ePerformance & Profile Management Project Information Guide (eP&PM)
Purpose: This guide is organized to provide a walk through of all meetings and background information related to the ePerformance & Profile Management Project. The intent is to provide a clear outline of all collected requirement information to aid in framing out next steps in developing a set of project activities to address the college needs associated with PCI compliance.
Audience: College Subject Matter Experts (SME) interested in progress on the ePerformance and Profile Management Project
With the recent approval in Working Group of Enhancement Request 236, the Human Capital ManagementSupport Team (HCM Support) is working with the Project Management Office (PMO) to prepare for the configuration of the ePerformance sub-module. The ePerformance sub-module is a feature that relies on Person Profiles to exist in HCM. Due to this dependency, the Profile Management sub-module is an integral part of the ePerformance implementation effort.
- ePerformance Profile Management sub-modules were delivered as part of the original implementation of PeopleSoft, but not fully configured for college use.
- May 2022 - STAC and WACTC Approved for 250 requirements remaining after the close of the initial implementation project to be transferred to the Project Management Office for assessment and possible implementation.
- March 2023 - CCG Vetted and Approved the promotion of Enhancement Request 236 to implement ePerformance. Reconfirmed March 2025.
- March 2025 - ER236 moved from 'Future Work' queue to 'Up Next' queue.
- March 2025 - CCG Reconfirmed Enhancement Request 236 to implement ePerformance.
- March 2025 - SBCTC implementation assessment determined the reliance of ePerformance on Profile Management, thus both modules require simultaneous configuration for release.
- March 2025 - Working Group (WG) Approved ER236.
- April 2025 - Call for College Advisory Group nominations.
- May 2025 - College Advisory Group Meetings Commenced
Resources
ePerformance - Link to original requirement (HR87) text and corresponding Oracle Implementation Guide
Profile Management - Link to original requirement (TM17) text and corresponding Oracle Implementation Guide
Videos:
- Oracle ePerformance 9.2 Overview Video - (Classic Pages - Oracle Channel)
- PeopleSoft Fluid Performance Management Enrollment (Oracle Channel)
- PeopleSoft ePerformance Streamlined Document Review and Approval Processes (Silent Oracle YouTube Video - CC Only)
- My Profile setup using PeopleSoft Fluid - (YouTube - Brief Overview of Profile Management in Fluid Employee Self-Service)
Global Configuration Values
Content (search) Group: Analytical
- Analytical thinking
- Problem-Solving
- Data Analysis
Content (search) Group: Communications
- Written Communications
- Oral Communications
- Presentation Development
- Presentation Delivery
- Organize & Presents Ideas Well
- Cross-Functional Communication Skills
- (New) Influences Effectively
Content (search) Group: Professional
- Emotional Intelligence
- Meets Department Expectations
- Time Management
- Maintain Confidentiality
- Professional Conduct
- Manages own time
- Prioritizes tasks
- Transfers knowledge
- Personal Accountability
- Self-Awareness
- (New) Moral Courage/Fortitude
- (New) Action Oriented (or) Operationally Effective
- (New) Manages Complexity
- (New) Focused on Customer Service
- (New) Exhibits Ownership
- (New) Demonstrates Learning Agility
- (New) Responsive to Dynamic Environment
- (New) Readily Adapts to New Technology
Content (search) Group: Project Management
