Exempt Performance Management

 

Develop,

Recognize

and

Reward

 

 

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The objective of employee development is to raise the employee’s level of performance through activities that have a significant impact on employee performance.  Creating a development plan is a process that involves both the manager and employee.  It is important the employee is motivated to work on identified needs.  In creating improvement plans, consider the following three areas:

 

These strategies work best when orchestrated together.  Providing employees with learning opportunities encourages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology or processes.

 

It is the supervisor’s responsibility to recognize the effort the employee makes in doing the work.  This creates an environment in which the employee feels respected and appreciated.  Recognition comes in a variety of forms, which range from those that cost nothing (e.g. simply a verbal “thank you”) to items with various levels of monetary value (e.g. restaurant gift certificate for employee and their family).

 

It is important for employees to understand the positive outcomes of good performance, as well as the negative consequences involved when performance is low.  It is the supervisor’s responsibility to provide clear and appropriate consequences to performance in creating a motivating climate.

 

The formal review portion of performance management links pay to performance in a way that differentiates people and focuses on development.  A new Performance Review Form and instructions and process have been developed to accompany the performance management process.   The performance review form, when completed, represents the culmination of the past year’s discussion between the supervisor and employee about the employee’s performance.  The performance of all regular full-time and part-time exempt employees is expected to be assessed at least annually.  Based on the Annual Performance Cycle at Notre Dame, this step occurs in February.  The cycle allows performance ratings to be considered in the annual budget process.

 

Assessing performance is critical because it helps the supervisor compare the pre-established expectations to actual accomplishments and the behaviors demonstrated while accomplishing them.  A rating is then assigned using the three-tier rating system (Top Performer, Valued Performer, and Opportunity for Improvement).  These ratings describe the level of performance of the employee compared to goals, job duties, performance standards, and behaviors.

 

Throughout the year, the supervisor recognizes the employees’ efforts—now is the time to reward their accomplishments.