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.Listed in the accordions below are helpful resources and training. To get started with the Halogen Performance Management system, follow these steps to login for the first time:
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.
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.
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.
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 firstname.lastname@example.org or Michael Sica at email@example.com any questions.
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.
Natasha Reid, Talent Development718-430-3348 firstname.lastname@example.org
Michele Russo, HR Technology &
Christina Cruz-Mendez, HR
Tanisha Riley, Compensation
Thank you for your support and anticipated cooperation of this important
 Eligible individuals are defined as those employees not
categorized as faculty or not covered by a union contract.
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.
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.
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 GoalsIn 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
Measurable: When writing the goal, define
how you and your manager can measure its success. There are several ways to measure goals:
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.
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.
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.
In person, platform training will be offered to explain the new Performance Management Program and the Halogen system. The training schedule will be updated as new sessions are offered.
For questions regarding the training sessions, please contact Natasha Reid at email@example.com.
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
Please click the link to access the Rating Criteria in order
to view the ratings and description of
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.
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