- Vendor Contract Negotiations
- Budget Forecasting for Vendor Contracts
- Project Management
- Scope Management
Content (search) Group: Teamwork
- Team Player
- Fosters Positive Working Relationships
- Mediation Skills
- Conflict Resolution Skills
- Collaborative Decision Making Skills
- Adaptability
- Giving/Receiving Feedback
Content (search) Group: Analytic
- Budget Development/Planning
- Interpret & Comply with Accessibility Requirements
- Records Management (Archiving/Retention)
- Business/Financial Acumen
- Data-Driven Decision Making
- Interpret & Comply State/Federal Policies
- Illustrates Processes Flow Across the Organization
- Analyze Impacts of Processes Across the Organization
- (New) Understands Emerging Technologies
Content (search) Group: Project Management
- Organizational Change Management
- Continuous Process Improvement/LEAN
- Improving Engagement & Retention
- Maintains Effective Cross-Dept/Div Relationships
- Leading Virtual Teams
- Cross-cultural communication
- Adheres to Cybersecurity Standard Practices
- Communicate Complex Ideas and Processes
- (New) Aligns Goals with Execution
- (New) Fosters Goal Oriented Collaboration
- (New) Maximizes Impact with Limited Resources
- (New) Results Driven/Oriented
Content (search) Group: Strategic
- Strategic Planning
- Aligns with agency's mission, vision and values
- Visionary Thinking
- Organizational Design
- (New) Influences Across the Organization
- (New) Anticipate Internal Challenges
- (New) Aligns Diverse Perspectives
Content (search) Group: Adaptive Leadership
- Accountability
- Addresses Concerns Promptly
- Change Management
- Conflict Mediation
- Delegation
- Demonstrates Healthy Work/Life Balance
- Effective Tracking of Corrective Actions
- Improving Engagement and Retention
- Leading Through Ambiguity
- Leading Virtual Teams
- Learning Agility
- Managerial Courage
- Problem Solving
- (New) Aligns Resources to Goals
- (New) Fosters Effective Teams
Content (search) Group: Strategic Leadership
- Analyzing Organizational Structure
- Decision Making
- Provides Guidance on Policy Adherence
- Stakeholder Alignment
- Strategic Thinking
- Vision/Goal Setting
- (New) Champions Strategic Hiring
- (New) Strategic Global Insight
- (New) Influences Across the Organization
- (New) Politically Astute
- (New) Builds Consensus
Content (search) Group: Transformational Leadership
- Influencing Others to Enact Change
- Creative Thinker
- Demonstrates High Ethical Standards
- Employee Development
- Encourage Innovation
- Fosters Positive Work Culture
- Mentorship
- Performance Coaching
- Provide Constructive Feedback to Employees
- Set Expectations
- Succession Planning
- Supports Work/Life Balance
- Trust Building
- (New) Drives Engagement
Content (search) Group: Labor Management
- Handle Disciplinary Meetings
- Handle Employee Grievances
- Labor Relations
- Proactive Employee Relations Strategies
Content (search) Group: Union Management
- Arbitration
- Budget Forecasting for Union Contracts
- Change Management - Unionized Setting
- Handle Union Grievances
- Interpreting Collective Bargaining Agreements
- Labor (union) Law
- Union Conflict Mediation
- Union Contract Negotiation Skills
- Union Disciplinary Hearings
Content (search) Group: HCM
- Absence Management Module [HCM]
- Benefits Module [HCM]
- HR Core Module [HCM]
- Payroll Module [HCM]
- TAM Module [HCM]
- Time and Labor Module [HCM]
- Maintain Job Data [HCM]
- Maintain Payroll Data [HCM]
- Process Garnishments [HCM]
- Maintain Benefits [HCM]
- Process Faculty (FWL) Pay [HCM]
Content (search) Group: CS
- Admissions Module [CS]
