some protections have the backing of federal, state and local laws. Most people belong to most of the various protected classes.

Types of Discrimination Disparate treatment n intentionally treating a person in a protected class differently from other employees. Disparate impact n usually unintentional and it occurs when a decision, practice, or policy has a disproportionately negative effect on a protected group.

Harassment o o o A type of unlawful discrimination Unwelcome behavior May include, but is not limited to many different types of actions: n Verbal n Non-Verbal n Physical n Visual n Electronic

Harassment can be based on… Covered by Federal law § § § § Race Color Religion Gender Nationality Age Disability Status Veteran status Covered by Temple policy and/or state and city laws §Ethnicity §Marital Status §Parental Status §Sexual Orientation

Types of Harassment Quid Pro Quo n n “this for that” unwelcome behavior job benefit or adverse action based on request or receipt of favors alters terms and conditions of employment Hostile Environment n n “It’s in the air” unwelcome behavior severe and/or pervasive interferes with work performance

Harassment. . . o o o Frequency Severity As judged by a Reasonable Person Includes conduct by people of same sex, peers, and third party harassment Intent irrelevant, impact matters Based on common sense and social context

Sexual Harassment. Risky Behaviors - Verbal o o o o derogatory comments of a sexual nature or based on gender comments about clothing, personal behavior, or a person's body sexual or gender-based jokes or teasing requests for sexual favors repeated requests for dates terms of endearment, such as "honey, " "dear, " "sweetheart, " "babe" references to an adult as "girl" or "boy, " "doll" or "hunk" sexual innuendoes or stories

Sexual Harassment. Risky Behaviors - Verbal o o o o grunts, wolf whistles, catcalls, hoots, sucking noises, lip-smacks and animal noises tales of one's partner's sexual inadequacies or prowess tales of sexual exploitation graphic descriptions of pornography obscene phone calls or emails lies or rumors about a person's personal or sex life puns such as turning work discussions to sexual topics

Sexual Harassment Risky Behaviors-Non-verbal o o staring looking up and down (elevator eyes) making derogatory gestures of a sexual nature giving sexually suggestive looks

Sexual Harassment Risky Behaviors - Physical o o o leaning over, invading a person's space inappropriately touching a person or person's clothing "accidentally" brushing sexual parts of the body indecent exposure, mooning or flashing blocking someone's path with the purpose of making a sexual advance uninvited neck massaging deliberately touching sexually, or brushing up against, or pinching pressing or rubbing up against a person stalking grabbing kissing, hugging, patting, stroking actual or attempted sexual assault

Sexual Harassment Risky Behaviors - Visual o o posters, cartoons, drawings, calendars, pinups and pictures of a sexual nature electronic bulletin boards/computer graphics of a sexual nature inappropriate, sexually expressive or revealing clothing knick-knacks and other objects of a sexual nature

Retaliation Discrimination o occurs when a person takes action against another person who has exercised his or her right to complain about discrimination or witnesses an act of discrimination and speaks out Action is retaliatory if action would dissuade a reasonable worker from making or supporting a charge of discrimination

An Affirmative Defense o o Company exercised reasonable care to prevent and promptly correct harassing behavior The employee unreasonably failed to take advantage of any preventative or corrective measures offered by the company

What to do if you are Harassed § § Confront the Harasser – let him/her know that the behavior is unwelcome Keep a Record Ombudspersons – informal process Immediately report it to: § § § Your supervisor’s supervisor (if you are being harassed by your supervisor or if your supervisor does not address your original complaint) Human Resources The Office of Multicultural Affairs Contact SACE for counseling 1 -7276

Office of Multicultural Affairs Chief compliance office 204 -7303 or 204 -7335 Lower level of Mitten Hall 1913 N. Broad Street Staff • Rhonda Brown, AVP, OMCA • Sandra Foehl, Director, Affirmative Action/Compliance & Investigation • Tracey Hamilton, Assistant Director, Affirmative Action/Compliance & Investigation • Sonia Moroz, Administrative Specialist • Sandra Swain, Administrative Assistant