• Human Resources

  • PMP3

    Welcome to Yeshiva University's Performance Management Program's website. Here, you'll find a number of informational and helpful resources designed to assist you in understanding and participating in the University's Performance Management Program.

    The University has committed to a performance management program that will align the achievements and personal growth of employees with the University's vision, mission, and strategic goals. The program will provide a way to effectively and accurately assess accomplishments and skills through the consistent application of established standards. It will also serve as a tool that can assist in identifying barriers to attaining top performance, while providing a strategy for developing individual and team effectiveness. Please review the official announcement from the Chief Human Resources Officer about this program.

    If you've already viewed the on-line program summary that was provided with the program announcement, you should follow the appropriate link below to view more information about the program, including information about developing and writing goals and obtaining the goal setting form.

    If you have any questions about the Performance Management Program or about setting SMART goals, please contact your manager or the Human Resources Dept. at ERTDINFO@YU.EDU.

  • Announcements

    2013-2014 Performance Management Program (PMP)

    We are pleased to announce the start of the FY13-14 Performance Management Program (PMP) cycle.  As we have done in the past, the process begins with all covered employees working with their managers to establish performance goals and to review competency performance expectations.  You can find complete information about the program and schedules on our website at:Performance Management Program.

    For the past three years we have used “Softscape” as the software tool to help us manage this process.  We currently are in the process of transitioning support of the PMP process to a new vendor, which we believe you will find to be a more robust and user-friendly system, and we will no longer be using  Softscape.   As we are in a period of transition, you will begin the PMP process by entering goals into a performance goal setting form and then saving them locally.  Once the new system is ready, you will be able to “cut and paste” the goals into the system’s goal setting form.  Please download the Performance Goal Setting Formto enter and save your goals.

    Goal setting for all employees who participate in the program should be finalized and formally documented by mid December. 

    We will continue to communicate key steps and dates in the performance management cycle.  The Human Resources department will also provide support materials, training sessions, consultation, and Lunch & Learn programs in support of the new system and the performance management program.   

    Please contact Natasha Reid at natasha.reid@einstein.yu.edu or Michael Sica at sica@yu.eduwith any questions.

    Performance Management Program General Information 

    The PMP process provides a valuable opportunity for staff and their managers to interact and focus on planning for the future, setting goals and clarifying expectations, as well as conducting mentoring and professional development discussions.  We are committed to offering both in-person and online training opportunities for both managers and staff that help inform them on the performance management program process and steps, how to write goals and outcomes, and helpful guidelines on preparing for and conducting the performance assessment discussion. 

    We hope that you have become familiar with the Yeshiva University Performance Management Program (PMP) and are able to complete and benefit from the opportunities that a PMP provides; which include improved communication between staff and their managers as well as a formal opportunity to demonstrate how we value and recognize the contributions of our staff and managers and the importance of investing our time and efforts to assist in their development and advancement.  As important, the PMP helps each of us align our goals with those of our departments, schools and colleges, and University and support their excellence. 

    We are committed to ensuring this process works for our staff and managers and welcome your feedback.  If you have questions or need additional support please feel free to contact me or any of the following Human Resources partners who have worked on the development of both the PMP and the online system. 

    Michael Sica, Employee Relations & Talent Development
    212-960-5400 ext. 6678
    sica@yu.edu 

    Natasha Reid, Employee Relations & Talent Development
    718-430-3348 
    natasha.reid@einstein.yu.edu  

    Michele Russo, HR Technology & Operations
    718-430-2562 
    michele.russo@einstein.yu.edu  

    Christina Cruz-Mendez, HR Technology& Operations
    718-430-2558 
    christina.cruz-mendez@einstein.yu.edu  

    Tanisha Riley, Compensation
    718-430-2016
    tanisha.riley@einstein.yu.edu 


     Thank you for your support and anticipated cooperation of this important activity.

     [1] Eligible individuals are defined as those employees not categorized as faculty or not covered by a union contract.

     

     

    Process Calendar


    Process Calendar: 2013-2014

    Performance management is a cycle that continues throughout the year.  Effective performance management: aligns the efforts of managers and employees with unit, department and the strategic goals of Yeshiva University; promote consistency in performance reviews; and motivates all employees to perform at their best.   

    The information provided in the Process Calendar will assist all program participants with moving through the three phases of the performance management cycle: Planning, Check-In, and Review.  You’ll see that the important thing is to begin with a discussion about goals and development plans for the year, for managers to provide coaching and feedback as you move through the year, and to keep communicating right through the performance review conversation at the end of the year. 

    For complete details on significant dates and steps in the Performance Management cycle, please click here Process Calendar.

     

    Competencies and Ratings


    Performance Management Competencies

    Please carefully review the information below before proceeding to the link.  The position categories have been updated to ensure the accurate description of job duties and responsibilities and to clearly provide a guide to the behaviors associated with the competencies.