- Academic Advisement Module [CS]
- Campus Community Module [CS]
- Student Records Module [CS]
- Academic Structure Module [CS]
- Curriculum Management Module [CS]
- Financial Aid Module [CS]
- Student Financials Module [CS]
- Online Admissions Application Portal (OAAP) [CS]
- Continuing Education [CS]
- International Student Processing [CS]
- Maintain Student Personal Information [CS]
- Class Scheduling [CS]
- Process Faculty Workload [CS]
- Matriculate Students [CS]
- Manage Events/Committees [CS]
- Manage Courses [CS]
- Manage Enrollment [CS]
- Manage Graduation [CS]
- 3Cs [CS]
- HighPoint Mobility [CS]
- Pell Processing and Reporting [CS]
- Running Start Processing [CS]
- Apprenticeship Student Processing [CS]
- High School Completion Student Processing [CS]
- SF Collections Processing [CS]
Content (search) Group: FSCM
- Purchasing Module [FSCM]
- Grants Module [FSCM]
- Project Costing Module [FSCM]
- Customer Contracts Module [FSCM]
- Travel and Expenses Module [FSCM]
- Billing Module (non-grant) [FSCM]
- Grant Billing [FSCM}
- Accounts Payable Module [FSCM]
- Accounts Receivables Module [FSCM]
- Commitment Control Module [FSCM]
- General Ledger Module [FSCM]
- Asset Management Module [FSCM]
- Treasury Module [FSCM]
- Planning Budgeting Cloud Solutions (PBCS) [FSCM]
- Manage Suppliers [FSCM]
- Customers/Sponsors [FSCM]
- Closing Periods/Years[FSCM]
Content (search) Group: Security
- PeopleSoft Security - Finance
- PeopleSoft Security - Human Resources
- PeopleSoft Security - Campus Solutions
- PeopleSoft Security - User Preferences [FSCM]
- PeopleSoft Security - SACR Security [CS]
- PeopleSoft Security - LaunchPad
Content (search) Group: Hardware
- Identifying and resolving hardware issues
- Server Installation
- Server Maintenance
Content (search) Group: Network
- Establish Domains
- Handle Brute Force Attacks
- Manage Port Configurations
- Troubleshoot network connectivity issues
Content (search) Group: Operating System
- Apple OS
- Linux Operating System Installation
- Linux Operating System Troubleshooting
- MAC Operating System Installation
- MAC Operating System Troubleshooting
- Windows Operating System Installation
- Windows Operating System Troubleshooting
Content (search) Group: Software
- Adobe Editor
- Applicant Tracking System (ATS)
- Canva
- Canvas
- Customer Relations Management (CRM)
- Google Product Suite
- HR Acuity (Case Mgmt.)
- HRIS
- Learning Management System (LMS)
- Maxient
- OnBase Document Storage
- Panopto
- SharePoint
- Vector (LMS)
- WebEx
- Zoom
Content (search) Group: Software (Microsoft)
- Microsoft Access
- Microsoft Excel
- Microsoft Outlook
- Microsoft PowerPoint
- Microsoft Project
- Microsoft Publisher
- Microsoft Visio
- Microsoft Word
- MS OneNote
- MS Planner
- MS Teams
At the October 16, 2025 Human Resources Management Commission (HRMC) meeting, the PMO and HCM Support Team shared a proposed set of global competency configuration values, developed in partnership with the ePerformance and Profile Management College Advisory Group (CAG). HRMC members inquired about the development process and whether existing models, such as Korn Ferry, informed the proposal. Some expressed concern that colleges adopting Korn Ferry might not see their needs fully reflected, which they view as an important opportunity to ensure broader alignment moving forward.
To support upcoming HR community feedback, the PMO Team proactively researched two widely recognized HR competency models. Korn Ferry offers 38 well-defined competencies, while Lominger includes 67 values with commonly accepted meanings identified through further research.
