SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©

SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright © www.phwiki.com

SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©

Koenig, Roman, Faculty Advisor has reference to this Academic Journal, PHwiki organized this Journal SETTING PERFORMANCE EXPECTATIONS Manager Briefing Sessions Fall 2010 Copyright ©2010 by The Segal Group, Inc., parent of The Segal Company in addition to its Sibson Consulting Division. All Rights Reserved. Why We Are Here To continue the process of strengthening per as long as mance management at Northeastern by introducing effective practices in setting expectations Provide managers with tools as long as setting expectations as long as staff in addition to supporting professional growth in addition to development Demonstrate how supervisors in addition to staff should collaborate to articulate per as long as mance expectations to ensure mutual underst in addition to ing Provide a framework as long as on-going feedback so that staff know how they are doing, in addition to can adjust if needed Guiding Principles as long as Effective Per as long as mance Management

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The Per as long as mance Management Cycle I. Per as long as mance Planning/ Expectation Setting III. End of Year Evaluation II. Ongoing Review in addition to Feedback This is the focus of today’s session Managers in addition to Staff have Roles in the Process Managers Plan in addition to manage staff per as long as mance Communicate division in addition to department goals to staff. Guide staff expectations to align with broader organizational goals Foster a work environment that encourages active staff participation Provide regular, clear, constructive feedback Monitor per as long as mance throughout the year to support the as long as mal evaluation Devote the time in addition to ef as long as t needed to plan in addition to evaluate per as long as mance, in addition to support staff Help guide in addition to coach staff in their professional development Employees Underst in addition to how their per as long as mance expectations align with division in addition to department goals, in addition to participate actively in setting expectations Be open to feedback in addition to take it to heart to improve per as long as mance in addition to /or remain on track Monitor their own per as long as mance compared to expectations. Seek advice in addition to guidance as needed from their supervisor Complete a Self Assessment in addition to participate actively in the per as long as mance evaluation Be open in addition to honest about professional growth in addition to development plans in addition to interests Types of Per as long as mance Expectations Per as long as mance expectations can address on-going job responsibilities as well as annual goals. Assist the Director in administering the department’s policies in addition to procedures Job Responsibilities Transfer existing electronic files into a new document management system no later than March 1, 2011 Annual Goals

Job Responsibilities are Derived from the Job Description Title: Associate Registrar Department: Registrar’s Office Reports to: Registrar Supervises: Records Specialists, Graduate Studies Office Assistant in addition to Registrar’s Office Coordinator Date Complete/Revised: February 2009 Statement of Purpose: Provide the staff of the Registrar’s Office with expert technical support in addition to operational assistance in the general administration of the office. Provide technical support in addition to accurate in as long as mation to the academic community on a full range of issues in addition to regulations. Minimum Qualifications: Bachelor’s degree in addition to at least two years of experience in higher education, preferably within a Registrar’s Office. Familiarity with an administrative computing environment, PeopleSoft preferred. Duties in addition to Responsibilities: Serve as liaison to the Computing & other departments. Specifically: Generate monthly reports in addition to projects to support the needs of the office Set in addition to oversee project deadlines in coordination with the Graduate Studies Office, the Office of Special Academic Programs, in addition to other administrative offices. Etc. ILLUSTRATIVE Annual Goals as long as Staff Are Derived from the University’s Mission in addition to Priorities University Mission in addition to Priorities Division in addition to Department Goals Annual Staff Goals Annual Goals as long as an Accounts Payable Specialist University Priority Ensure accuracy in addition to transparency of financial reporting Finance Department Goal Ensure all financial procedures are up to date in addition to provide the accurate in addition to current financial data as long as leadership review Accounts Payable Specialist Per as long as mance Expectations Job Responsibility: Develop in addition to maintain clear in addition to efficient accounts payable procedures Annual Goal: Review in addition to update the Accounts Payable Procedure Manual by May 30, 2011 in addition to ensure that revised procedures are available as long as use beginning on June 1, 2011 University Mission in addition to Priorities Division in addition to Department Goals Annual Staff Goals ILLUSTRATIVE