    In reviewing the competencies, please remember that it is not necessarily your position title that determines your placement.  Rather, it is the nature of your position duties and responsibilities that is crucial.  If, after reading this information, you are unsure as to which link is the one you should use, or if you have any other questions, please contact your manager or the Human Resources Department at ERTDINFO@YU.EDU.

    Professional and Administrative Support Staff:

    This position category includes professionals, who may oversee the workflow of staff and projects and exercise a limited scope of supervisory authority, and Administrative staff, are included in this group.  This group will also include Individual Contributors who may have specialized functional knowledge and responsibilities.  Please follow this link, Professional and Administrative Support Staff Competencies, to the list of core and optional competencies appropriate to your position

    VPs, Deans and Directors:

    Those whose position has a span of control that comprises creation of strategic vision and direction and the management of people, project and fiscal resources.  Please follow this link, VPs, Deans and Directors Competencies, for detailed listing of the competencies appropriate to your position and a guide to the behaviors associated with the competencies.  


    Rating Criteria 
    The following guidelines are illustrative, but not exhaustive, concerning the standards of performance expected for each rating level.  These guidelines are not meant to be rigid criteria, but are offered to assist employees and supervisors in understanding and applying the performance ratings.  If a rating of "Outstanding" or "Needs Improvement" is given the rating manager must provide a comment.  For detailed listing of the rating criteria and their definitions, please click here Rating Criteria and Definition.

     

     

    About Goal Setting


    Why Set Performance Goals

    An important part of managing performance is establishing goals for the upcoming year.  The purpose of setting goals is not to detail daily activities, but to help define larger challenges that you will work toward over the upcoming year.  Setting goals is a collaborative effort between employees and managers that serves the purpose of identifying and establishing expected outcomes for the year.

    Setting SMART Goals
    In order to be effective, every goal you write should adhere to each of the SMART criteria.  Please take a few moments to review tips for helping you write SMART goals:  

    Specific: 
    The goal should define specific results and provide concrete details on what is to be achieved.  For example, “Start writing a monthly department newsletter” is more specific than “Improve inter-department communication.”

    Measurable: 
    When writing the goal, define how you and your manager can measure its success.  There are several ways to measure goals: 

    •  Behavior: An observable change in an employee's actions   
    • Quantity: A numerical increase or decrease  
    • Quality: How well the result meets the criteria set in a goal  
    • Cycle time: Time from request to completion; processing time  
    • Efficiency: Resources (time, budget, people) applied to achieve the result

    Attainable: 
    Goals should be challenging and go beyond your day-to-day duties while at the same time be achievable. 

    Relevant:
    When writing, state the results to be achieved rather than the activity or work processes leading to those results.  Focus on what you are responsible for accomplishing. 

    Time-bound: 
    Establish a time limit.  State the date by which results must happen, or, for ongoing expectations, specify how often the goal or expectation must be met as well as how often it will be reviewed. 

    PMP Training


    Performance Management System Training

    The Human Resources Department has developed informational and skills-oriented training programs to provide on-going support. These programs include both classroom-style workshops and convenient on-line training presentations.

    The links below will take you through the on-line training workshops, from a general overview to setting and writing goals. Future workshops will be available to assist you with conducting effective performance appraisal discussions.

    Online Training:

    In order to assist you with navigating the Halogen system, we have developed on-line training courses and simulations to demonstrate how to use this tool. Each module is based upon the steps that either an employee or one who manages an employee will need to complete. To access the online training modules, please click here PMP On-line Training.

    Platform Training:

    In person, platform training will be offered to explain the new Performance Management Program and the Halogen system. Click here to register for any of the sessions listed below. 

    DateTimeLocation
    Tuesday, July 22, 201410:00am - 11:15amResnick Campus - Belfer Building, Room 1210
    Wednesday, July 23, 201411:00am - 12:15pmWilf Campus - Belfer Hall, Room 1105


    For questions regarding the training sessions, please contact Natasha Reid at natasha.reid@einstein.yu.edu or Andrew Flatgard at Andrew.flatgard@einstein.yu.edu

    Helpful Resources

     PMP INSTRUCTIONS

     

    GOALS

    Step 1: Employee Enters Goals:

    Enter the key goals for your position along with recommended weightings for each goal.

    Remember, the weights must sum to 100%. Once you have entered your goals, click onto Send to

    Next Step to forward to your manager.

     

    Step 2: Manager Reviews and Approves Goals:

    A manager will meet with the employee to discuss and finalize the draft goals that the employee

    prepared in Step 1. A manager will then finalize the weight to be assigned to each goal.

    Remember, the weights must sum to 100%. The manager will approve the goals by clicking onto

    Send to Next Step. If the manager wishes to have the employee adjust any goals based upon their

    discussion, the manager can click onto Send Back a Step and it will be returned to the employee.

    In such cases, the employee will make the necessary changes and again Send to Next Step to the

    manager. See Step 1 for instructions.