Both models are shared below to inform and inspire thoughtful input:
1. Ensures Accountability
- Holding self and others accountable to meet commitments
- Follows through on commitments and makes sure others do the same
- Acts with a clear sense of ownership
- Takes personal responsibility for decisions, actions, and failures
- Establishes clear responsibilities and processes for monitoring work and measuring results
- Designs feedback loops into work
2. Action Oriented
- Taking on new opportunities and tough challenges with a sense of urgency, high energy, and enthusiasm
- Readily takes action on challenges, without unnecessary planning
- Identifies and seizes new opportunities
- Displays a can-do attitude in good and bad times
- Steps up to handle tough issues
3. Manages Ambiguity
- Operating effectively, even when things are not certain or the way forward is not clear
- Deals comfortably with the uncertainty of change
- Effectively handles risk
- Can decide and act without the total picture
- Is calm and productive, even when things are up in the air
- Deals constructively with problems that do not have clear solutions or outcomes
4. Attracts Top Talent
- Attracting and selecting the best talent to meet current and future business needs
- Attracts and selects diverse and high caliber talent
- Finds the right talent to meet the group’s needs
- Closes talent gaps with the right balance of internal and external candidates
- Is a good judge of talent
5. Business Insight
- Applying knowledge of business and the marketplace to advance the organization’s goals
- Knows how businesses work and how organizations make money
- Keeps up with current and possible future policies, practices, and trends in the organization, with the competition, and in the marketplace
- Uses knowledge of business drivers and how strategies and tactics play out in the market to guide actions
6. Collaborates
- Building partnerships and working collaboratively with others to meet shared objectives
- Works cooperatively with others across the organization to achieve shared objectives
- Represents own interests while being fair to others and their areas
- Partners with others to get work done
- Credits others for their contributions and accomplishments
- Gains trust and support of others
7. Communicates Effectively
- Developing and delivering multi-mode communications that convey a clear understanding of the unique needs of different audiences
- Is effective in a variety of communication settings: one-on-one, small and large groups, or among diverse styles and position levels
- Attentively listens to others
- Adjusts to fit the audience and the message
- Provides timely and helpful information to others across the organization
- Encourages the open expression of diverse ideas and opinions
8. Manages complexity
- Making sense of complex, high quantity, and sometimes contradictory information to effectively solve problems
- Asks the right questions to accurately analyze situations
- Acquires data from multiple and diverse sources when solving problems
- Uncovers root causes to difficult problems
- Evaluates pros and cons, risks and benefits of different solution options
9. Manages Conflict
- Handling conflict situations effectively, with a minimum of noise
- Steps up to conflicts, seeing them as opportunities
- Works out tough agreements and settles disputes equitably
- Facilitates breakthroughs by integrating diverse views and finding common ground or acceptable alternatives
- Settles differences in productive ways with minimum noise
10. Courage
- Stepping up to address difficult issues, saying what needs to be said
- Readily tackles tough assignments
- Faces difficult issues and supports others who do the same
- Provides direct and actionable feedback
- Is willing to champion an idea or position despite dissent or political risk
11. Customer focus
- Building strong customer relationships and delivering customer-centric solutions
- Gains insight into customer needs
- Identifies opportunities that benefit the customer
- Builds and delivers solutions that meet customer expectations
- Establishes and maintains effective customer relationships
12. Decision Quality
- Making good and timely decisions that keep the organization moving forward
- Makes sound decisions, even in the absence of complete information
- Relies on a mixture of analysis, wisdom, experience, and judgment when making decisions
- Considers all relevant factors and uses appropriate decision-making criteria and principles
- Recognizes when a quick 80% solution will suffice
13. Develops talent
- Developing people to meet both their career goals and the organization’s goals
- Places a high priority on developing others
- Develops others through coaching, feedback, exposure, and stretch assignments
- Aligns employee career development goals with organizational objectives
- Encourages people to accept developmental moves
14. Values differences
- Recognizing the value that different perspectives and cultures bring to an organization
- Seeks to understand different perspectives and cultures
- Contributes to a work climate where differences are values and supported
- Applies others’ diverse experiences, styles, backgrounds, and perspectives to get results
- Is sensitive to cultural norms, expectations, and ways of communicating
15. Directs work
- Providing direction, delegating, and removing obstacles to get work done
- Provides clear direction and accountabilities
- Delegates and distributes assignments and decisions appropriately
