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Feedback SessionFeedback SessionSupervisory WorkshopSupervisory Workshop

Highland Community Highland Community CollegeCollege

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Purpose of This TrainingPurpose of This Training

Identify the benefits of feedback Identify the benefits of feedback sessions sessions

Familiarize supervisors with the Familiarize supervisors with the feedback session forms & proceduresfeedback session forms & procedures

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Why are FeedbackWhy are FeedbackSessions Necessary?Sessions Necessary?

Great way to communicate, motivate and Great way to communicate, motivate and develop cooperative relationshipsdevelop cooperative relationships

Acts as culmination of frequent dialogue Acts as culmination of frequent dialogue between supervisor and employeebetween supervisor and employee

Measures extent of performance to position Measures extent of performance to position requirementsrequirements

Establishes goals for futureEstablishes goals for future

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Why are Feedback Why are Feedback Sessions Necessary?Sessions Necessary?

Recognizes good performance and Recognizes good performance and accomplishments and identifies areas accomplishments and identifies areas where improvement is neededwhere improvement is needed

Identifies training needs Identifies training needs

Acts as documentation for further study Acts as documentation for further study and review if necessaryand review if necessary

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What Every Employee Wants What Every Employee Wants To Know…To Know…

What is expected of me?What is expected of me?

How well am I doing?How well am I doing?

What can I do better?What can I do better?

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What makes a feedback session What makes a feedback session successful?successful?

The supervisor is able to answer those The supervisor is able to answer those questions by:questions by:

Verifying performance standardsVerifying performance standards

Being consistent in measuring and Being consistent in measuring and communicating the extent to which those communicating the extent to which those standards are being metstandards are being met

Providing opportunities for feedback and Providing opportunities for feedback and clarificationclarification

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Annual Feedback ProcessAnnual Feedback Process

Supervisor and employee meet and review annual feedback form and employee rating form which each party has completed separately prior to meeting

Employee and supervisor mutually set goals for upcoming year along with development plan

After meeting, supervisor merges employee’s feedback and comments with his or her own

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Annual Feedback ProcessAnnual Feedback Process

Employee reviews and signs finalized Employee reviews and signs finalized feedback form, supervisor makes copy of feedback form, supervisor makes copy of feedback for employee feedback for employee Supervisor forwards original form to Supervisor forwards original form to appropriate Associate VP, VP or President appropriate Associate VP, VP or President by April 18 by April 18 Associate VP, VP or President reviews Associate VP, VP or President reviews feedback, initials and forward to Human feedback, initials and forward to Human Resources by April 25Resources by April 25

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Procedures for Preparing for Procedures for Preparing for the Feedback Sessionthe Feedback Session

Copy forms for each employee and Copy forms for each employee and schedule a time for the feedback sessionschedule a time for the feedback session– Annual Feedback FormAnnual Feedback Form– Employee Rating Form (supervisory or non-Employee Rating Form (supervisory or non-

supervisory depending on position)supervisory depending on position)

Give copies to employee and request they Give copies to employee and request they complete the forms as a self-assessment complete the forms as a self-assessment and bring to the scheduled feedback and bring to the scheduled feedback sessionsession

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Procedures for Preparing for Procedures for Preparing for the Feedback Session the Feedback Session

Ask employee to review and note any Ask employee to review and note any significantsignificant changes changes to their PAQ and bring it with them to the scheduled to their PAQ and bring it with them to the scheduled feedback. If they have never completed a PAQ due to hire feedback. If they have never completed a PAQ due to hire date, have them complete a PAQ (G:General/HR-Payroll date, have them complete a PAQ (G:General/HR-Payroll Resources for Employees/Forms/Feedback Forms Resources for Employees/Forms/Feedback Forms 2008/PAQ for Highland) and return it with the completed 2008/PAQ for Highland) and return it with the completed Feedback following review.Feedback following review.You, as supervisor, will complete the two forms on each You, as supervisor, will complete the two forms on each employee prior to the scheduled feedback sessionemployee prior to the scheduled feedback sessionMake sure you have privacy and plenty of time for Make sure you have privacy and plenty of time for discussion during the feedback sessiondiscussion during the feedback session

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Employee Rating Forms Employee Rating Forms

New form for 2008 New form for 2008 Similar to Supervisory Job Performance Rating Similar to Supervisory Job Performance Rating Questionnaire Questionnaire Rating – Exceeds Expectations, Meets Rating – Exceeds Expectations, Meets Expectations, Does Not Meet Expectations, No Expectations, Does Not Meet Expectations, No OpinionOpinionFour dimensions: self-direction, decision-Four dimensions: self-direction, decision-making, communication/interpersonal relations, making, communication/interpersonal relations, and planning and managingand planning and managing

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Rating ScaleRating Scale

Identify level based on the entire Identify level based on the entire performance evaluation record.performance evaluation record.

