The URL can be used to link to this page

Home My WebLink About2020CV116 - Stacy Lynne V. City Of Fort Collins, City Manager, City Attorney Carrie Daggett, Rachel Askeland And Karen Burke - 009I - Exhibit 9Overview for All Employees 8-5-15 (Press ENTER to progress through presentation) Defendants' Exhibit 9 DATE FILED: May 26, 2020 3:35 PM FILING ID: 7DA2BDCAE6892 CASE NUMBER: 2020CV116 You May Be Thinking… 2 • Why something new? • Why change it now? • What are we trying to fix? • What was wrong with the old Pay For Performance (PFP)? • How does it impact me? Defendants' Exhibit 9 QPA This overview will give you a better understanding of the City of Fort Collins’ new performance management process: 3 Defendants' Exhibit 9 We heard your feedback… 4 QPA was developed based on the following: FEEDBACK Process is cumbersome and takes too much time. Performance ratings often changed to achieve compensation goals. Excessive amounts of documentation required. No opportunity to give performance input on supervisor. Defendants' Exhibit 9 So, the QPA process is… 5 SIMPLIFIED FLEXIBLE MEANINGFUL TIMELY Defendants' Exhibit 9 Why QPA? Top 3 Benefits of QPA: 6 3 Individual goals that link to strategic priorities. 2 Gives employees opportunity for development and career planning. 1 Timely, meaningful performance conversations. Defendants' Exhibit 9 Old vs. New 7 PFP QPA Annual review, ratings, and documentation Supervisors spend more time on coaching, providing feedback, etc.; and all employees spend less time on documentation All employees spent more time filling out forms and other documentation; and supervisors less time providing timely and meaningful feedback Quarterly and recurring meaningful dialogue Minimal focus on growth & development Vague link to strategic priorities Stronger link to strategic priorities Minimal emphasis on individual development Focus was on documentation Formal meeting Annual review looking at past performance Stronger emphasis on individual development Emphasis on reflection and future performance Frequent informal conversations Enhanced growth/development for all employees Simplified forms; focus on meaningful dialogue Defendants' Exhibit 9 Total Rewards 8 Goal: Every employee perceives the City of Fort Collins as a great place to work and to be known as the employer of choice to attract, retain, engage, develop and reward employees. THE “IT” Work employees do THE “WE” People we work with THE “I” Meeting personal needs Defendants' Exhibit 9 Total Rewards Program 9 QPA: Accurately assess performance using a simple process that is timely and meaningful. AFFILIATION MEANINGFUL WORK CAREER COMPENSATION BENEFITS Defendants' Exhibit 9 Meaningful Work 10 MEANINGFUL WORK Providing employees with meaningful and challenging work in a motivating environment. Creating clear roles and expectations to empower employees to be successful. Employees improve their skills over time through a performance management process where setting goals and continuous feedback enables personal and professional growth. Defendants' Exhibit 9 Motivation & Success 11 MEANINGFUL WORK To Achieve Employees Must Be Given… • MEANINGFUL and CHALLENGING work in a MOTIVATING environment • CLEAR roles and expectations to EMPOWER them to be SUCCESSFUL Defendants' Exhibit 9 Philosophy All employees need to know: We perform at our best with clear direction and ongoing, constructive feedback on our work performance. 12 WHAT IS EXPECTED OF THEM HOW THEY ARE PERFORMING Defendants' Exhibit 9 Culture QPA is a critical aspect of the City of Fort Collins’ culture. Employees take pride in and are held accountable for performance. QPA is for classified, unclassified management, and contractual employees. Although QPA is not required for hourly and seasonal employees, supervisors may find it helpful to use QPA as a tool for evaluating those employees. 13 Defendants' Exhibit 9 Factors An employee’s performance is based on two areas: 14 RESULTS BEHAVIORS Then, those two areas are rated using this scale: OUTPERFORMING NEEDS IMPROVEMENT ON TRACK Defendants' Exhibit 9 Skills QPA supports employees in improving their skills over time. GOALS and CONTINUOUS FEEDBACK enable personal and professional growth. To develop and excel at work, everyone needs guidance, support and encouragement. 15 Defendants' Exhibit 9 Changes There are two essential changes with the QPA process: 16 CHANGE 1 Supervisors and employees will meet on a quarterly basis to discuss individual goals and performance expectations. CHANGE 2 Supervisors will spend more time on dialogue, coaching, and feedback; and less time on documentation. DURATION: The process is intended to take about 45 minutes per quarter for each employee — including preparation, documentation, and discussion. Defendants' Exhibit 9 Our Roles All employees and supervisors play a critical role in the QPA process through: 17 Ongoing assessment Feedback Development of high-performance teams Defendants' Exhibit 9 Two-Way Relationship To be effective, QPA must function as a two-way relationship between supervisors and employees. 