- Monitors progress by maintaining dialogue on work and results
- Provides appropriate guidance and direction based on people’s capabilities
- Intervenes as needed to remove obstacles
16. Drives Engagement
- Creating a climate where people are motivated to do their best to help the organization achieve its objectives
- Structures the work so it aligns with people’s goals and motivators
- Empowers others
- Makes each person feel his/her contributions are important
- Invites input and shares ownership and visibility
- Shows a clear connection between people’s motivators and the organizational goals
17. Financial Acumen
- Interpreting and applying understanding of key financial indicators to make better business decisions
- Understands the meaning and implications of key financial indicators
- Uses financial analysis to generate, evaluate, and act on strategic options and opportunities
- Integrates quantitative and qualitative information to draw accurate conclusions
18. Global Perspective
- Taking a broad view when approaching issues, using a global lens
- Looks toward the broadest possible view of an issue or challenge
- Thinks and talks in global terms
- Understands the position of the organization within a global context
- Knows the impact of global trends on the organization
19. Cultivates Innovation
- Creating new and better ways for the organization to be successful
- Comes up with useful ideas that are new, better, or unique
- Introduces new ways of looking at problems
- Can take a creative idea and put it into practice
- Encourages diverse thinking to promote and nurture innovation
20. Interpersonal Savvy
- Relating openly and comfortably with diverse groups of people
- Relates comfortably with people across levels, functions, culture, and geography
- Acts with diplomacy and tact
- Builds rapport in an open, friendly, and accepting way
- Builds constructive relationships with people both similar and different to self
- Picks up on interpersonal and group dynamics
21. Builds Networks
- Effectively building formal and informal relationship networks inside and outside the organizations
- Builds strong formal and informal networks
- Maintains relationships across a variety of functions and locations
- Draws upon multiple relationships to exchange ideas, resources, and know-how
22. Nimble Learning
- Actively learning through experimentation when tackling new problems, using both successes and failures as learning fodder
- Learns quickly when facing new situations
- Experiments to find new solutions
- Takes on the challenge of unfamiliar tasks
- Extracts lessons learned from failures and mistakes
23. Organizational Savvy
- Maneuvering comfortably through complex policy, process, and people-related organizational dynamics
- Is sensitive to how people and organization function
- Anticipates land mines and plans approach accordingly
- Deals comfortably with organizational politics
- Knows who has power, respect, and influence
- Steers through the organizational maze to get things done
24. Persuades
- Using compelling arguments to gain the support and commitment of others
- Positions views and arguments appropriately to win support
- Convinces others to take action
- Negotiates skillfully in tough situations
- Wins concessions without damaging relationships
- Responds effectively to the reactions and positions of others
25. Plans and Aligns
- Planning and prioritizing work to meet commitments aligned with organizational goals
- Sets objectives to align with broader organizational goals
- Breaks down objectives into appropriate initiatives and actions
- Stages activities with relevant milestones and schedules
- Anticipates and adjusts effective contingency plans
26. Being Resilient
- Rebounding from setbacks and adversity when facing difficult situations
- Is confident under pressure
- Handles and manages crises effectively
- Maintains a positive attitude despite adversity
- Bounces back from setbacks
- Grows from hardships and negative experiences
27. Resourcefulness
- Securing and deploying resources effectively and efficiently
- Marshals resources (people, funding, material, support) to get things done
- Orchestrates multiple activities simultaneously to accomplish a goal
- Gets the most out of limited resources
- Applies knowledge of internal structures, processes, and culture to resourcing efforts
28. Drives Results
- Consistently achieving results, even under tough circumstances
- Has a strong bottom-line orientation
- Persists in accomplishing objectives despite obstacles and setbacks
- Has a track record of exceeding goals successfully
- Pushes self and helps others achieve results
29. Demonstrates Self-awareness
- Using a combination of feedback and reflection to gain productive insight into personal strengths and weaknesses
- Reflects on activities and impact on others
- Proactively seeks feedback without being defensive
- Is open to criticism and talking about shortcomings
- Admits mistakes and gains insight from experiences
- Knows strengths, weaknesses, opportunities, and limits
30. Self-development
- Actively seeking new ways to grow and be challenged using both formal and informal development channels
- Shows personal commitment and takes action to continuously improve
- Accepts assignments that broaden capabilities
- Learns from new experiences, from others, and from structured learning
- Makes the most of available development resources
31. Situational Adaptability
- Adapting approach and demeanor in real time to match the shifting demands of different situations
