Director's Message
Labor Management Conference
MAP Rules and Responsibilities
Heard It Through the Grapevine...
Organizational Change: What does it mean?
Organizational Culture
MSU College of Technology, Great Falls: A Success Story
Glossary of MAP Terms

Change. The cliche is true: change is inevitable. All of our lives, we have experienced change. As we grow older, our bodies change; our interests change; our food preferences change. Many times, our friends change, we change neighborhoods, and our priorities change. Some of these changes are for the better and we are happy with them. Others leave us wanting, so we try to alter the direction through subtle or drastic measures. If we are persistent, we tend to be successful in making positive changes happen. When we allow our resolve to wane, we find ourselves in the same old rut.

MAP (the Montana University System Achievement Project) is about change. The Task Force that developed the proposal was jointly comprised of labor and management representatives. MAP is intended to be a collaborative effort to CHANGE the way in which the campuses in the Montana University System value and recognize staff.

MAP is more than just a "to do" list of tasks - role descriptions, performance plans, checkpoint reviews, and performance reviews.

MAP is a philosophy. It strives to recognize the talents and contributions of individual employees. MAP provides the catalyst encouraging supervisors and employees to collaborate on goal setting and shared decision-making and to engage in ongoing, open and honest communication. Through the mechanisms provided for in MAP, the efforts of good supervisors and managers are applauded and the efforts of staff are rewarded. MAP supports professional development and works to hold people accountable - both employees and management.

MAP is all about change. You bet it is.

In some departments, MAP will feel like business as usual. In these departments, there is a tradition of communication, shared ownership in departmental initiatives, and the celebration of jobs well done.

For other departments, MAP is going to feel a bit uncomfortable for a while. Similar to changing our diets or exercise habits, adopting the principles of MAP may bring discomfort throughout the organization. But, if we are persistent and we stick with it, MAP holds great promise for making us all feel better about ourselves and our work environments.

As we proceed with our transition to MAP, the experience is somewhat analogous to the changes of the seasons. We wait with anxious anticipation for the arrival of each season and as one gives way to another, we want immediate gratification. Such is not the case with the seasons and such will not be the case with MAP. We must be patient. We have planted a seed. It is time to provide constant nurturing and attention. Done right, we will watch the program blossom before our eyes and it will prove to be worth the wait!

In late May, the Federal Mediation and Conciliation Service held its 11th annual Labor-Management Conference. This conference brings together labor and management representatives as well as "third party neutrals" (mediators and arbitrators) from throughout the country. Many of the educational sessions explored collaborative labor-management efforts much like our own MAP (Montana University System Achievement Project).

From Kaiser-Permanente to the City of Seattle, these partnerships are being successfully undertaken in a variety of organizations. The good news is that we are doing everything RIGHT! The infrastructure that has been established for MAP is consistent with similar programs elsewhere in the country.

With the initial implementation completed and the various Labor-Management Committees in place, it's time to look to the future. What will it take to make MAP a success? Overwhelmingly, the message is "PATIENCE!"

Change is never easy. How many of us have made New Year's resolutions to lose weight, quit smoking, maintain an exercise program, watch less tv, read more, spend more time at home, and a myriad of other commitments? How often have we lost our resolve days and weeks into the new year?

MAP constitutes change. It is more than new forms, new terms, and new pay options. It is a fundamental difference in the way in which the University system recognizes staff (see related article on organizational change). The successful transition to MAP will not be effortless and it will not happen overnight.

The successful transition to MAP requires commitment from everyone throughout the organization. From campus chief executive officers to non-supervisory staff, it is incumbent upon each and every individual to step forward and commit to making this program work.

Commitment means taking the time to understand MAP; embracing the philosophical premises upon which MAP is based; actively fulfilling the required processes provided for in the system; articulating concerns; and offering constructive suggestions for improvement.

The Montana University System Achievement Project Performance Development and Compensation Programs link Montana University System strategies and goals to employees' individual roles and goals. They are powerful tools that require frequent and open communication between supervisors and employees. They also position employees to develop the skills they need to attain their goals.