Consider performance over the entire Consider performance over the entire rating period.rating period.

Compare the employee’s performance to Compare the employee’s performance to performance standardsperformance standards, not other , not other employees.employees.

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Rating Scale – Exceeds Rating Scale – Exceeds ExpectationsExpectations

Consistently exceeds the normal Consistently exceeds the normal expectations for the position. expectations for the position.

Far exceeds expected criteria for quality, Far exceeds expected criteria for quality, quantity, and timeliness.quantity, and timeliness.

Consistently achieves results far beyond Consistently achieves results far beyond those expected for the position.  those expected for the position. 

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Rating Scale – Meets Rating Scale – Meets ExpectationsExpectations

Employee consistently performs the duties Employee consistently performs the duties of the position capably.of the position capably.

Meets and occasionally exceeds all Meets and occasionally exceeds all expected criteria for quality, quantity, and expected criteria for quality, quantity, and timeliness of work.  timeliness of work. 

Consistently meets goals and objectives.  Consistently meets goals and objectives. 

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Rating Scale – Does Not Rating Scale – Does Not Meet ExpectationsMeet Expectations

Employee performs some duties capably. Employee performs some duties capably. Meets some goals and objectives, but Meets some goals and objectives, but requires improvement to fully meet requires improvement to fully meet standards. standards. May require more supervision than May require more supervision than expected for assignments. expected for assignments. May require additional training. May require additional training. 

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Avoid These CommonAvoid These CommonRating Errors Rating Errors

Halo EffectHalo Effect: Providing high ratings based : Providing high ratings based on only one aspect of the job.on only one aspect of the job.Recency EffectRecency Effect: Emphasizing the most : Emphasizing the most recent events rather than the entire recent events rather than the entire performance period.performance period.Contrast EffectContrast Effect: Comparing to other : Comparing to other employees instead of job requirements.employees instead of job requirements.

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Avoid These CommonAvoid These CommonRating Errors Rating Errors

Central TendencyCentral Tendency: Giving everyone a : Giving everyone a “meets expectations” rating.“meets expectations” rating.

LeniencyLeniency: Providing high ratings to : Providing high ratings to prevent hurt feelings.prevent hurt feelings.

Length of Service:Length of Service: Providing high Providing high ratings to reflect seniority.ratings to reflect seniority.

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Tips for the SupervisorTips for the Supervisor

Ask yourself these questions:Ask yourself these questions:In what areas would you like to see improvement? Why?In what areas would you like to see improvement? Why?What training could help facilitate improved What training could help facilitate improved performance?performance?How have you influenced your employee’s effectiveness How have you influenced your employee’s effectiveness and job satisfaction?and job satisfaction?How did you communicate the performance expectations How did you communicate the performance expectations of the job?of the job?What documentation do you have on file to provide more What documentation do you have on file to provide more acceptable and meaningful feedback - both positive and acceptable and meaningful feedback - both positive and negative?negative?What areas were done especially well?What areas were done especially well?

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Results of Inflated FeedbackResults of Inflated Feedback

Gives an employee a false sense of Gives an employee a false sense of security and accomplishmentsecurity and accomplishment

Performance issues are not addressed so Performance issues are not addressed so performance will most likely not improveperformance will most likely not improve

Difficult to defend in court if the employee Difficult to defend in court if the employee is discharged for job performanceis discharged for job performance

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At the Feedback SessionAt the Feedback Session

Start by reviewing the purpose of the Start by reviewing the purpose of the meeting and what is to be accomplished meeting and what is to be accomplished

Use the preparation guide in the Annual Use the preparation guide in the Annual Feedback form as a guideline for Feedback form as a guideline for discussion through the Feedback formdiscussion through the Feedback form

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Feedback Form Review and Feedback Form Review and Discussion Discussion

PAQ – Have there been significant changes?PAQ – Have there been significant changes?Current year’s goals, accomplishments, and Current year’s goals, accomplishments, and training.training.Barriers to effective job performance and job Barriers to effective job performance and job satisfaction.satisfaction.Future training needsFuture training needsOutline measurable goals and/or outcomes for Outline measurable goals and/or outcomes for coming yearcoming yearAdditional discussion pointsAdditional discussion pointsReview and discuss rating questionnairesReview and discuss rating questionnairesSupervisory commentsSupervisory comments

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Goal Setting ProcessGoal Setting Process

Shared responsibility between supervisor Shared responsibility between supervisor and employee that builds commitment and and employee that builds commitment and ownershipownership

Sets the stage for effective communication Sets the stage for effective communication of expectations that are mutually of expectations that are mutually understoodunderstood

Helps the individual, department and Helps the individual, department and institution move forwardinstitution move forward

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Why Set Goals?Why Set Goals?

