in 2015, Citizen Schools designed a new performance management process that trades in a emphasis in scoring for a focus on genuine conversations and progress to goals. This deck was used to roll out the new process through small group discussions with both managers and individual contributors.

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January, 2015
Performance Management
Philosophy, Model, and Process

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You Can’t Forget the Soft Stuff
“ [For] most people that derail as
leaders … it’s not because they
couldn't do the math and calculate
return on investment properly. The
issues are communication and
understanding. All of what typically
would've been called the 'soft stuff.'
You have to be authentic. You have to
be dialed into the soft stuff.
Douglas Conant
CEO, Campbell Soup
2001-2011

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Sharing Something New
▪ Citizen Schools’ Senior Leadership Team is Proud to
Share our New Performance Management Process
▪ We’ve made thoughtful changes to our existing practice in
order to:
▪ Position all staff for success
▪ Improve our management practice
▪ Promote staff retention
▪ Cultivate Growth
▪ Inspire the best in each of us
▪ Talent is holding 15 small group discussions with both
managers and individual contributors to create a safe
space to learn and an opportunity to build new habits

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We Are All Learning Together

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The Learning Starts Here
Thinking About It:
● Learn the philosophy and research behind the new
PMP
Prepare for Action:
● Learn the PMP system and process and know what
resources are available to support your learning
Participants will be able to:
1. Describe the rationale for change
2. Describe the 3 main principles of our PMP
3. Outline the 4 components of the QPC
4. Identify resources to support adoption of the
new process

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Thinking About It
What do we mean by Performance
Management Process or PMP?
Performance management is the process of creating a work environment or
setting in which people are enabled to perform to the best of their abilities.
Performance management is a whole work system that begins when a job is
defined as needed. It ends when an employee leaves your organization.
It is not just performance appraisals, but the series of steps taken by managers to
support, develop, coach, understand and connect with their direct reports.
Performance Improvement Plans (PIPs) are related to our Performance
Management Process, but separate. PIPs are introduced by managers when
employees are struggling beyond what is normally expected to achieve expected
outcomes.
Source: Heathfield, Susan M. "Performance Management Is NOT an Annual Appraisal." N.p., n.d. Web. 06 Jan.
2015.

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Thinking About It
Most organizations use the same practices to manage performance…
…yet fewer than 3% get the results they are seeking.
Source: Ashford, Orlando, ed. "2013 Global Performance Management Report" (2013): n. pag. Mercer Talent. Web. 3
Jan. 2015.

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Thinking About It
Discussion Point:
Why might these elements not work to drive performance?
Source: Ashford, Orlando, ed. "2013 Global Performance Management Report" (2013): n. pag. Mercer Talent. Web. 3
Jan. 2015.

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Some Reasons for Failure Include:
1. Competing priorities - employees want recognition and
managers want to see improvement.
2. Lack of trust - do I care what my manager thinks?
3. Numbers label people - are you judging me or my work?
4. Process is complex - can one manager do it all for each
direct report?
5. Failures of servant leadership - am I here to judge or help?
Thinking About It
“When there is limited trust and openness there is little
chance for engagement, growth, collaboration,
creativity and possibility. “
- Steven Covey
Leading at the Speed of Trust

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Thinking About It
Trust → Engagement → Results
The service-profit chain
Sustainability,
growth for
students &
communities
Engaged
funders &
school
partners
Engaged
employees
Source: Davis, Paul J. "In Search of the Common Wealth: A Service-profit Chain for the Public Sector." International
Journal of Productivity and Performance Management 55.2 (2006): 163-72. Web.

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Where Does Trust Come From?
Thinking About It
Source: Maister, David H., Charles H. Green, and Robert M. Galford. The Trusted Advisor. New York: Free, 2000.
Print.

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The components of trust building are fundamental to our
new approach to performance management
Thinking About It
Credibility
Multiple points of interaction that focus on the individual
strengths of both direct reports and managers
(Know our individual talents)
Reliability
Demonstrate an ongoing commitment to cultivating success
by following each component of the PMP with consistency
Intimacy
Ongoing opportunities for private dialogue focused on
supportive and honest feedback from managers and direct
reports familiar with each others’ day-to-day work.
Self-orientation
See other perspectives and align towards common goals
through increased opportunities for dialogue and
collaboration.