     

    Step 3: Employee Prepares Goal Outcomes:

    Carefully review each goal. Your draft outcome must directly address each of the performance

    objectives stated in the goal. You may want to start by first writing a statement that lists your

    significant actions and achievements for the goal, then reviewing it to ensure it addresses the

    objectives and measurement criteria stated in the goal. You can also attach any documents that

    will support the results of your goal outcome.

     

    Recommend the rating that best describes your performance in achieving this goal. Remember, to

    receive a particular rating, e.g., “Exceeds”, your performance must have satisfied, in full, all of the

    requirements stated in the description for that particular rating.

    Please click the link to access the Rating Criteria in order to view the ratings and description of

    each rating.

     

    Once you have completed your goals outcomes and recommended a rating for each goal, click

    onto Send to Next Step to send to your manager.

     

    Step 4: Manager Reviews and Assesses Goal Outcomes:

    A manager will then review an employee's goal outcome and weighting and finalize the rating that

    best describes an employee's performance in achieving this goal. After the second level review

    has been provided and the performance discussion held, the manager will click Send to Next Step. 

     

    PMP FAQs

    Performance Management Program 
    Frequently Asked Questions

    The following Frequently Asked Questions (FAQs) were created to assist managers and employees with preparing for the Performance Management Program. 

     

    What is the purpose of the Performance Management Program?  

    Yeshiva University has committed to a Performance Management Program (PMP) whose purpose is to align the achievements and personal growth of employees with the University's mission and goals. The Program is part of a University-wide comprehensive effort that also includes: Creation of a library that will catalogue job descriptions for virtually all staff positions; Development of a compensation system that will assist us in ensuring that the University achieves and maintains a competitive stance in the labor market; Implementation of a Strategic Rewards Program aimed at ensuring outstanding staff are recognized and rewarded.


    How can I get additional information about the program? 
    Please e-mail your questions to ERTDINFO@YU.EDU

     

    Where can I find a copy of the goals form, the lists of the competencies and the rating criteria? 
    On the Human Resources Website under the Performance Management Program section.

    How will this PMP process work in a short year? 
    We will conduct all elements of the program.  We've created a calendar that contains the significant program activities and the target completion dates.  Please click the PMP Process Calendar for more details. 

    Who is included in the program? 
    Program participants include full-time and part-time non-faculty and non-union represented staff.  Faculty members who manage staff must also learn about the program so they can effectively perform their responsibilities as rating managers.  If you need more specific information about your status, please contact us at ERTDINFO@YU.EDU.  

    If I am a faculty member supervising non represented staff what is my role in PMP? 
    While you are not rated through this program, faculty members who have supervisory responsibility for non-represented staff will be responsible for conducting all of the typical managerial responsibilities required by the Performance Management Program. This includes guidance and assistance in setting goals, providing ongoing performance feedback, evaluating and rating the employee's performance and conducting the review discussion.

    Should the finalized goals be sent to Human Resources? 
    No. The finalized goals form is a working document and both you and your manager should retain a copy.  You should monitor your progress against these goals on a regular basis. We are changing our web-based system to Halogen in the early spring of 2014. Halogen, like Softscape, our former system, will house this information. 

    What is Halogen and when will it be available? 
    Halogen is a web-based system that we will use to manage all aspects of the Performance Management Program, including record keeping and communication.  We project that we will be able to begin system training in the early spring of 2014. 

    When will training on the new web-based system, Halogen, begin? 
    In the spring of 2014, we will provide web-based programs, as well as workshops, that will assist staff in preparing for the activities that occur at the end of the performance management cycle, including: how to write goal outcomes; understanding and using the rating criteria; being an effective leader and/or participant in the performance management discussion; and creating a personal development program.  In addition to providing training in the Halogen program, we will continue to offer training support the Performance Management Program.

    I understand that the goals I entered into the "Goal Setting Form" are used as the basis for my goal discussion.  Do we have something similar for discussing competencies? 
    During the goal setting portion of the performance management cycle, we recommend that, after discussing goals, the manager and staff member use the employee's competency listing as the basis for discussion.  As the competency listings contain definitions for each competency, reviewing the listing identifies the specific behaviors expected of staff.  In addition, this discussion will help to ensure an understanding that competencies are a "whole person" approach to performance.  That is, as competencies are demonstrated and observed throughout the rating cycle, it is this year long behavior that is the basis for competency ratings. 

    Should employees write anything in reference to the competencies? 
    No, nothing further is needed.  

    What should I do if I report to more than one supervisor?
    We recognize that this will occur, particularly in areas where staff of one department performs their work at their client department's location.  We are available to you to assist you in clarifying individual or unique circumstances. 

    What responsibilities does the manager have in this process? 
    Managers are responsible for ensuring that they work with their direct reports who are participants in the program through all phases of the process.  Managers should be providing guidance to their staff by helping them to identify the significant areas in which they should be writing goals, reviewing their employees' draft goals, and then finalizing the goals and their weights. 

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