why a performance appraisal_supervisors_2014

Report
Performance Appraisal Review for
Supervisors 2014
Facilitated by
Susan Oakley
Director of Employee Relations
Susie Olmos-Soto
Associate Director of
Organizational Development
Who?
• All Staff Members in Regular Positions
• Hired Prior to January 1, 2015
• Temporary Staff Optional, But Encouraged
2
What?
• Annual Performance Review
– Looks Back January-December 2014
– Platform for Discussion of Work
• Recognize Accomplishments
• Discuss Ways to Grow Performance or Career
• Establish SMART Goals for 2015
– Accomplished in Three (3) Stages
• Self Appraisal
• Manager Evaluation
• Scheduled Performance Review Meeting
3
Why a Performance Appraisal?
• Provides an Opportunity to Talk to Your Staff
• Provides an Opportunity to Measure Progress
• Provides an Opportunity to Discuss Challenges
Before You Act on Them
• Provides Documentation for Merit Raise
4
Common Appraisal Myths
• I only need to pay attention to what’s happened in
the past three (3) months
• My employees will like me better if I give them
higher ratings
• If I tell them the truth it will cause hurt feelings
• The merit raise is small so why not give them all
good ratings
• No one ever deserves the highest appraisal rating
Not-So-Common Appraisal Truths
• Performance Appraisals Encourage Our Best
Performers
• Performance Appraisals Motivate Poor
Performers
• They Substantiate Promotions and Raises
• They Document Problems
• They Provide Future Reference
What Do Employees Deserve?
•
•
•
•
•
•
•
Mutual Respect
Clear Expectations
Ongoing Positive and Constructive Feedback
Involvement in Goal Setting
Being Treated Equitably and Consistently
Sharing of Information and Resources
Job/Career Enrichment Opportunities
7
What Do Managers Deserve?
•
•
•
•
•
Mutual Respect
Punctuality
Appropriate Notification of Absences
Appropriate Dress for the Workplace
Appropriate Behavior and Communication for the
Workplace
• Effective and Efficient Use of Time on Tasks
• Accurate and Completed Work
8
Before the Appraisal Prepare to
Communicate Crucially By:
•
•
•
•
•
Mastering Your Stories
Describing Gaps
Preparing to Motivate
Deciding Who will Do What by When
Following-Up
9
First Steps to a Productive Appraisal
• Self Appraisal - Empower your staff member
to conduct their own appraisal prior to
meeting and developing next year’s goals
• Manager Evaluation – It’s a joint effort, but
you have the final say
• Set a Time and Place
• Allow Time for Feedback
10
Next Steps…
• Review Your Documentation (i.e., job
description, calendars, notes, projects, goals
met/unmet, etc…)
• Review Employee’s Self Appraisal
• Make Notes to Discuss During Evaluation
Meeting
11
Conduct the Meeting
• Be Objective, Not Judgmental
• Give Specific Examples of Strengths and Areas
for Improvement
• Ask Open-Ended Questions
– Ex: What ideas do you have for improvement?
How can that be accomplished?
• Listen
• Set Specific Goals and Timelines
• Develop Action Plans
12
Giving Praise
• Behavior: What aspects of the employee’s
behavior is valuable?
• Effect: What positive effect does the
behavior/performance have?
• Thank you: Where can you find opportunities
to use this expression more?
