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What is the Collaborative Performance Management System (CPMS)?

Performance management, in general, is really about good people management. Specifically, CPMS is a systematic and ongoing process of communication and collaboration between a supervisor and an employee during a year-long performance management cycle that aligns individual performance to the County’s strategic priorities and supports individual learning and development.

What are the components of CPMS

The performance management cycle has three parts:

  • Performance Planning and Goal Setting: to clarify expectations, set goals and define what successful performance looks like
  • Performance Feedback and Coaching: to let employees know how they are doing and encourage learning and effective future performance
  • Performance Review and Evaluation: to discuss and document performance based on feedback given throughout the cycle, and set the stage for next year’s performance planning and goal setting

 What is the purpose of collaborative performance management?

The Goals of CPMS are to:

  • Improve alignment between County and individual goals
  • Enhance support for employee learning and performance
  • Maximize effectiveness at the employee, work unit, department and organizational level.

Why was CPMS developed?

CPMS was developed based on input from throughout the County organization and the best people management strategies from across the country. The County is dedicated to CPMS as a top organizational priority because it provides essential tools to plan carefully and work collaboratively to support our workforce and accomplish our vital public service mission.

How does CPMS differ from the old County evaluation process?

CPMS represents a number of significant changes and improvements to the County’s current performance management system. A few highlights include:

  • An overall focus on performance management as an ongoing process, rather than a one-time, year-end event,
  • The recognition that a collaborative relationship between employee and supervisor will best support the employee’s performance, learning and growth,
  • A focus on both performance standards and goals to reflect important job responsibilities, and
  • An explicit commitment to employee development.
  • Greater alignment between individual work and goals set at the division, department or county level.
  • A year-end review process that is more objective and meaningful, with fewer surprises.
  • More training, resources and tools, including the Workday Talent Management Module.

What are my responsibilities an employee?

County employees are expected to:

  • Work with their supervisor to understand the Performance Factor expectations for their position
  • Work with their supervisor to create Performance Goals that reflect their job responsibilities and results
  • Create Development Goals that focus on areas for learning and growth
  • Create action plans and manage their work to accomplish their goals
  • Access Workday periodically to update the status of their goals
  • Participate fully in one-on-one meetings to communicate goal progress, discuss issues and seek guidance and support
  • Respond constructively to value-added feedback about their performance
  • Complete a Self-Review and participate in a review meeting in order to provide input into their Performance Evaluation

What are my responsibilities as the supervisor?

County supervisors are expected to:

  • Develop their own goals and share them with direct reports
  • Assist direct reports with the creation of their goals
  • Discuss and establish Performance Factor expectations
  • Conduct regular one-on-one meetings
  • Provide regular and consistent value-added feedback to improve performance and development
  • Frequently use a variety of coaching practices to facilitate growth and learning
  • Access Workday periodically to review their direct reports’ progress toward achieving goals
  • Conduct two Interim Reviews to discuss progress on goals and Performance Factors, adjust goals as necessary, and provide feedback and support
  • Conduct a timely year-end review process, resulting in a written Evaluation document which provides ratings and meaningful comments and incorporates input from the employee and indirect manager

How does CPMS use the terms “Employee” and “Supervisor?”

Although the terminology in CPMS refers to supervisors and employees as two distinct groups of people, this is not entirely accurate. Supervisors, are, of course, employees too. For the purposes of explaining roles in CPMS, the term “Employee” refers to everyone’s role in upholding their own job responsibilities and being accountable for their own performance. The term “Supervisor” refers to the role of some employees who have direct reports and, therefore, also supervise and support the performance of others. The term supervisor describes the relationship to the employee, and not the person’s classification, which could be supervisor, manager or director, for example.

Are there separate materials for Supervisors and Employees?

While most materials are developed for all CPMS participants, there are some how to guides and training sessions that are geared toward supervisors. These are intended to go into more detail about CPMS supervisory roles and practices. However, regardless of the audience, all CPMS materials are based on the same concepts and are shared in an open and transparent manner on the CPMS Resource site.

What does the term “Indirect Manager” mean in CPMS?

The Indirect Manager is a term used in the CPMS to refer to the person that the employee’s supervisor reports to, i.e. this is the manager one level removed from the employee. During the Performance Review and Evaluation phase of CPMS, Indirect Managers have a responsibility to review the evaluations prepared by their direct reports to provide input as necessary and ensure that ratings are explained with enough specificity and are applied consistently within the unit.

What are the annual performance cycle dates?

Departments follow one of two cycle schedules.

 
Fiscal Year Schedule
(July 1 - June 30)
October - September
Supervisors, in collaboration with their direct reports, set goals and expectations
 
Enter/update goals

June/July

August/September

Employees work on goals and update progress
 
Supervisors monitor goals

July-June

October-September

Supervisors conduct mid-year review

January

April

Launch Self Review Task
 
Employees complete their Self Review for prior year performance

May

August

Launch Annual Performance Review Task

June

September

Supervisors, in collaboration with their direct reports, conduct Annual Performance Review for prior year performance

June-September

 

September-December

Supervisors provide feedback and coaching

Ongoing

Ongoing