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.
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 email@example.com or Michael Sica at firstname.lastname@example.org 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.
Michael Sica, Employee Relations &
212-960-5400 ext. email@example.com
Natasha Reid, Employee Relations &
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. 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: For questions regarding the training sessions, please contact Natasha Reid at firstname.lastname@example.org or Andrew Flatgard at Andrew.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.
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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