Performance Appraisals
and the Performance Management Process
Objectives
?
Performance Management
– Performance Conversations – Goal Setting – Performance Appraisals – Legal Considerations – Progressive Discipline – Resources
Performance Management
An iterative process of observation and communication to support, retain and develop exceptional employees for organizational success.
Performance Management
?
? ?
Ongoing
Develops future performance Long-term
?
? ? ?
Clear objectives
Focus on behavior Incremental progress Two-way communication
Why Manage Performance?
?
Encourage and reward behaviors that are aligned with organizational mission and goals People want to feel what they do adds value and understand their contribution to the team Curb or redirect non-productive activities
?
?
What is difficult about the process?
PERFORMANCE ASSESSMENT GUIDE
Job Standards are Communicated
Are job standards being achieved?
Yes
Employee receives feedback on performance
No
Supervisor investigates reasons Performance Planning Worksheet may be developed or modified Discipline may be imposed
Are job standards being achieved?
No
Yes
S.M.A.R.T. Goals
?
? ? ? ?
Specific
Measurable Attainable/Agreed Upon Realistic/Relevant Time-bound Alignment
?
Regular Performance Conversations
?
Communicate accountability, compassion, integrity and respect Increase alignment between actions and mission Identify strengths, concerns and areas for future development Are direct and eliminate surprises Focus on examples of behavior vs. value judgments Describe desired behaviors Encourage employee to devise solutions and ask for necessary resources Identify employee goals Ask for commitment and set follow-up dates
? ?
? ? ? ?
? ?
Performance Appraisals
• Self-evaluation • Clear expectations • Comments • Supervisory approval
• Optional categories
• Professional development
Types of Appraisal Forms
?
? ? ?
Exempt
Exempt Managerial Non-Exempt Senior Administrator
Rating Scale
4 - Excellent (Exceeds Standards) 3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)
On a Scale of 4 to 1…
• • • • • • • • •
Consistently exceeds communicated expectations of the job function, responsibility or goal. Performance levels are below established requirements for the job. Recognizes, participates in, and adjusts well to changing situations and work assignments. Requires coaching in a weak area or may need additional resources or training to meet expectations. Contribute to organization’s success by adding significant value well beyond job requirements. Competently perform most aspects of the job function, responsibility or goal. Performance may impede the work of others and the unit. Independently and competently perform all aspects of the job function, responsibility, or goal. This overall rating requires the development of a performance improvement plan.
Common Mistakes
• • • • • •
Recency Central Tendency Leniency
Horns/Halo Effect
Constancy Similarity
Setting the Tone
?
? ? ?
Notice
Location Ownership Atmosphere
Discipline Process
? ? ?
Progressive Discipline Templates Role of Office of Human Resources
Legal considerations
• Protected Classes
• FMLA • Consistency • Documentation
• •
Specific performance issues/behaviors Improper, inaccurate or lax record keeping
• Performance appraisals • Lack of follow-up
Caution Ahead…
? ?
Not bad for an old timer. A young, solid performer, but lacks the right appearance for our center. Has done okay despite being overworked and underpaid. Hair is unkempt and unprofessional. Doesn’t fit in with female coworkers – no raise this year. Is attractive and has potential.
? ? ? ?
?
?
Accent can be offensive to customers at times.
Will not be attending annual conference this year because of pregnancy. Due to medical problems…
?
? ? ? ?
Comments Questions Suggestions Evaluations
Thank you!
doc_298927008.ppt
and the Performance Management Process
Objectives
?
Performance Management
– Performance Conversations – Goal Setting – Performance Appraisals – Legal Considerations – Progressive Discipline – Resources
Performance Management
An iterative process of observation and communication to support, retain and develop exceptional employees for organizational success.
Performance Management
?
? ?
Ongoing
Develops future performance Long-term
?
? ? ?
Clear objectives
Focus on behavior Incremental progress Two-way communication
Why Manage Performance?
?
Encourage and reward behaviors that are aligned with organizational mission and goals People want to feel what they do adds value and understand their contribution to the team Curb or redirect non-productive activities
?
?
What is difficult about the process?
PERFORMANCE ASSESSMENT GUIDE
Job Standards are Communicated
Are job standards being achieved?
Yes
Employee receives feedback on performance
No
Supervisor investigates reasons Performance Planning Worksheet may be developed or modified Discipline may be imposed
Are job standards being achieved?
No
Yes
S.M.A.R.T. Goals
?
? ? ? ?
Specific
Measurable Attainable/Agreed Upon Realistic/Relevant Time-bound Alignment
?
Regular Performance Conversations
?
Communicate accountability, compassion, integrity and respect Increase alignment between actions and mission Identify strengths, concerns and areas for future development Are direct and eliminate surprises Focus on examples of behavior vs. value judgments Describe desired behaviors Encourage employee to devise solutions and ask for necessary resources Identify employee goals Ask for commitment and set follow-up dates
? ?
? ? ? ?
? ?
Performance Appraisals
• Self-evaluation • Clear expectations • Comments • Supervisory approval
• Optional categories
• Professional development
Types of Appraisal Forms
?
? ? ?
Exempt
Exempt Managerial Non-Exempt Senior Administrator
Rating Scale
4 - Excellent (Exceeds Standards) 3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)
On a Scale of 4 to 1…
• • • • • • • • •
Consistently exceeds communicated expectations of the job function, responsibility or goal. Performance levels are below established requirements for the job. Recognizes, participates in, and adjusts well to changing situations and work assignments. Requires coaching in a weak area or may need additional resources or training to meet expectations. Contribute to organization’s success by adding significant value well beyond job requirements. Competently perform most aspects of the job function, responsibility or goal. Performance may impede the work of others and the unit. Independently and competently perform all aspects of the job function, responsibility, or goal. This overall rating requires the development of a performance improvement plan.
Common Mistakes
• • • • • •
Recency Central Tendency Leniency
Horns/Halo Effect
Constancy Similarity
Setting the Tone
?
? ? ?
Notice
Location Ownership Atmosphere
Discipline Process
? ? ?
Progressive Discipline Templates Role of Office of Human Resources
Legal considerations
• Protected Classes
• FMLA • Consistency • Documentation
• •
Specific performance issues/behaviors Improper, inaccurate or lax record keeping
• Performance appraisals • Lack of follow-up
Caution Ahead…
? ?
Not bad for an old timer. A young, solid performer, but lacks the right appearance for our center. Has done okay despite being overworked and underpaid. Hair is unkempt and unprofessional. Doesn’t fit in with female coworkers – no raise this year. Is attractive and has potential.
? ? ? ?
?
?
Accent can be offensive to customers at times.
Will not be attending annual conference this year because of pregnancy. Due to medical problems…
?
? ? ? ?
Comments Questions Suggestions Evaluations
Thank you!
doc_298927008.ppt