- Picks up on situational cues and adjusts in the moment
- Readily adapts personal, interpersonal, and leadership behavior
- Understands that different situations may call for different approaches
- Can act differently depending on the circumstances
32. Balances Stakeholders
- Anticipating and balancing the needs of multiples stakeholders
- Understands internal and external stakeholder requirements, expectations, and needs
- Balances the interests of multiple stakeholders
- Considers cultural and ethical factors in the decision-making process
- Acts fairly despite conflicting demands of stakeholders
33. Strategic Mindset
- Seeing ahead to future possibilities and translating them into breakthrough strategies
- Anticipates future trends and implications accurately
- Readily poses future scenarios
- Articulates credible pictures and visions of possibilities that will create sustainable value
- Creates competitive and breakthrough strategies that show a clear connection between vision and action
34. Builds Effective Teams
- Building strong-identity teams that apply their diverse skills and perspectives to achieve common goals
- Forms teams with appropriate and diverse mix of styles, perspectives, and experience
- Establishes common objectives and a shared mindset
- Creates a feeling of belonging and strong team morale
- Shares wins and rewards team efforts
- Fosters open dialogue and collaboration among the team
35. Tech Savvy
- Anticipating and adopting innovations in business-building digital and technology applications
- Anticipates the impact of emerging technologies and makes adjustments
- Scans the environment for new technical skills, knowledge, or capabilities that can benefit business or personal performance
- Rejects low-impact or fad technologies
- Readily learns and adopts new technologies
36. Instills Trust
- Gaining the confidence and trust of others through honesty, integrity, and authenticity
- Follows through on commitments
- Is seen as direct and truthful
- Keeps confidences
- Practices what he/she preaches
- Shows consistency between words and actions
37. Drives Vision and Purpose
- Painting a compelling picture of the vision and strategy that motivates others to action
- Talks about future possibilities in a positive way
- Creates milestones and symbols to rally support behind the vision
- Articulates the vision in a way everyone can relate to
- Creates organization-wide energy and optimism for the future
- Shows personal commitment to the vision
38. Optimizes Work Processes
- Knowing the most effective and efficient processes to get things done, with a focus on continuous improvement
- Identifies and creates the processes necessary to get work done
- Separates and combines activities into efficient workflow
- Designs processes and procedures that allow managing from a distance
- Seeks ways to improve processes, from small tweaks to complete re-engineering
Strategic Skills: These competencies focus on the ability to think strategically and navigate complex challenges in the business landscape. Here’s a glance at what competencies fall under this:
- Business acumen
- Functional/technical skills
- Technical learning
- Decision quality
- Intellectual horsepower
- Learning on the fly
- Problem solving
- Dealing with ambiguity
- Creativity
- Innovation management
- Perspective
- Strategic agility
Operating Skills: Operating skills are crucial for effectively managing day-to-day tasks and operations. This includes:
- Timely Decision Making
- Priority Setting
- Organizing
- Planning
- Time Management
- Delegation
- Developing Direct Reports and Others
- Directing Others
- Informing
- Managing and Measuring Work
- Process Management
- Managing Through Systems
- Total Work Systems
Courage: Courageous individuals demonstrate the strength to make tough decisions, confront challenges head-on, and stand up for what they believe in. Skills in this category include:
- Command skills
- Conflict management
- Managerial courage
- Standing alone
- Hiring and staffing
- Sizing up people
Energy and Drive: Individuals with high energy and drive possess a strong motivation to achieve results and persevere in the face of obstacles. Skills in this category include:
- Action oriented
- Perseverance
- Drive for results
Organizational Positioning Skills: These competencies are essential for navigating within an organization and building influence. They include skills such as:
- Organizational agility
- Political savvy
- Presentation skills
- Written communications
- Career ambition
- Comfort around higher management
Personal and Interpersonal Skills: Personal and interpersonal skills are vital for building effective relationships and fostering collaboration. They include skills such:
- Approachability
- Interpersonal Savvy
- Caring About Direct Reports
- Compassion
- Boss Relationships
- Customer Focus
- Managing Diversity
- Fairness to Direct Reports
- Peer Relationships
- Understanding Others (groups)
- Motivating Others
- Negotiating
- Building Effective Teams
- Managing Vision and Purpose
- Ethics and Values
- Integrity and Trust
- Composure
- Humor
- Listening
- Patience
- Personal Disclosure
- Dealing with Paradox
- Personal Learning
- Self-Development
- Self-Knowledge
- Work/Life Balance
College Involvement
The ePerformance Project will be establishing a College Advisory Group to be the team of college Subject Matter Experts (SMEs) that are a resource pool representing a broad range of backgrounds, expertise and experiences to help:
- Quickly answer questions.
