Georgia performance management process

Five-Point Rating Scale

Label

Description

Exceptional Performer

Employee exceeded all performance expectations. Employee was an exceptional contributor to the success of his/her department and the state of Georgia. He/she demonstrated role model behaviors.

Successful Performer-Plus

Employee met all and exceeded most (more than 50%) of the established performance expectations.

Successful Performer

Employee met all performance expectations and may have exceeded some (less than 50%). Employee was a solid contributor to the success of his/her department and the state of Georgia.

Successful PerformerMinus

Employee met most (more than 50%), but failed to meet some (less than 50%) performance expectations. Employee needs to further improve in one or more areas of expected job results or behavioral competencies.

Unsatisfactory Performer

Employee did not meet all or most (more than 50%) of the established performance expectations. Employee needs significant improvement in critical areas of expected job results or behavioral competencies.

Not Rated

At the agency's discretion, a new hire or transfer within five months of the end of the performance period may or may not receive a performance rating.

Development Activities
On-the-Job Experiences Special Projects Rotation Program Field Trips E-learning Inter- and Intra-Agency Teams Professional Conferences Classroom Training Informal Mentoring Formal Mentoring Coaching

Additional Performance Management resource
materials are available on TeamGeorgia at
http://teamgeorgia.gov/performance/
Department of Administrative Services
Customer Focused, Performance Driven
Department of Administrative Services 200 Piedmont Avenue, West Tower, Atlanta, Georgia 30334 1.877.318.2772 www.doas.ga.gov.

Georgia Performance Management Process

Performance Management is an ongoing process of establishing clear expectations and providing feedback and coaching to ensure those expectations are achieved. It is also a partnership between the employee and his/ her manager. The process should focus on continuous communication between the employee and his/her manager, not on the performance form itself.
Value of Performance Management
Drives accountability throughout the organization Ensures there is alignment between an individual's goals
and objectives and their agency's goals and strategic plans Drives clear expectations with measurable, objective criteria Provides opportunities for feedback to employees Supports individual development planning to expand the employee's skill sets
Guiding Principles of Performance Management
People drive improved performance, not forms. Focus on relationships and feedback
Performance management is a partnership between the manager and the employee
There should be no surprises at review time Specific and objective feedback is key

All individual performance goals should be linked to goals of the department or agency
Performance should be evaluated on what is to be accomplished, as well as how it is to be accomplished
Performance should be carefully measured and documented to ensure fairness and objectivity
Performance Management Process Design
Behavioral Competencies Core competencies required of all employees Leadership competencies required of all managers
Goals/Job Responsibilities Aligned with state and agency mission, vision, goals, and strategic objectives Individual goals unique to position
Individual Development Plans Help identify where to best focus training dollars Develop present and future competencies and skills
5-point rating scale to better differentiate performance
ePerformance System
Traceable and auditable Web-based and "paperless" Self-service Maintains historical information Easy agency reporting Flexible

Georgia Performance Management Process

Competencies
Goals
Responsibilities
Individual Development Plan

Performance Planning
Establish Desired Results

Performance Coaching
Create Desired Results

Observation 2-Way Feedback Documentation Ongoing Development

Flexibility Achievement Personal Growth Challenging Work

Performance Recognition
Acknowledge Results

Performance Evaluation
Measure Desired Results

Review Documentation 5-Point Rating Scale Management Approval Bi-Annual Meetings

Department of Administrative Services 200 Piedmont Avenue, West Tower, Atlanta, Georgia 30334 1.877.318.2772 www.doas.ga.gov. Revised 5-10-12

Georgia Performance Management Process Timeline





Planning Phase





June

July

August

September December

Questions

Approve

HR

Create Documents

from managers &

plans (if required

Serve as agency SME

employees

by agency)

Mid-Year Review
December January
Mid-year evaluation (monitor,
review, approve)

February June
Serve as agency SME

Annual Evaluation
June-July
Annual evaluation (monitor,
review, approve)

Monitor and update Reports To Serve as SME to managers and employees

Managers

Performance Management
training; Begin thinking about goals

Employees

Performance Management
training; Think about
goals

Collaborate with
employee to develop
performance plan;
Create plan

Get plan approved (if required); Performance
notes

Performance notes; Work
with employees on execution of
plan

Mid-year review; Meeting with employee; Conduct evaulation

Ongoing Coaching and Development

Collaborate with
manager to develop plan

Begin plan execution; Performance
notes

Performance notes

Selfevaluation; Meet with manager to
discuss progress

Performance notes; Work
with employee on execution of
plan
Performance notes

Review employee feedback; Complete
annual review; Meet with employee
Selfevaluation;
Review achievements
with manager; Meet with manager

Execution of Performance Plan and Obtaining Feedback

Statewide Competencies

Core Competencies

Customer Service Teamwork and Cooperation Results Orientation

Accountability Judgment and Decision Making

Leadership Competencies
Talent Management Transformers of Government

Goal Alignment / Cascading Goals

State Goals

State Mission, Vision and Goals

State Performance
Business Outcomes

Agency Goals

Agency Achievement

Planning

Departmental Goals

Departmental Achievement

Individual

Individual

Goals

Achievement

Continual

Performance

Results

Execution
Department of Administrative Services 200 Piedmont Avenue, West Tower, Atlanta, Georgia 30334 1.877.318.2772 www.doas.ga.gov.

What is a "SMART" Goal?
Specific Precise, Definite, Clear, Understandable: Exactly what I am going to do. Measurable Standard, Assessment, Exact: What will success look like? (numbers, percents, etc.). Achievable or Attainable Reachable, Feasible: This is possible for me to do. Relevant Within my job scope: How does this relate/contribute to my job? Time-bound Time frame, Ending point, Finish: When (dates) am I actually going to do this?

PERFORMANCE COACHING
Four goals of coaching:
1. To begin an effective behavior 2. To help employees correct deficiencies 3. To encourage continued good performance 4. To stretch performance to next level

Observe

Positive Feedback Approach
1. Describe behavior/result 2. Describe why the behavior is important 3. Obtain employee input 4. Encourage repeat performance
Corrective Feedback Approach
1. Describe what the employee is doing or not doing that is unacceptable
2. Describe the effects of the behavior/results 3. Ask for the employee's input (listen/probe) 4. Describe/restate the expectation 5. Ask for a solution; gain commitment 6. Follow up

Document

Provide Feedback

Performance Recognition

Types

Incentives

Telework/flex time

Flexibility

Freedom in approach to

work

Stretch goals

Achievement

Additional roles and

responsibilities

Educational opportunities Personal Growth Ways to gain marketable
skills

Interesting/visible projects Challenging Work Opportunities to improve/
innovate

Department of Administrative Services 200 Piedmont Avenue, West Tower, Atlanta, Georgia 30334 1.877.318.2772 www.doas.ga.gov.