Performance Management at SLAC

Tool

Every employee has access to competencies and goals with the lab’s Setting Expectations and Tracking Goals Tool.

Definition

Performance Management is SLAC’s way of involving employees in the accomplishment of the laboratory’s mission.

The performance management process involves year-round feedback and coaching from managers to employees (calendar). It begins when a manager meets with an employee to discuss the employee’s job description, competencies and goals. In this discussion, the manager should clearly communicate what they expect of the employee and how the employee can effectively achieve those expectations. The discussion also presents an opportunity for the manager and employee to address and correct any misperceptions about the employee’s job description, competencies and goals.

Essentially, this two-way dialogue should help the employee understand how their job responsibilities align with their departmental and directorate goals, as well as the mission of the laboratory.

Matrixed Management

Matrixed management occurs when an employee is matrixed to – i.e., works for or reports to – one or more managers outside of their home department. While this approach gives the lab enormous flexibility to move resources where they are needed, it challenges the employee’s home supervisor to seek performance input from the employee’s matrixed supervisor, as well as input from any functional leads.

Competency Model

SLAC’s Competency Model describes how employees should accomplish work and goals in accordance with the lab’s values.

· Essential Competencies represent the core measures of performance for all employees, and are used to set expectations and assess employees at all levels.

· Leadership/Professional Competencies measure the performance of employees in a supervisory or leadership role and are required for all supervisors. These may also be relevant for non-supervisory employees, but are not required.

· Scientific Achievements, which evaluate endeavors unique to scientists. They are optional for employees engaged in scientific research.

Performance Goals

Meaningful performance and development goals are an important part of the performance management process, because they measure the effectiveness and efficiency of performance results. Goals are different than day-to-day tasks specified by an employee’s job description or position summary.

Creating meaningful performance goals is required for employees in a supervisory role and recommended for all non-supervisory employees.

Merit increases are linked to overall job performance, and bonuses are awarded based on documented achievement of goals aligned to lab objectives.

Employee Responsibilities

Understand how your job fits into the goals set by your department, directorate and the laboratory
Understand the Essential Competencies (and Leadership/Professional Competencies, if supervisor selected) used to measure accomplishment of your daily work
Work with your supervisor to identify and create performance and development goals
Record and track performance and development goals using the Setting Expectations and Tracking Goals tool
Provide input to your annual performance evaluation using the employee input form

Supervisor Responsibilities

Maintain up-to-date position summary and job descriptions for all employees
Identify applicable performance competencies for each individual employee
Identify performance and development goals for each individual employee
Obtain performance input from employees and from functional leads and/or matrixed managers, as appropriate
Discuss performance throughout the year to help employees understand how you measure their individual success, the success of your group, the success of your directorate and the success of the lab
Advise employees to enter and track their performance and development goals using the Setting Expectations and Tracking Goals tool
Identify and discuss barriers to meeting performance expectations. Initiate Performance Improvement Plans (PIP) or disciplinary action, as warranted
Off-cycle Performance Evaluations Guidance and Off-cycle Performance Evaluation form

Matrixed Manager and/or Functional Lead Responsibilities

· Provide performance input to administrative supervisor – ongoing and when requested

Rewards and Recognition

Compensation

Timelines and process for twice-yearly job classifications
Fiscal Year Performance Bonus Program
Other Performance Bonuses

SPOT Awards

The SLAC Spot Award and Recognition Program offers managers and supervisors a fast and easy way to recognize employees for performance, behavior or accomplishments that contribute to achieving the vision, mission and values at SLAC. These “on the spot” monetary awards come in the form of $25 gift cards to Target, the Stanford Bookstore or Cinemark Movie Theaters.

Resources

Training

Classroom schedule (conducting PE’s; goal setting)
To register for Annual Performance Discussion click here (dates and locations TBD)
Performance Management
- Training Slides (pdf)
- Enroll here
Coaching for Improved Performance
- Training Slides (pdf)
- Enroll here

Informational Aids

o Communicating Expectations (http://www-group.slac.stanford.edu/hr/forms/CommunicatingExpectations_Guideline.pdf)

o “How to conduct” PE presentation - Conducting Performance Evaluations: (http://www-group.slac.stanford.edu/hr/t/Conducting_Performance_Evaluations_OpenDialogue.pdf)

o Goal setting presentation

o Functional Lead / Matrixed Supervisor Input Form

o FAQ's