Workplace
Success Stories - Best Practices 2002
Recognition
Strategies for a Diverse Workforce
|
Practice
Name: Performance Management Plan |
Workplace
Issues Addressed: |
Description
of the practice
The Performance Management Plan (PMP) is a quarterly performance
appraisal process that gives staff members more opportunity to be
recognized by their supervisors. In addition, an Individual Development
Plan (IDP) is part of this process, which has given supervisors a
variety of options to note accomplishments by staff. Employees say
that the PMP is providing a meaningful evaluation/assessment of job
performance and an individual development plan empowering staff to
play an integral part in their own future with assistance from the
management team.
Benefits
of adopting the practice
One of the most compelling examples of how the Office of Student
Life has benefited from the Performance Management Plan is that
each person has the opportunity to create an Individual Development
Plan (IDP) from which he or she receives attention for improvement,
mastery, and career development. In many ways this has clarified
the importance of each staff member's welfare. The IDP, among other
new activities, has allowed them to structure care and concernfor
each other. This practice meets the needs of a diverse workforce
in the following ways: There is employee input in the process.
How
this practice works
The
overview of the Performance Management Plan includes: Guiding Principle,
How is job performance maximized?, What is a development plan?,
Role clarification in Individual Development, Individual Development
Planning, an explanation of how to complete the IDP, the Performance
Appraisal Process, and a Timeline.
What
you need in place to replicate this practice
In
improving and mastering job performance, the supervisor takes the
lead and partners with the individual/or team in identifying developmental
objectives and drafting a plan of action. Through performance management,
which includes goal setting, ongoing formal and informal feedback,
and the performance appraisal, a department's team members or staff
can move toward meeting the mission and goals of a department.
In
career planning and development the team member (or individual)
takes the lead by self-assessing skills, values, career interests,
and choices. The supervisor serves as coach, advisor, appraiser,
and referral agent. Together they map out agreed-upon developmental
objectives along with the corresponding action plan(s). The developmental
objectives need to balance the individual's needs with those of
the department.
Tangible
improvements to the department as a result of adopting this practice
An
employee writes: "the performance management plan is providing
a meaningful evaluation/assessment of job performance and an individual
development plan empowering staff to play an integral part in his/her
own future with assistance from the management team. The plan allows
for an honest self-evaluation and training necessary to improve
skills in core competencies."
A supervisor writes: "The biggest impact the PMP gives us is that it is a framework to discuss development throughout the year. As a supervisor, it allows me to approach each meeting with suggestions, relevance, and significance."
Why
this practice was so successful and is worth replicating
One
of the primary reasons that this has been successful is that the
staff members have been encouraged and supported to articulate their
needs, wants, and hopes. The IDP serves as a commitment between
supervisor and staff that is honored by the department. Another
reason it has been successful is that it has become "cool"
to voice publicly what is in their IDP. Although the IDP is between
the supervisor and staff, it is not rare for staff members, including
the Dean to say, "one of the things in my IDP is.", which
models and acknowledges that they all have areas for improvement,
aspects of their jobs to master, and aspirations for career development.
The process is "user-friendly." In addition to putting
into place systems throughout the year, the forms and processes
received review from the entire office for relevance and ease. Although
not yet "perfect," the commitment to the process has allowed
for immediate implementation of feedback.
Related policies/guidelines:
Policy 23: Performance Appraisal.