18 Defendants' Exhibit 9 Responsibilities of … 19 EMPLOYEES Defendants' Exhibit 9 Employee Ownership City of Fort Collins employees are expected to take ownership of their: 20 BEHAVIORS DEVELOPMENT & CAREER PLANNING RESULTS Defendants' Exhibit 9 Employee Responsibilities 21 • Maintain clear understanding of individual goals and how supervisors, co-workers, and City programs support them. • Set concrete measures such as target dates and/or specific actions to track progress. • Ask how your goals support the City’s strategic priorities and ongoing operations. • Review behavior competencies to understand expectations of how work should be accomplished. • Identify knowledge gaps, deficiencies in technical and interpersonal skills, and other developmental needs. • Identify what is needed to excel and create a personal development plan. DURING FEEDBACK DISCUSSIONS Defendants' Exhibit 9 Employee Responsibilities 22 • Inform supervisors of progress or problems. Ask supervisors for help at any time and schedule a meeting with them to seek assistance. • Conduct mid-quarter self-assessment to access progress toward your goals and whether additional coaching or training is needed. • Participate in feedback discussions and meetings as opportunities to discuss achievements, areas for improvement and career interests. • Recognize that City’s organizational priorities and strategic plan, as well as your department’s objectives can change; adjust goals and/or development plan as needed. THROUGHOUT THE QUARTER Defendants' Exhibit 9 Responsibilities of … 23 SUPERVISORS Defendants' Exhibit 9 Supervisor Responsibilities Supervisors are responsible for building working relationships with employees, conveying expectations for results and confirming behaviors and the impact they have on individual and team relationships. 24 Defendants' Exhibit 9 Expectations of Supervisors 25 SUPERVISORS ARE EXPECTED TO: • Create environment that encourages open, two-way discussions. • Schedule and prepare for quarterly feedback discussions. • Explain the City’s strategic priorities/operations and how each employee’s work contributes to them. • Have regular conversations and provide feedback to avoid surprises; address issues in a timely and appropriate way. • Provide direction, support, and coaching. • Create and modify employees’ goals based on changing roles, responsibilities, and the City’s strategic priorities. • Create and update employee’s development plan. Defendants' Exhibit 9 QPA: 5-Step Process QPA features 5 Steps to assess performance: 26 Defendants' Exhibit 9 STEP 1 Employees set/revise Individual Goals and Individual Development Plans to align with the City of Fort Collins’ Strategic Plan Objectives. 27 Defendants' Exhibit 9 STEP 2 Employees complete a self-assessment, which allows them to report demonstrated Results and Behaviors over the past 90 days. 28 Defendants' Exhibit 9 STEP 3 Supervisors complete a supervisor assessment, which allows them to evaluate the employee’s Results and Behaviors. 29 Defendants' Exhibit 9 STEP 4 Employees and supervisors meet to discuss the employee’s past performance and forward focus on performance and development. 30 Defendants' Exhibit 9 STEP 5 Employees receive ratings on Results and Behaviors via the following scale: 31 OUTPERFORMING NEEDS IMPROVEMENT ON TRACK Defendants' Exhibit 9 STEP 5 32 ON TRACK OUTPERFORMING NEEDS IMPROVEMENT Employee consistently meets expectations and is successful in current role (most common rating). Employee consistently demonstrates superior performance and goes above and beyond the scope of his or her current role (i.e. taking on and succeeding in additional responsibilities or accomplishing major milestones). Employee performance is below expectations in one or more areas. Rating does not mean employee is failing, but rather some action is required to get back on track. A performance improvement plan should be established. Development goals may help support the plan. Defendants' Exhibit 9 QPA: Timeline 33 Quarterly Process Q3 2015 Quarterly Process Q4 2015 – Q3 2016 & Beyond Set Individual Goals Create Individual Development Plans Complete Self-Assessment Complete Supervisor-Assessment Feedback Discussion Assign Ratings Supervisor Alignment Set Individual Goals Create Individual Development Plans Complete Self-Assessment Complete Supervisor-Assessment Feedback Discussion Assign Ratings *Upward Supervisor Feedback = Employee = Supervisor = Employee & Supervisor Defendants' Exhibit 9 34 City Goal Cascade & Review Self-Assess Upward Feedback (Starts 2017) Supervisor Assess QPA Sessions Supervisor Alignment City Goal Cascade & Review Self-Assess Supervisor Assess City Goal Cascade & Review Self-Assess Upward Feedback Supervisor Assess Supervisor Alignment City Goal Cascade & Review Self-Assess Supervisor Assess RATINGS QPA Sessions RATINGS QPA Sessions RATINGS QPA Sessions RATINGS QPA: Timeline – 2016+ = All Employees = Supervisors = Supervisor by Service Area Q1 Q2 Q3 Q4 Defendants' Exhibit 9 Resources The following Total Rewards/QPA resources are available: • City’s Strategic Plan • Darin Atteberry Total Rewards Video • Total Rewards 35 Defendants' Exhibit 9 For More Information 3636 FOR MORE INFORMATION OR TO SHARE FEEDBACK… Check in with the QPA Core Team: • Kelly DiMartino • Janet Miller • Jamie Heckman • Doreen Kemp Seek out a Change Champion • Change Champion Team Also, please contact Carrie Williams if you are interested in or want more information about Change Management training. Defendants' Exhibit 9 THANK YOU! Defendants' Exhibit 9