The programs are designed to:

• Develop a program structure to assist in retaining and attracting a high quality, diverse workplace.
• Establish a consistent framework with flexibility in pay delivery.
• Ensure employees have a clear understanding of the link between their contribution and the University's mission, as well as the mission and goals of the department.
• Build flexibility in reward programs to recognize both teamwork and individual performance.
• Recognize and reward skills and behaviors (Job Success Factors) necessary to be successful in our changing environment.
• Have credibility within the University community and be easy to understand and administer.
• Reward continuous improvement of services to customers, greater efficiency, and an increase in skill level and job satisfaction.

• Communicate University and work unit mission and goals to all employees.
• Communicate how the Performance Development and Compensation Programs work and add value to the employees and the University.
• Actively participate in all training programs and continually apply concepts.
• Work collaboratively with employees to set realistic performance goals and identify departmental needs.
• Implement each stage of the Performance Development Program.
• Prepare Performance Review documents and conduct communication meetings with employees; adhere to program policies and procedures.
• Collaboratively review and update goals during checkpoint review meeting(s).
• Actively support employee's effort to achieve and exceed performance expectations.
• Administer Compensation Program in a fair manner that recognizes individual employees' contributions to achieving organizational and professional goals.

• Work collaboratively with supervisor to set realistic performance goals and identify professional development needs.
• Accept primary responsibility for achieving expected individual performance goals.
• Demonstrate the desire and flexibility to develop the skills and Job Success Factors necessary for the position.
• Request coaching and assistance to keep performance and development plans on target.
• Provide input to supervisor as part of the review process.
• Contribute to open, two-way communication during coaching and appraisal discussions.
• Actively participate in all employee training programs and apply concepts in the workplace.

Q: All of this new paperwork is so much work...I don't have time for MAP.
A: Initially as we first made the transition to MAP, there was work associated with training as well as writing new role descriptions and performance plans. And it is true that the checkpoint reviews and performance review require employees and supervisors to take the time to meet and report on the outcome of that meeting.

However, remember, that making an investment of time to engage in a dialogue about goals and desired outcomes should ultimately result in an improved work environment. Once everyone becomes more familiar with the process, the paperwork associated with MAP should really not be overwhelming.

Q: I have tried repeatedly to schedule a checkpoint review with my supervisor. What happens if he won't meet with me?
A: First, you are to be applauded for your efforts. If you continue to experience difficulties, document your attempts to schedule a meeting. Then you have a couple of options: a) you can speak to your supervisor's supervisor, explaining the issue and seeking their assistance and advice; or b) you can contact your Human Resources or Personnel Services Office. Be persistent. It is important that you and your supervisor follow through on this commitment.

Q: One of my goals was maintaining levels of customer service. I was told that I had to change it. Why?
A: A goal related to customer service is a great idea! However, your goal may be difficult to measure. Look at the language in your goal. Was it detailed enough to address each of the SMART criteria? How does it utilize at least one of the Job Success Factors in order to meet the goal?

In a goal such as this, one of the difficulties is measuring the outcome. You may need to identify the elements of the customer service required and then develop some mechanisms for measurement such as customer survey cards or solicit input from your co-workers or those who work most directly with you.

Q: Goals are expected to be above and beyond my normal duties and tasks. I have too much work to do as it is. How do you expect me to add anything to an already full plate?
A: This continues to be a major misperception. For the record, "goals should not be an increase in workload!" As you work with your supervisor on the development of your next Performance Plan, make sure that the goals are realistic and attainable. Remember, goals are mutually developed. If you think that any of the goals are not accomplishable, engage your supervisor in a constructive conversation in an effort to resolve the points of disagreement. Are there duties that must be re-assigned to free up some of your time? Is the goal realistic if broken into increments? Remember, your campus HRS/Personnel Services department is available to assist both of you in agreeing upon a Performance Plan.

Q: I am a non-union, classified staff person who supervises several positions. I am having difficulty finding the time to touch bases with each of the staff members who report to me. Any suggestions?
A: One of the concerns that MAP has brought to light is that there are many mid-level supervisors in your situation. In reality, in some of these situations it is unrealistic to think that one person can collaborate on quality Performance Plans, Checkpoint Reviews, and Performance Reviews with an inordinate number of staff members.