Describing Per as long as mance Expectations Supervisors in addition to staff should collaborate to set expectations Review job responsibilities Discuss areas of focus in the 2010 – 2011 year Draft clear expectations as long as job responsibilities Document on the per as long as mance management as long as m Review the department’s goals to develop employee’s goals Discuss how staff member can support department Identify 3 – 5 specific goals Draft clear, specific goal statements in addition to add to per as long as mance management as long as m Document expectations clearly in addition to thoroughly. Use the SMART model to cross-check as long as completeness in addition to clarity Specific Measurable Achievable Results-oriented Time-bound Avoid Common Pitfalls Discussion: Setting Expectations 20 minutes TIME Become familiar with Setting Expectations Jack is an Assistant in the Events Planning Office Review the department goals in addition to Jack’s job responsibilities Discuss how to set Jack’s per as long as mance expectations as long as job responsibilities in addition to as long as annual goals Review sample goals in addition to responsibilities as long as “SMART”ness Overview Purpose

Discussion: Setting Expectations as long as Jack Job Title: Assistant, Events Planning Major Job Responsibilities Provide comprehensive administrative in addition to clerical support to events staff in addition to management Assist with the coordination of on-campus events, including interaction with vendors in addition to event participants Manage supply inventory as long as upcoming on- in addition to off-campus events Compile event status reports as long as the group on a quarterly basis Monitor expenditures against events budget ILLUSTRATION Discussion: Setting Expectations as long as Jack continued Develop Expectations related to Job Responsibilities ILLUSTRATION Discussion: Setting Expectations as long as Jack continued ILLUSTRATION

Discussion: Setting Expectations as long as Jack continued Discuss department goals Identify ways the staff member can support them Illustrative Draft Goals Assist in finalizing all event logistics earlier than in the past Improve accuracy in addition to time required to generate status reports Improve clerical skills to enhance individual capabilities as long as providing administrative support Assist in developing more appealing events as long as alumni Illustrative Department Goals Increase efficiency in planning events Reduce cost of events Add two major fundraising dinners to current event calendar ILLUSTRATION Are the draft goals “SMART” As written, are the goals Specific Measurable Achievable Results-oriented Time-bound Did the goals support the Department’s goals Is it clear how goals will be accomplished What resources are required Discussion: Setting Expectations as long as Jack continued ILLUSTRATION

Feedback Framework Feedback is an essential component of a per as long as mance culture Most beneficial if on-going Intended to support staff per as long as mance in addition to development Applies to both positive in addition to constructive situations On-going feedback ensures no surprises Framework assists in preparing to deliver feedback effectively Expectations Observations Assessments Consequences FEEDBACK FRAMEWORK© Feedback Framework Positive Feedback Example “ I’ve noticed over the last few months that the right supplies are always on h in addition to in addition to easily found.” “ This is a major improvement in addition to really shows how attentive you’ve been to this important responsibility.” “ If you are amenable, I’d like to recognize your work at our next staff meeting.” Let’s assume you are Jack’s supervisor in addition to have some positive feedback to provide. Feedback Framework Constructive Feedback Example “The event status reports that you generate every month should be ready as long as my review by the 3rd business day after month end.” EXAMPLE OF COMMENTARY “The last 2 monthly reports have been several days late.” “This is not acceptable in addition to interferes with our department’s ability to evaluate how we are progressing.” “It is important that the timeliness improve in addition to you get these reports to me on time. If this doesn’t improve beginning in the next cycle, it may result in a lower per as long as mance rating than you would like.” Expectation DIMENSION Observation Assessment Consequence Suggested Development Plan: [Let’s assume the timeliness issue is related to time management, rather than a lack of ability or interest] I’d like to help you manage this process better so the reports will be on time. Let’s meet tomorrow morning to map out all the steps needed to get this done, in addition to develop a project plan that you can follow each month. Take some time this afternoon to prepare as long as the meeting so we can be efficient. I’d like you to come to the meeting with a complete list of all the steps involved in getting this report generated Let’s assume you are Jack’s supervisor in addition to have to address some per as long as mance concerns.

Next Steps in addition to Timing Manager in addition to staff member meet to set new expectations or review existing expectations Document the expectations Can use the per as long as mance appraisal as long as m Can be a separate document Expectations must be set in addition to documented as long as your staff as soon as possible, but no later than December 1st to ensure mutual underst in addition to ing A Few Final Points Managers are responsible as long as guiding the expectation setting process with their staff in addition to as long as supporting staff growth in addition to development Expectations are the foundation as long as effective feedback in addition to per as long as mance evaluations Feedback should be an on-going process Setting expectations helps ensure alignment of work at all levels with University in addition to department priorities

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