13
Giving Corrective Feedback
• Behavior: State the specific behavior that is
unacceptable
• Effect: Explain why the behavior is not
appropriate or unacceptable
• Expectation: How/When the behavior should
change
• Result: What will happen if the behavior
continues/improves
14
Current Rating Scale for Non-Exempt
• EE:
Exceeds Expectations
• ME:
Meets Expectations
• NPD:
Needs Performance Development
• DNM:
Does Not Meet Expectations
15
EE - Exceeds Expectations
• Consistently exceeds the communicated
expectations of the job function,
responsibility, or goal
• Demonstrates exceptional understanding of
work and the job
• Identifies unique, innovative and workable
solutions to problems
• Achievements and abilities are obvious to
coworkers and customers
16
ME - Meets Expectations
• “On track” and fully achieves expectations
• Independently and competently performs all
aspects of the job function, responsibility, or
goal
• Performance consistently meets
requirements, standards, or objectives of the
job
• Recognizes, participates in, and adjusts to
changing work assignments
17
NPD - Needs Performance Development
• Generally meets expectations required for the
position
• Competently performs most aspects of the job
function, responsibility or goal
• May require coaching in a weak area or may
need additional resources or training to meet
expectations
• May be new to the position or have new
duties/responsibilities
18
DNM - Does Not Meet Expectations
• Employee fails to satisfactorily perform most
aspects of the job function
• Performance level is below established
requirements for the job
• Employee requires close guidance and
direction to perform routine job duties
• Performance may impede the work of others
in the unit
19
Discussing Performance
• Can you help me understand what happened?
• What suggestions do you have for
improvement?
• What possible solutions do you see for
resolution?
20
Justifying Ratings
• Focus on Performance, Not Person
• Be Specific
• Be Consistent
• Document
• No Surprises
21
Setting SMART Goals this Year
• To Align with Vision in Action: Academy of
Tomorrow Strategic Plan
• Results to be Achieved
• Conditions That Will Exist
• Time Frame
• Available Resources/Training
22
What do SMART Goals Look Like?
23
•
•
•
•
•
Why are SMART Goals
Important to Employees?
Mobilizes Employee Efforts
Directs Attention
Measures Outcomes
Leads to Higher Levels of Performance
Helps & Aligns with the Academy of Tomorrow
Strategic Plan
• Affects the Strategies Employees Will Utilize to
Accomplish Tasks
• Adds Value
24
Setting Meaningful TCU SMART Goals
SMART Goal
Examples
Vision in Action:
Academy of Tomorrow
• Goal 1: Raise TCU’s
Academic Profile and
Reputation
• Goal 2: Fine-Tune the Size
and Balance of the Student
Body
• Goal 3: Create the Optimal
Campus Environment
•
•
Ex: Complete 24 contact hours of
professional development training by
November 2015
Ex: Complete 9 hours of college credit
hours by December 2015
•
Ex: Work within department guidelines to
increase student retention rates by June
2015
•
Ex: Identify and correct three workflow
processes for effective use of time and
workspace by July 2015
Ex: Complete Customer Service training by
March 20, 2015
•
25
Following Up
•
•
•
•
Maintain Written Records
Check in with Your Staff Regularly
Respond Quickly to Requests for Help
Conduct Regular Interim Reviews to Review
Progress on Goals
• Evaluate Your Own Performance and its Effect
on Your Employees
26
Things to Remember
•
•
•
•
•
•
To not make hasty judgments
To be aware of nonverbal cues
To not be afraid of silence
To not interrupt or allow interruptions
To use “I” statements
To say what you mean
27
Appraisal Location and Forms
Click
Forms &
Publications
Website – www.hr.tcu.edu
Appraisal Location and Forms
Click
Employee
Relations
29
Summary
•
•
•
•
•
•
•
•
•
•
Prepare for the Appraisal Discussion
Use Current and Accurate Job Description(s)
Evaluate Performance Rather than Personality
Evaluate Your Own Performance
Give Positive and Corrective Feedback
Be Open and Honest
Involve the Employee in the Discussion
Discuss Your Employee’s Goals
Set Mutual Goals and Put Them in Writing
Create the Climate, Know and Understand Your Staff
30
Dates to Remember
 Performance Appraisals Due in HR No Later
than 5:00 p.m. Friday, January 30, 2015
 Salary Planning Opens Wed., February 4,
2015
 Salary Planning Closes Wed., February 18,
2015
Thank you!
http://hr.tcu.edu/employee-services/managertoolbox/performance-management/
817.257.7790
askhr@tcu.edu

similar documents