The Pay-for-Performance Decision: Articulating Rationale NDSU Office of Human Resources In making salary decisions about which employees should be considered for performance pay, every department may have different priorities or standards. These expectations should be communicated clearly to the employee at the beginning of employment and at least annually thereafter during performance meetings. However, there are some core behaviors* that may transcend departmental lines. You may wish to consider building the following behaviors into your communication plan with the people you supervise: For leaders/managers: Champion change Lead and embrace change with innovation, courage and resiliency. Question existing ways and endeavor to improve quality and efficiency. Inspire a shared vision Create a compelling mission and purpose; energize people to work toward shared goals. Promote key values Consistently demonstrate NDSU values. Emphasize that people count. Communicate effectively Share information and encourage open dialogue. Develop talent for the future Identify critical skills needed to get results. Recruit and retain top talent. Focus on customers Work to exceed expectations of external and internal customers. Take immediate action to resolve customer problems. Produce results Direct actions toward achieving goals. Link rewards to performance. Use sound judgment Apply knowledge of the university, higher education and common sense to make decisions. Build relationships Excel at building partnerships. Work collaboratively For individual employees: Adapt to/implement change Embrace change with innovation courage and resiliency. Promote key values Conduct him/herself with truth, sincerity and fairness. Communicate effectively Share information and engage in candid, appropriate dialogue. Focus on customers Work to exceed customer expectations Produce results Direct action toward achieving goals critical to NDSU success. Complete work without close supervision Organize time and priorities Use sound judgment Apply knowledge of the university, higher education and common sense to make decisions Build relationships/work collaboratively Excel at building partnerships and working as part of a team Demonstrate technical or functional expertise *Core behaviors adapted from those used at MetLife.

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