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USA Operations Centers Performance Results May 2017
As this policy is reviewed, please note the following State/Area for which exceptions exist:
Not Applicable
Specific details on each exception may be found within the General Information section of this text.
Performance Results is designed to align all employees with the Joyner Goals as set forth in Performance Leadership. Its primary purpose is to promote a shared accountability for attaining organizational goals and continuous improvement. Performance Results is a systematic process of:
Setting expectations, which includes Result-Goals & Competencies or Key Leadership Behaviors
Ongoing dialogue, which should include frequent and specific job-related feedback
Information gathering and documentation at Mid-Cycle and End-of-Cycle
Assessing overall Results achieved and Competencies or Key Leadership Behaviors demonstrated
Rewarding individual contributions
All employees must have some form of written assessment at the end of their performance cycle. Regardless of the tool used, all are in accordance with the philosophy of Performance Leadership and Performance Management.
Performance Results has been designed to align the efforts of employees and employee teams with the organizational goals . Performance Results facilitates the translation of department goals into individual goals and provides a framework to record individual contributions to the Joyner Goals.
All employee goals should have a link to the Joyner Goals. Goals can be cascaded down through various levels to the employee. For example, Joyner Goals inspire department goals, department goals inspire section goals, section goals inspire unit goals, and unit goals inspire employee goals.
Employees will typically understand their contribution to unit goals much better than their contribution to Joyner Goals. However, it is important that we have regular conversations with all our employees regarding how what they do makes an impact on organizational results.
Employees have a responsibility to consistently work to their full potential in performing job duties.
Each employee should realize that to a great extent, their evaluation is contingent upon achieving Results and demonstrating Competencies or Key Leadership Behaviors.
Employees have a responsibility to make appropriate contributions to the development of their Result Goals, measures, and Competencies or Key Leadership Behaviors.
Employees should solicit and make an effort to receive and understand performance feedback.
Employees should effectively communicate a summary of their work performance and significant contributions.
Employees should also understand that evaluations are frequently based on samplings of observation, results of work, competencies or Key Leadership Behaviors demonstrated, and feedback from others.
Leadership provides and communicates the vision and strategy with direction and priorities for what we want to achieve.
Supervisors are responsible for knowing and understanding policies and procedures and implementing the Performance Results process.
Supervisors should help ensure their employees have an understanding of essential job duties and have the necessary elements (e.g., equipment, supplies) to perform those duties.
Supervisors are responsible for ensuring their employees have Result Goals, measures, and Competencies and communicating performance expectations. Supervisors are encouraged to include employees input in some or all of the development of these processes. Employees should be allowed an opportunity to provide feedback.
Supervisors should actively observe the behavior of their employees and measure the extent to which Result Goals are achieved and Competencies or Key Leadership Behaviors are demonstrated.
Supervisors should provide regular feedback, noting strengths and ways to be more effective.
Consistency Guidelines
Before determining Result Goals & Competencies in Section I, a supervisor must realize that employees in the same work area with the similar roles and responsibilities should have similar Result Goals & Competencies. However, if an employee has additional or significantly different duties, then they could have additional or different Result Goals & Competencies. Note: Employees using the LPR do not select Competencies; they are responsible for all Key Leadership Behaviors.
In situations where employees with the same job titles in the same units have significantly different duties and responsibilities, then supervisors may use different Result Goals & Competencies according to an employee's situation. In practice, however, there should be a substantial overlap of Result Goals & Competencies for individuals sharing like duties. The flexibility of supervisors to pick and choose Result Goals & Competencies may be limited by uniform guidelines set by their Department. Note: Employees using the LPR do not select Competencies; they are responsible for all Key Leadership Behaviors.
Consistency is important because it helps ensure that employees in similar jobs and situations will be evaluated based on the same performance expectations. Put another way, consistency helps ensure that employees in similar positions have similar opportunity to earn rewards in the salary administration process.
Management will need to determine how consistency will be achieved in their respective areas regarding selected Result Goals, measures and Competencies or Key Leadership Behaviors.
Conducting the Performance Results Process
Prior to defining employee Result Goals & Competencies/Key Leadership Behaviors, the following preliminary steps are recommended:
Identify the work unit (e.g., Department, Section, Unit) goals that drive Joyner’s Goals. If work unit goals have not yet been developed, think through some probable goals that would drive Joyner Goals utilizing the Department plan as a guide.
List contributions that the employee can reasonably make to help the department achieve those goals.
Translate the contributions into Result Goals that are realistic for the employee to accomplish within the performance cycle.
Before the performance cycle begins, the supervisor and employee should meet and discuss the following items:
Cascading of goals (e.g., organizational goals, department and/or market area goals, unit goals)
Result Goals and measures
At the end of the performance cycle, the Summary of Performance is to be completed by the employee's immediate supervisor if possible. In cases where the immediate supervisor is unavailable, then this shall be noted and the next management in line will facilitate the evaluation process.
If an employee has two or more supervisors during the performance cycle, then their combined input shall determine the overall evaluation. If they are unable to reach a consensus, then their upper management will make the final determination.
Supervisors of employees changing job and/or work areas during a performance cycle should forward an up-to-date copy of the completed EPR or LPR and relevant documentation to the new supervisor. The new supervisor should then integrate relevant information and make an informed decision.
If an employee is assigned a new supervisor during the performance cycle, then if possible, the former supervisor should provide in writing an up-to-date performance assessment, and discuss with the new supervisor regarding the established performance criteria. If this is not possible, the new supervisor's management shall make necessary arrangement to oversee the transition.
Result Goals & Competencies or Key Leadership Behaviors should not necessarily be considered equal in importance. Supervisors may determine and communicate the amount of emphasis to which each Result Goal will contribute to the overall assessment.
In situations where performance is interrupted by significant periods of time off that are in accordance with policy (e.g., approved military leave, maternity/adoption leave, FMLA-protected absences), and then expectations in performance should be adjusted accordingly.
If an employee disagrees with an evaluation, he/she may discuss their concerns with their immediate supervisor, a member of upper management, Human Resources, and/or they may use the Open Door Policy.
As a general rule, an employee terminating employment should receive an assessment reflecting to-date performance. Each situation should be assessed on a case-by-case basis.
Determining a Performance Rating
The performance cycle is a 12-month review period based on the calendar year.
Performance Ratings are determined at the end of the performance cycle based upon an employee’s overall performance. Factors considered should include:
Experience level
Specific job responsibilities
Performance expectations and evaluation
There is not a one-to-one correlation between an overall evaluation and a performance rating.
When exercising judgment, supervisors need to do so fairly. Judgment factors need to be applied consistently among all employees in similar situations.
In order for the process to be effective, management must have strong skills in coaching, counseling, and delivering honest feedback. Leaders are accountable for using the Performance Results process to maximize individual and department contributions to Joyner. Resources are available through Joyner University to assist management with strengthening skills. Every management level performance review should include Key Leadership Behaviors that leaders need to successfully manage performance, such as employee development, performance evaluation, and coaching.
It is anticipated that there may be a need for Performance Management actions such as counseling and corrective action. These work with the Performance Results process to resolve all performance concerns. There may also be occasional situations when supervisors should document exemplary performance outside the Performance Results process. The Performance Results process ensures that employees understand expectations and receive the feedback they need for effective performance.