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Thinking About It
And the science shows us when we get this
balance right we can create magic called:
FLOW
A matching of job responsibilities and
individual strengths that lead to:
MASTERY

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We’ve designed our new process with trust in mind and...
Three Main Principles
Prepare for Action

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On-going opportunities for managers and direct
reports to share specific and timely feedback with
each other. Investing in each others success by
providing key insights to promote growth and
excellence.
Prepare for Action
Continuous
Informal
Feedback
Quarterly
Performance
Conversations
1:1s
Deep dives four times per year to review progress
towards goals at key milestones and include
structured dialogue about strengths,
organizational values, career growth or employee
engagement.
Dedicated weekly one-on-one interactions of at
least 30 minutes that allow managers and direct
reports to catch-up, review tactics for goal
attainment and position managers to help remove
roadblocks to success.

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Prepare for Action
Questions on Philosophy or
Principles?

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Prepare for Action
Each Quarterly Performance Conversation
(QPC) includes four components.

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Before your QPC, you and your manager will
spend time aligning on what you’d each like to
discuss during the upcoming conversation.
Prepare for Action
Prepare for your upcoming conversation, by
reflecting on the agenda and using UltiPro to
record and send your self-assessment of goals to
your manager for their review and comments.
Agenda Setting
Reflection
Goals are assessed using the Stop Light Model
Green: goal is on-track for completion
Yellow: goal may move off track, careful attention is
needed
Red: goal is off-track, and may not be be completed on time
or with expected attention to quality.

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Prepare for Action
Using your regularly scheduled 1:1 you will meet
with your manager to have a genuine, open
dialogue about goals as well as one of the four
pre-selected topics.
At the completion of the QPC, both the manager
and the employee need to sign off on the review
and submit an exit ticket.
Conversation
Wrap-up
NOTE: While goals are rated using the Stop Light Model
during Quarters 1-3, each employee will receive a 1-5
numerical rating on their goals in Q4.

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Prepare for Action
Here’s the schedule for QPCs:
Quarter End Date QPC Completion Date
Quarter 1 September 30 October 31
Quarter 2 December 31 January 31
Quarter 3 March 31 April 30
Quarter 4 June 30 July 31
● The PMP process will open on the last day of the
quarter.
● In FY15 the Q2PC PMP Process will not open until
January 14 to give employees extra time to finalize
goals.

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1. You must have goals in UltiPro to have a
QPC.
▪ If you set goals in Cornerstone…
Your goals are now in UltiPro, please review them and
update as needed.
▪ If you didn’t set goals in Cornerstone…
Create goals directly in UltiPro this week and submit
them to your manager for review (using the system).
Kait Rogers and Dana Connolly are available to help
with goal-setting.
Taking Action

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2. You must have a standing weekly 1:1 with
your manager.
Check out the available resources on 1:1s:
For Managers: http://www.manager-
tools.com/2005/07/the-single-most-effective-management-
tool-part-1
For Direct Reports: https://www.manager-
tools.com/2008/02/one-on-ones-for-the-direct
Taking Action

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3. Review the resources available on WOW
Cloud.
http://wowcloud.citizenschools.org/talent/pmp
1. Review the appropriate QPC Guide.
2. Sign up for 1 hour webinars:
a. Strengths-Based Approach (1/15 @ noon EST)
b. Managing to Goals (1/20 @ noon EST)
c. Genuine Conversations (1/23 @ 2PM EST)
3. Take advantage of available articles and podcasts.
Taking Action

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4. Lean in, think about how to build the
highest quality relationships with each
other and call an employee relations
generalist (ERG) if you need help.
▪ Julia Herzig - 617-695-2300 x1290
Serving MA, TX, US2020, and National/HQ
▪ Christina Paul - 617-695-2300 x1291
Serving CA, IL, NC, NJ, and NY
Taking Action

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APPENDIX: Navigating UltiPro

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UltiPro: Goals
Myself menu → Career & Education section → Goals link

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UltiPro: Adding Goals

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UltiPro: Reviews
Myself menu → Career & Education section → Reviews link

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UltiPro: My Reviews

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UltiPro: My Reviews

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UltiPro: Inbox/Requests