How to Use This Program

Performance Management Online is a training program for State of Idaho Supervisors and Managers, providing tools for the ongoing process of managing employee development, coaching, and feedback. Each of the four units has activities that can be completed online and printed, if desired. A Certificate of Completion is available upon completion of all four units. The program can also be bookmarked and used as an ongoing resource. Though intended for supervisors and managers, Performance Management Online can also be used by employees. For questions/information on the administration of the State of Idaho's Performance Management system (required rating levels, standards and definitions, and templates), contact the Idaho Division of Human Resources.

This "Introduction" provides information on the foundation of Idaho's Performance Management system including why we do performance appraisals, the supervisor's role, the appraisal process, employee and supervisory core performance standards and definitions, and an overview of features of the "Employee Appraiser" desktop program.

The four steps that complete the full cycle of Performance Management are:

1.) Setting Performance Expectations
2.) Keeping Performance on Target
3.) Realigning Performance
4.) Appraising Performance

Each state employee plays an important role in making their agency the best it can be. Performance Management Online provides ways to bring out the best in employees, ultimately helping agencies meet their goals. Good performance management establishes a year-round partnership between employee and supervisor while creating a shared understanding about the work that is to be accomplished and how that work is to be done.

Job responsibilities, expections, performance standards, and development activities should be identified and agreed upon during the performance appraisal process. These should be linked to agency goals so the employee understands how their work is connected to the agency's mission and success. Frequent communication provides the feedback and support the employee needs to know that his or her performance is on target. The focus in this program is on communication - communication about performance.

Idaho Code requires annual performance appraisals (I.C.67-5309(h)). Performance appraisals assist employees in developing their careers and being successful in their jobs. They describe expectations and standards for all state employees. They ensure the agency mission and vision are achieved by:

1. Motivating and encouraging employees to be productive contributors to the mission and goals of the agency.
   

• Ensuring employee activities are linked to the goals and mission of the unit, division, and agency.
  

• Discussing employee performance through feedback.
  

• Documenting communication regarding performance objectives to employees.
  

• Establishing performance standards with stated goals and objectives.
  

• Focusing on outcomes and results.
  

• Enhancing communication through continuous feedback and coaching between employee and supervisor.
  

2. The performance appraisal program promotes statewide consistency.
   
   

3. The performance appraisal is a legal requirement and serves as a legal document.
   
   

4. The performance appraisal documents serve as resources to make human resource decisions, i.e. recruitment, promotion, succession planning, training plans, and compensation.

Supervisors and Managers have a core performance standard describing their role and responsibilities in carrying out employee performance management. Included in those responsibilities are providing ongoing communication, feedback, and support and recognizing and rewarding achievement while removing barriers impeding employees' success. The successful supervisor will recognize the value in modeling desired behaviors, and supporting the vision, goals, and expectations of the organization. Successful supervisors challenge their employees to reach their optimum level of performance and hold them accountable. Remember: "In order for you to be successful as a supervisor, your employees should be successful!"

Following are elements that form the performance appraisal process. The process is ongoing throughout the review period.

1. Set expectations. Employees must know what is expected and how their job supports the agency's mission before the review period begins. Gain agreement on goals, performance standards and objectives. Review the goals with the employee periodically and make changes as needed.
   

2. Provide support. Arrange for training, provide resources, encouragement, and developmental opportunities so employees can meet their objectives and the objectives of the agency.
   

3. Provide feedback on employee performance that is:
   
   

   • Timely
     

   • Specific
     

   • Honest
     

   • Designed to help the employee be successful
     

   • Reinforces effective behavior

   
   

4. Record significant employee performance events when they occur. Include both positive and negative performance issues. Use the Employee Folder in the Employee Appraiser Program to record specific events, or create an electronic or paper file to track employee progress.
   

5. Seek employee feedback on performance issues. Gather feedback and input from the employee. Communicate! Don't make assumptions. Get all the facts. Use open ended questions.
   

6. Prepare and review the performance appraisal prior to the due date. Gather feedback; ask the employee to complete self evaluation questions. Know your agency's policy/procedure on creating and delivering the performance appraisal document. Be timely - it really matters to the employee.
   

7. Communicate. It is the hallmark of good performance management. There should be no surprises. Communication should occur throughout the review period and, most importantly, when the annual appraisal is delivered.
   

8. Use the final performance appraisal document throughout the year. A good supervisor will revisit the appraisal and goals with the employee at least quarterly. The document can also be used for human resource decisions such as promotions, transfers, dismissals, succession planning, and assessing training needs.

There are six components of performance management in Idaho's Performance Management Program. These constitute the "State Guidelines".

1. Establish key job responsibilities. A critical element and first step in performance planning is to define the primary purpose and responsibilities of the position.
   

2. Review established performance objectives that gave the employee focus and direction for the current review period.
   

3. Review employee core performance standards. These have been established as critical work behaviors necessary for job success and are consistent across all agencies. They describe how the work is to be done. Standards exist for employees and for supervisors/managers. All state employees are to be evaluated on core performance standards. These core standards enhance performance and increase statewide consistency in the appraisal process. Additional standards may be added by agencies.

Below are two tables showing the core performance standards for employees and supervisors/managers, along with the accompanying definitions.

Employee Performance Standards
Standards	Definitions
Customer Service	Describes how well the employee works with internal and external customers to achieve desired results and maintain positive relationships.
Interpersonal Skills	Describes how well the employee establishes and maintains effective work relationships. Demonstrates good communication and listening skills.
Dependability	Describes how well the employee completes assigned work in a timely manner. The employee meets attendance requirements.
Quality	Describes the employee's work in terms of consistency, thoroughness, and accuracy.
Productivity	Describes how the employee manages and completes workload expectations and demonstrates the knowledge and skills needed to do the job.
Adaptability/Flexibility	Describes how well the employee adapts to change and is open to different new ways of doing things.
Work Environment/Safety	Describes how well the employee promotes a respectful workplace and complies with general conditions of employment, EEO, security, and workplace safety policies.

