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.