2. Performance Management
Philosophy
• Linked to organization, departmental and
individual goals
• Open, on-going discussion between
employees and managers
• Frequent and specific feedback on
performance is given
• Staff development is inspired and
supported
• Behaviors consistent with Imagine! values
are promoted
• Includes recognition, suggestions for
development, areas for improvement 2
3. Imagine! Performance
Management Schedule
March
Reviews & Set
Goals and
February Objectives
Self- April
Assessments Merit (if
& Peer Review available)
November,
December, May
January
October June
Mid-year Bonus (if
Review/Staff available)
Development
(Optional)
September July, August
Compensation 3
Benchmarking (HR)
4. Performance Management
Process
• Setting Objectives
– Employee or manager can input
objectives
– Manager reviews
– Objectives can be updated throughout
cycle
• Mid-Year/Interim Review are optional
4
5. Performance Management
Process
• Employee Self-Assessment – optional and
not weighted
– Document performance against
objectives
• Peer Review– optional and not weighted
– Employee identifies 3-4 raters
– Managers approve the raters
– Feedback is integrated into employee’s
review but is not weighted
– Non-Imagine! (external) input from
peers is also collected 5
7. Critical Discussions
1.Expectations 2. On-going
are set at feedback provided
beginning of throughout cycle
cycle
4. Salary 3. Discussion and
review tied to documentation at
performance end of cycle
7
8. Employees Included in
Evaluation Process
– Full-time, Part-time, or Casual
employees who have been employed
for at least 3 months
– Active employees and employees on a
leave status
Interns, Temporary, or Substitute may be
evaluated, but it is not required
8
9. Performance Evaluation Form
• Components and Weightings for 2012:
– Imagine Career Competencies – 25% weighted
value
• Consistent Across Imagine!
– Integrity
– Creativity
– Teambuilding
– Communication
– Essential Job Functions – 75% weighted value
• Come directly from employee’s job
description
– Optional Components – not weighted:
• Self Evaluation
• Peer Review 9
10. Rating Scale Definitions
Job performance is characterized by exceptionally high quality and
Consistently exceeds all quantity of work, which consistently exceeds all the established
5 standards and/or standards and/or requirements of the job. Employee’s judgments
requirements demonstrate mastery of the position. Employee consistently seeks
extra responsibilities.
Job performance is marked by initiative and high quality and quantity
Frequently exceeds most
of work, which usually exceeds most established standards and/or
4 standards and/or
requirements of the position. Employee frequently seeks extra
requirements
opportunities and responsibilities.
Employee meets the established standards and/or requirements of the
Meets Standards/Solid
3 position and is deemed fully competent in all duties of the position. In
Performer
some instances, employee may have exceeded some targets.
Employee’s performance has been reasonably adequate for most
Does not meet standards
responsibilities. Has not been completely successful in achieving all
2 and/or requirements/
objectives of the position and has not reached desired level of
Needs improvement
achievement.
Not successful in performing the tasks of the job. Has not met the 10
1 Unsatisfactory
objectives of the position.
11. Rating Scale Definitions
Meets Standards/Solid Performer
• Employee meets the established
standards and/or requirements of the
position and is deemed fully competent in
all duties of the position. In some
instances, employee may have exceeded
some targets.
11
12. Performance Management
Outcomes
– Accelerate Salary Growth of Higher
Performers
– Employees receive useful feedback,
goals, and support throughout cycle
– Employees who are not meeting
expectations may be placed on
Performance Improvement Plan
12
13. Roles & Responsibilities
Supervisors Employees
• Create an environment that • Establish job-related
encourages two-way objectives with your
communication with manager
employees • Complete a candid self-
• Establish realistic job-related assessment
objectives • Be responsive to
• Provide meaningful feedback, performance feedback
coaching, and counseling to
employees
Human Resources
• Assess and differentiate
• Oversees implementation
performance within peer
groups • Provide access to training
• A rating of unsatisfactory • Review performance
also requires a Performance ratings to ensure
Improvement Plan compliance
• Consider final performance
13
assessment during the annual
merit review process
