Performance Evaluation Review & Planning Process

Supervisor Training

What Our Policy Says:• Every Employee will have an annual performance evaluations

conducted by his/her Supervisor DUE MARCH 31.– Results of the Performance Evaluation will be used to

inform employees • How they are performing• Recognize strengths• Make decisions about rehiring promotion, transfer,

probation, or termination

The Personnel-Management Cycle

Job Description

Ongoing Feedback and Training

The Performance Review

Reasons for Performance Review• Benefits to Employees:

– Provides a chance for employees to ask questions and tell you their sense of what they’ve accomplished

– Lets employee know his/her strengths and areas that need improvement

– Allows employees to take responsibility for their performance

– Lets employees know what’s expected of them; creates mutual understand of job duties

Reasons for Performance Review

• Benefits to Employers:– Helps to improve employee relations and productivity– Serves as an effective retention tool– Provides a paper trail for addressing performance or

disciplinary problems– Demonstrates organization’s commitment to employee

success– Provides valuable feedback for managers

Key Elements of a Performance Review

• Managements involvement in the process• Employee involvement in the process• Common performance measures• An emphasis on coaching and feedback

Organizations with Successful Performance Review System

• Foster open communication among employees about what really counts

• Measure what really matters– Ensure that performance standards reflect key areas of

employees responsibilities and duties as indicated in Job Description.

– MEASURABLE OBSERVABLE BEHAVIOR

Common Problems

• Failure to prepare• Failure to listen (80-20 ratio)• Failure to maintain objectivity• Failure to provide feedback—positive and/or

corrective• Failure to follow-up• Failure to document performance – both good and

bad

Common Problems

• Misusing the performance review process to address a disciplinary problem

• Element of surprise• Relying on impressions/rumors, rather than facts• Performance Ratings are often inflated/deflated• Holding employees responsible for events/problems beyond

their control

Common Rater Biases• Halo/horns effect• Contrast effect• Primary Error (First Impression)• Similar-to-me effect• Leniency or Strictness tendency• Central Tendency Error• Recency effect

Performance Review ProcessStep 1:

Prepare for the Meeting

Step 2: Conduct the Meeting

Step 3: Follow-up

Performance Review ProcessStep 1:

Prepare for the Meeting

Prepare for the Meeting• Review the job description • Gather and review any documentation• Complete the performance appraisal form or

narrative for the employee• Review your appraisal to be sure it is objective• Give the employee at least a week’s notice

Evaluation/Rating Form

Performance Review Process

Step 2: Conduct the Meeting

Conduct the Meeting• Control the environment; avoid an atmosphere of

stress• State the purpose of the discussion• Allow the employee to give their assessment of their

performance• Provide your own review of the employee’s

performance• Employee’s Expectations (6)

Conduct the Meeting• Give specific examples of strengths and areas for

improvement• Ask open-ended questions• Be calm and objective; don’t blame or attack• Focus on the performance, not the person• Listen• Set specific goals and timelines; action plan• Close the discussion

Avoid Discriminatory Behavior• Base the review on job-related criteria• Base judgments on factual data instead of general

impressions• Give all employees a clear understanding of their

performance standards• Maintain good, accurate documentation• Be consistent

Things to Remember• Focus on measurable observable behavior & give

specific examples– Behavior vs. Attitude

• Be aware of nonverbals – yours and the employee’s• Don’t be afraid of silence• Avoid arguments; allow the employee to save face• Say what you mean

Four Generations in the WorkforceGeneration Years Born Numbers

(in millions)

Age/% of Workforce

Traditionalists 1933-1945 27.9 62-73/10%

Baby Boomers 1946-1964 76.7 43-61/46%

Generation X 1965-1976 49.1 31-42/29%

Generation Y 1977-1994 73.5 13-30/15%

Four Generations at a GlanceGeneration Characteristics Stereotyped as

Traditionalists Hardworking & dedicatedRespectful of rules and authorityConservative & traditional

Old-fashioned, behind the timesRigid/AutocraticChange/Risk averse

Baby Boomers Youthful self-identityOptimistic, Team PlayerCompetitive

Self-centeredUnrealistic, PoliticalPower-driven workaholic

Generation X Balanced work/lifeSelf-reliant, pragmatic

Slacker, selfishImpatient, cynical

Generation Y Fast pace/multitaskingFun-seeking, technologically savvy

Short attention spanSpoiled, disrespectfulTechnology dependent

The Defensive/Hostile Employee• Don’t object to the employee’s reaction and become

defensive• Use restatement to reflect his/her negative

comments• Never accept abuse from an employee under any

conditions• Postpone the interview• Have the employee prepare a written summary of

his/her complaints

Performance Review Process

Step 3: Follow-up

Follow-up• Provide frequent communication and feedback

(positive and corrective)• Maintain written records (positive and negative)• Respond promptly to requests for help• Conduct non-formal reviews throughout the year

– Review goals/action plans and timelines

• Evaluate your own performance and its effect on your employees

360 Management Review

360 Management Review

WHAT IS A 360 DEGREE FEEDBACK??Process to receive confidential, anonymous

feedback from the people who work around you. ie. You managers, peers, and direct reports

360 Management Review

What it Measures What it does not Measure

Measures behaviors & competencies Not a way to measure employee performance objectives

Provide feedback on how others perceive an employee

Not a way to determine whether an employee is meeting basic job requirements

Addresses skills such as listening, planning, and goal-setting

Is not focused on basic technical or job-specific skills

Focuses on subjective areas such as teamwork, character and leadership effectiveness

Should not be used to measure strictly objective things such as attendance, performance violations, etc.

Prepare for the Meeting

DeadlinesObjective Due Date Responsible

Performance Management Training 2/23/2012 HR, Rating Officials

Self Evaluations 2/22 – 2/29 All Employees

PR’s completed online 2/27- 3/21 Rating Officials

PM Meeting w/ Employee 3/26 – 3/30 Rating Official & Direct Report

Recommendations to Rehire to HR 4/2/2012 - 4/13/2012 Rating Officials

Rehire Meeting with Personnel 5/1 – 5/2/2012 Personnel, Grantee, HR

360 Feedback Review (online) 4/16 – 5/7/2012 Direct Report, Peers, Board

Recommendations to the Board/Policy 5/16/2012 Board, HR, Admin

Professional Development Plan Meetings/Rehire Meeting

5/14/2012 – 6/1/2012 Supervisor & Direct Report

Letters to Employees 7/1/2012 Human Resources

5/18 Last Day of HS Children & Floaters 5/24 Last Day for EHS Kids5/21 Last Day for Bus Staff 5/25 Last Day for EHS Staff5/22 Last Day for All other HS Staff

Summary• Prepare for the appraisal discussion• Discuss employee’s dreams, goals• Set mutual goals; put them in writing• Give positive and corrective feedback• Evaluate your performance• Involve the employee in the discussion• Be open, candid and specific• Evaluate performance—not personality• Sincerely care about your employees