Performance Management Instrument (PMI)




The State of Wyoming utilizes what's known as the Performance Management Instrument (PMI) to recognize employees throughout the State of Wyoming.

The PMI fosters a culture of communication at all levels within state government. This process utilizes collaboration between supervisors and employees not only to develop and set standards that align with state and agency missions, but also to measure and evaluate performance.

WHAT'S NEW

PMI CONTINUOUS IMPROVEMENT INITIATIVE

Since inception of the current appraisal system in 2011, very few changes have been made to the PMI program. To ensure that the program continues to evolve, representatives from multiple state agencies were brought together to assist the Human Resources Division with assessing key components of the program. This committee comprised of employees, supervisors, administrators, directors, and human resource officers became known as the PMI Continuous Improvement Team.

This committee was divided into three focus groups: 1) Scoring and Design; 2) Administration and Rules; and 3) Training and Communications. The Scoring and Design subgroup's role was to identify current form issues and implement solutions that would expand the use of the system and create more equitable performance measures. The Administration and Rules subgroup's role was to identify current procedural issues and implement solutions that would add clarity to the PMI process through the administration of current rules or the proposal of any rule changes. Lastly, the Training and Communications subgroup's role was to identify current training issues and implement solutions that would enhance training and educate users on any program changes.

Meetings began in January 2018 and are continuing today. Changes, as they are finalized can be seen below:

New Evaluation Period

  • Planning Phase: April 1 - May 31
  • Mid-Year Coaching Phase: September 1 - October 31
  • Evaluation Phase: March 1 - April 30

New Outlook on Goals

  • Goal accomplishments measured using core competencies
  • Minimum 1, Maximum 3

New & Revised Core Competencies

  • Personal Effectiveness split into 1) Accountability and 2) Professionalism
  • Conducing Performance Evaluations for Direct Reports (supervisors only) integrated into current competencies, Leadership and Developing Others

New Overall Scoring Plan

  • Employees: Average score of 6 core competencies
  • Supervisors: Average score of 8 core competencies
  • Overall scoring ranges adjusted

New Training

  • Supervisor training remodeled

Committee Members

Scoring and Design


Brenda Mitchell, Administration & InformationJared Hanson, Administration & InformationErin Williams, Administration & Information Stacy Romans, Administration & InformationDianne Bailey, EducationDoug McGee, TransportationKatherine Castaneda, TransportationMatt Nix, HealthPam Glick, Revenue & TaxationSarah Haynes, Family ServicesStacie West, State Lands and InvestmentsBrenda Reedy, CorrectionsJustin Tripp, CorrectionsStacy Sprengeler, State ParksBetty Jo Beardsley, WPEA

Administration and Rules


Brenda Mitchell, Administration & InformationJared Hanson, Administration & InformationErin Williams, Administration & InformationPatricia L. Bach, Administration & InformationJenny Wacker, Administration & InformationDianne Bailey, EducationPam Glick, Revenue & TaxationStacie West, State Lands and InvestmentsBrenda Reedy, CorrectionsTaylor Rossetti, TransportationDarin Westby, State ParksMelanie Doolin, HealthBetty Jo Beardsley, WPEA

Training and Communications


Brenda Mitchell, Administration & InformationJared Hanson, Administration & InformationErin Williams, Administration & InformationTony Lewis, Administration & InformationMatthew Nagy, Administration & InformationKimberly Fields, Administration & InformationChris Bosselman, HealthDoug McGee, TransportationKurt Borgaard, TransportationDenise Parrish, Public Service CommissionPeter Norris, Corrections