Employees work best when they know Employees work best when they know what is expected of themwhat is expected of them

Organizations work best when their Organizations work best when their employees understand organizational and employees understand organizational and department goalsdepartment goals

Employees are more likely to achieve Employees are more likely to achieve goals they help establishgoals they help establish

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Goal Setting ProcessGoal Setting Process

When developing goals ask the When developing goals ask the following:following:WHAT?WHAT? – What needs to be accomplished? – What needs to be accomplished?

WHY?WHY? – Why do we need to do it? – Why do we need to do it?

HOW?HOW? – How will the goal be – How will the goal be accomplished?accomplished?

WHEN?WHEN? – When does the goal need to be – When does the goal need to be accomplished (timelines)?accomplished (timelines)?

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Considerations When Setting Goals

SpecificSpecific – clearly defined – clearly definedMeasurableMeasurable – Quality - how well/what value?Quality - how well/what value?– Quantity – how many/what number or frequency?Quantity – how many/what number or frequency?

AttainableAttainable – challenging yet achievable – challenging yet achievableRelevantRelevant – to department, the position and the – to department, the position and the person. Should be something in addition to person. Should be something in addition to current responsibilities and expectations of current responsibilities and expectations of positionpositionTimelyTimely – within set timeframes – within set timeframes

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Considerations When Setting Goals

Should relate to AQIP categories and/or Should relate to AQIP categories and/or college prioritiescollege priorities

Set short term as well as long term goalsSet short term as well as long term goals

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Employee Performance Employee Performance Improvement DiscussionImprovement Discussion

Focus first on positive aspects of Focus first on positive aspects of employee’s performanceemployee’s performanceWhen addressing performance shortfalls, When addressing performance shortfalls, seek employee’s input in identifying seek employee’s input in identifying deficienciesdeficienciesDescribe the specific job behavior that Describe the specific job behavior that needs to be improved needs to be improved Focus on the behavior, Focus on the behavior, not the employeenot the employee

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Employee Performance Employee Performance Improvement Discussion Improvement Discussion

Structure developmental plans and timetables to Structure developmental plans and timetables to improve performance level togetherimprove performance level together

Ask how you can assist the employee to meetAsk how you can assist the employee to meet standards in the futurestandards in the future

Express your support and confidence in the Express your support and confidence in the employee’s ability to meet and maintain the level employee’s ability to meet and maintain the level of performance expected for the positionof performance expected for the position

Follow-up with feedback on improvement efforts Follow-up with feedback on improvement efforts – recognize progress– recognize progress

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Discuss and Review Rating Discuss and Review Rating QuestionnaireQuestionnaire

Questionnaires will be seen by employee and Questionnaires will be seen by employee and supervisor only, unless both would like it placed supervisor only, unless both would like it placed in the official employee file in Human Resourcesin the official employee file in Human ResourcesThings to look for: high skill areas, low skill Things to look for: high skill areas, low skill areas, perception gaps, patternsareas, perception gaps, patternsPatterns: do some skill areas represent clear Patterns: do some skill areas represent clear strengths, do some skill areas represent clear strengths, do some skill areas represent clear targets for improvement, do self-perceptions of targets for improvement, do self-perceptions of employee tend to fall in the overestimated or employee tend to fall in the overestimated or underestimated category, does supervisor’s underestimated category, does supervisor’s perceptions vary greatly in any areas?perceptions vary greatly in any areas?

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Discuss and Review Rating Discuss and Review Rating QuestionnaireQuestionnaire

Which areas are most critical for current and Which areas are most critical for current and future success of employee?future success of employee?Select one-five areas for development.Select one-five areas for development.Record and prioritize these top five and discuss Record and prioritize these top five and discuss ways to develop these areasways to develop these areas

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Ongoing Feedback ProcessOngoing Feedback Process

While the feedback session and goal While the feedback session and goal setting process occurs annually, the setting process occurs annually, the College encourages frequent dialogue College encourages frequent dialogue between supervisors and employees between supervisors and employees throughout the year. The written feedback throughout the year. The written feedback form is the culmination of this ongoing form is the culmination of this ongoing process as well as planning for future process as well as planning for future development. development.

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Ongoing FeedbackOngoing Feedback

On-going, two-way dialogue between you On-going, two-way dialogue between you and the employee will do more to motivate and the employee will do more to motivate effective job performance than any other effective job performance than any other single action you can take as supervisor.single action you can take as supervisor.

Recognize and reinforce good job Recognize and reinforce good job performance performance

Correct below standard job performance Correct below standard job performance using problem-solving techniquesusing problem-solving techniques

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Feedback SessionFeedback SessionSupervisory WorkshopSupervisory Workshop

QUESTIONS?????QUESTIONS?????