- Review and advise on solution designs for proper configuration of both Profile Management and ePerformance.
- Act as a liaison to ensure all activities within the ePerformance Profile Management Project (ePPM) are being broadly communicated.
- Participate in discussions to bring a wide range of college SME voices and experiences into consideration.
Group responsibilities include:
- Participate in Semi-Monthly (2nd 4th Tuesday afternoons 3pm-4pm) to give feedback on project activities or questions
- Be available for Ad-Hoc Feedback Loops (as needed) on College Business Practices
- Participate in Configuration Clarification Sessions (Global Local)
- Provide Early Feedback on Configuration Homework Assignments General Solution Design Materials
- Participate in All College Solution Design Feedback Sessions as Change Champions and Thought Leaders
- Respond to Surveys for Configuration Option Feedback and Solution Design Decisions
- Provide Input on Testing and Training Plans
- Participate in User Acceptance Testing as 'Pre-Testers' prior to All College Release
Our goal is to gather together SMEs with a mix of backgrounds, representing varying HR philosophies, college sizes and organizational approaches.
| Member Name | Job Title | |
|---|---|---|
| Melanie Lawson | VP Human Resources | [email protected] |
| Andrea Britten | HR Consultant 3-Training and Wellness | [email protected] |
| Kimberly Garza | VP of Human Resources, Labor & Technology | [email protected] |
| Alicia Tarigan | Director- Compliance & HRIS | [email protected] |
| Joseph Roland | Associate Director HR | [email protected] |
| Brenda Kominek | Human Resources Consultant 3 | [email protected] |
| Will Peters | Human Resources Consultant- Generalist | [email protected] |
| Audra Davis | HR Business Partner | [email protected] |
- Kick-Off Meeting was held Tuesday, May 13th at 3pm
Meeting Minutes will be posted after each College Advisory Group meeting.
Current Meeting Schedule (Group meets 2nd and 4th Tuesday of every Month, 3pm-4pm)
Performance Review Decisions
- Impacted Employee Classifications
- Annual Calendars Start/End Periods
- Initiators of a Performance Review
- Other participants in the Performance Review process
- Peer reviews, feedback, involved in rating skills, approvers, notifications
Review Conversation Topics for HRMC Competencies & HR Survey
- Decision Log Review
- Next Steps
Recording Link: ePerformance & Profile Management College Advisory Group Meeting-20251014 2302-1
Profile Management Functionality Review Continued
- Review Competencies
- HR Survey – Ready to Send?