This is a good time to start looking at options. Is there a better way to structure the staff? Is there a potential to create "lead" positions through the use of Career Ladders? Share your frustration as well as your ideas for solving the problem with your supervisor. Your campus Human Resource or Personnel Services staff may be able to help.

Q: The approval process for Lump Sum Bonuses seems to be arbitrary and cumbersome. Why is it so convoluted?
A: The purpose of Lump Sum Bonuses is to reward individual performance and outcomes that respond to the University and department mission and are significantly beyond the regular expectations for the position. They are not intended to provide a "good employee with a little something extra."

The approval process was designed to provide checks and balances. The oversight by your campus Human Resource or Personnel Services staff is to insure that Bonuses are appropriately granted for legitimate effort and that monetary rewards are consistently applied. The involvement by campus executive officers is in response to their desire to be part of the approval process in order to applaud the rewarded employees.

To date, the review process has resulted in some situations wherein the Human Resource or Personnel Services staff worked with department heads to identify other more appropriate options.

Q: One of my staff members is so focused on achieving her goals that her regular job tasks aren't getting done. What can I do?
A: This is just the situation that MAP aims to avoid. When goals are truly developed collaboratively between supervisor and employee, they will represent a prioritization of the many duties and tasks that the employee already performs. If goals actually involve "new" duties and tasks then you and your staff member need to determine what current aspects of the position can be eliminated or re-assigned to free up time in which to accomplish the new initiatives.

By incorporating Job Success Factors in the goal statements, you create a bridge from goal achievement to overall performance. Write a specific goal relating it to at least one of the Job Success Factors. This will enable you to focus on overall performance during the Checkpoint and Performance Reviews.

If there are actual job performance issues, those need to be handled in the same manner with which they have always been dealt. Again, this is a good time to consult with your campus Human Resource or Personnel Services staff.

Much has been said about the cultural change that will result as an outcome of the implementation of MAP (the Montana University System Achievement Project). What exactly does that mean?

The Classification Task Force that developed MAP identified several critical factors of a healthy, productive workplace. Some of these were tied to compensation. Hence, the identification of achievement pay and the other creative options in the new pay plan.

However, ever mindful that MAP is not capable of solving all issues related to compensation, the Task Force looked to other factors that contribute to a workplace wherein employees feel valued. They designed MAP to be more than a simplistic system of revised forms and pay increases.

MAP is the foundation for a change in organizational culture that will benefit individual staff members and the universities. Focus on collaborative decision- making, staff involvement in goal setting and job performance assessments, increased accountability of both administrators and staff, and reward structures for high performers will ultimately change the organizational climate to one of proactive involvement by staff in their professional development and contributions to the university's mission.

The following is intended to provide a brief description of the workplace culture that MAP strives to create.

• Shared Decision-Making: By actively involving staff in decision- making, the organization will benefit from the knowledge held by staff members resulting in better decisions and shared ownership in the consequences of those decisions.
• Shared Goal Setting: By actively communicating institutional and departmental missions to all employees, there will be a shared sense of purpose. As a result, employees will experience ownership in the strategies developed to achieve desired outcomes and a sense of pride in playing a role in that success.
• Open Communication: By encouraging supervisors and department heads to develop work environments supportive of open and honest communication, the organization will benefit from the resulting dialogue as accurate information flows in all directions.
• Valuing the Talents and Contributions of Individuals: By exercising the various pay plan options, the organization is demonstrating its willingness to invest in the development of an individual and/or group of employees; and employees are more willing to take on additional responsibility and learn new skills when they have the support of the organization.
• Accountability: Holding deans, directors, department chairs, managers, supervisors, and employees accountable for decisions and actions is critical. Individuals who are not willing or able to see the value in encouraging labor/management collaboration will be held accountable. This may mean that some people are no longer comfortable working in this environment. That is a reality and we will wish those individuals well as they move on to other pursuits.