 

Supervisor/Manager Performance Standards
Standards	Definitions
Managing Performance	Describes how well the manager provides employees with clear job expectations and feedback/coaching about performance. Deals firmly and appropriately with performance problems. Maintains timely employee performance evaluations.
Communication	Describes how effectively the manager shares information, builds relationships, and influences positive outcomes.
Decision Making/Problem Solving	Describes how well the manager makes timely and rational decisions based on analysis of relevant information/data. Accepts responsibility for decisions and takes proper action when necessary.
Results Focus	Describes how well the manager achieves expected outcomes that support organizational mission and goals.
Customer Focus	Describes how well the manager fosters and models a commitment to customer service.
Work Environment/Safety	Describes how well the manager promotes a respectful workplace and complies with general conditions of employment, EEO, security, and workplace safety policies.

 

4. Summarize performance and assign an overall rating. A performance summary can be used to recommend successful completion of a probationary period, to summarize performance, to support a merit increase, and to identify employee development opportunities. Agencies may choose to rate each performance standard or can assign an overall rating inclusive of all the standards.

5. Establish performance objectives for the next rating period. These should be mutually developed and recorded by the employee and supervisor. The new objectives provide direction and outline job expectations for the future. They link to goals and objectives of the team and the mission of the agency.

6. Review employee development plans. This is the responsibility of both supervisor and employee. Together they develop strategies that allow development of skills, knowledge, and abilities that lead to improved job performance. Employee development provides avenues for increased job satisfaction and for reaching one's full potential within the job.

The Performance Management Program components should also be used for entrance probationary employees. Responsibilities and objectives of the job should be communicated throughout the probationary period. To extend the entrance probationary period on an employee, contact the Division of Human Resources. When an employee's probationary period is over, complete a performance appraisal. The Performance Management Program is also strongly recommended for non-classified employees.

The Performance Management Program uses four overall rating levels. Those levels are:

• Exemplary (EX) - This employee performs at a level that results in significant accomplishments that may not have been otherwise achieved.
  

• Solid Sustained (SS) - This employee demonstrates good solid performance in managing work expectations; exhibits sustained support of organizational goals.
  

• Achieves Performance Standards (APS) - This employee meets job expectations. OR This employee is developing new skills and gaining new knowledge.
  

• Does Not Achieve Standards (DNA) - This employee's performance needs improvement and/or is inconsistent.

Detailed definitions for each level are available.

Guidelines are also in place to help supervisors deal with unacceptable performance. Performance is unacceptable for one of the following conditions:

• This employee is being notified that immediate improvement to performance is expected and/or he/she is subject to discipline (e.g., suspension, demotion) up to and including dismissal (Rule 190).

• This employee is being notified that opportunities to improve have been given and performance still remains unacceptable and therefore notice of intent to dismiss may be initiated (Rule 190).
  
  
• This employee has performed an action or participated in an event or behavior serious enough to initiate a notice of intent to dismiss (Rule 190).
  
  
• This employee is being separated for physical or mental incapacity in performing assigned duties (Rule 190).
  
  
• This employee failed to meet Probation Requirements (Entrance, Promotion or Voluntary). (Rule 152).
  

Documentation and due process should be followed in accordance with Rule 200.06 for eligible classified employees.

The entire performance narrative and summary are critical links to merit pay considerations. Each agency determines merit increases. The general guidelines for linking performance appraisals to merit pay are:

1. The employee’s overall rating must be "Exemplary", "Solid Sustained", or “Achieves Performance Standards.”
   

2. Appraisals should provide sufficient descriptive comments with examples to justify and support pay decisions.
   

3. Performance appraisals must be completed and on file with DHR within the last twelve months.
   

4. Considerations for merit pay decisions may be based on:
   

   • contributions to the organization
     

   • outstanding or remarkable performance
     

   • commendable efforts
     

   • dedication to continuous quality improvement
     

   • exceptional productivity
     

   • exceptional reliability
     

   • special accomplishments

   
   

Agencies may provide their supervisors with "Employee Appraiser", a Windows and Word based software. The Employee Appraiser software facilitates the performance appraisal process; it is not required. It assists supervisors in managing performance through documenting feedback plans and reviews. It is easy to use and customize to fit an agency's needs. It has the following features:

Writing Assistant: Provides descriptive phrases that closely describe an employee's performance. The writing samples are organized by topics related to appraisals. Each topic has three standard levels: improve, meets, and exceeds. These writing samples can and should be 'fine tuned' to a more specific performance description. The descriptive language on each employee's performance appraisal should be customized to that employee. Tuning the text upward creates samples that are more supportive for a job well done. Tuning the text downwards creates samples that are directed toward confronting performance issues. The samples should be edited to describe actual performance.

Coaching Advisor: Offers new ideas to motivate employees and problem solve performance issues. It suggests strategies and guidance that can be customized and included in the actual evaluation. It can also be printed and used as a reference when conducting the person-to-person part of the appraisal process.

Employee Folder: Stores information about employees. It allows the manager to organize 'notes' and documents on performance issues throughout the evaluation period. This information, both positive and negative, can then be placed directly in the appraisal without having to be rewritten.

Manager's Resource Center: Provides documents that assist in writing job descriptions, performance objectives, and development plans which helps with employee recognition and in writing coaching memos.

Go to Step 1: Setting Expectations >>