- ePerformance Overview
- Fluid Tile access vs. Classic Menu Access
- Initiating a Review
- Collaboration (Emp/Mgr) vs. Managerial Evaluation
- Decision Log Review
- Next Steps
Profile Management Functionality Review Continued
- Review Competencies
- Emailed Feedback on Rating Models and Languages
- Google Sheet Updates on Content Groups
- HR Survey Review
- ePerformance Overview
- Fluid Tile access vs. Classic Menu Access
- Initiating a Review
- Collaboration (Emp/Mgr) vs. Managerial Evaluation
- Decision Log Review
- Next Steps
Recording Link: ePerformance & Profile Management College Advisory Group Meeting-20250826 2306-1
- Profile Management Functionality Review Continued
- Review Competencies
- Updates to Google Sheet for Brainstorming Ideas
- Review Competencies
- Competency Rating Scales
- Discuss Configuration Options for Associating to Competencies
- Language Rating Model Decision
- Expand List of Languages?
- Decision Log Review
- Next Steps
Recording Link:ePerformance Profile Management College Advisory Group Meeting-20250812 2309-1
- Profile Management Functionality Review Continued
- Review Competencies
- Google Sheet Brainstorming Ideas
- Review Competencies
Recording Link: ePerformance & Profile Management College Advisory Group Meeting-20250722 2307-1
- Profile Management Functionality Review Continued
- Review Worn Rank Tab
- Show Configured Items for Date Approach
- Review Mobility Tab
- Show Configured Items for Travel Related Official Residence/Workstation
- Review Functionality for Building a Global Rating Scales
- Show Configuration Options for Competencies
- Language Rating Model Decision
- AWE Discussion Continued
- Next Steps
Recording Link: ePerformance Profile Management College Advisory Group Meeting-20250708 2319-1
Agenda:
- Review Warn Rank tab - reach decision on viability of this for our system
- Review Mobility tab - reach decision on viability of this for our system
- Review Functionality for Building a Global Rating Scales - Develop acceptable rating scale in each tab.
- AWE options for view/approve and visibility
- Next Steps
Recording Link: ePerformance & Profile Management College Advisory Group Meeting-20250624 2312-1
Agenda:
- Fundamentals of Profile Management
- Benefits We Intend to Realize
- Product Decisions
- Configurations Needing Broad Input
- Content Lists
- Homework Strategies
- Next Steps
Recording Link: https://sbctc.webex.com/recordingservice/sites/sbctc/recording/ae5fa43f09e247a2a67a83dad6658d74/playback
Agenda:
- Learn What You are Doing Today
- Tracking Employee Profile Information
- Performance Evaluations
- Define Benefits We Intend to Realize
- Next Steps
Recording Link: https://sbctc.webex.com/recordingservice/sites/sbctc/recording/9b654b7fc97a41fea7a89f6c016193e8/playback
Agenda:
- What is Profile Management & ePerformance?
- What is a College Advisory Group?
- Membership Introductions
- Your Project Team Members
- Next Steps
Recording Link: College Advisory Group Kick-Off Meeting
- Tuesday, 11/11/2025 - cancelled due to holidays
- Tuesday, 11/18/2025 - Proposed Date Change
- Tuesday, 11/25/2025 - cancelled due to holidays
- Tuesday, 12/09/2025
- Tuesday, 12/23/2025 - cancelled due to holidays
- Tuesday, 01/13/2026
- Tuesday, 01/27/2026
| HRMC | Kimberly Garza | VP of Human Resources, Labor & Technology |
Advisory group members who are also members of a specific council or commission may be called upon to provide insights into the activities of this group.
Advisory group members will be provided periodic status update slide deck materials enabling them to share their work on this group.
Councils and commissions seeking a project status update presentation from the Project Management Office can reach out to the PMO office ([email protected])to request an update at an upcoming council or commission meeting.
ThectcLink College Collaboration Groupmeets the 2nd and 4th Wednesdays from 10 a.m. to noon and is an open forum for ctcLink Points of Contact, Business Analysts, and topic-specific SMEs to gather and discuss an array of topics that need to be shared and collaborated on in our system.
While the topics change each meeting, regular ePerformance Profile Management Project updates will be provided to this group to ensure broad input is gathered on topics related to the implementation efforts.
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