Tips for Writing and Conducting Appraisals thepp

Ducommun Way

Tips for Managers

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Performance Management atPerformance Management at Ducommun

• Drive Organizational Development through:– Empowerment– Authentic Leadership– Authentic Leadership– Purpose-driven Performance– Talent Development and Continuous Learning

• Expectations of Managers: Year round• Expectations of Managers: Year round communication:– Setting expectations and Goal setting

Feedback Coaching and Co nseling– Feedback, Coaching, and Counseling– Performance appraisals– Corrective action

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Why? Latest research reaffirms……

• Effective Performance Management drives RESULTS:– Sustained Financial Performance

• Increase Shareholder Value• Predictable Operating Margins of the cycle• Excellent Asset Management

Preferred Supplier– Preferred Supplier– Employer of Choice

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Learning Objectives

• Writing and Conducting Performance AppraisalsAppraisals– Benefits of Annual Appraisal Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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Performance Management Cycle

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Annual Performance ManagementAnnual Performance Management Timeline

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Benefits of Annual Appraisals

• Writing and Conducting Performance AppraisalsAppraisals– Benefits of Annual Appraisal Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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Why give appraisals at all?

• Benefits for Manager and Ducommun– Documentation– Employee Development– Employee Development– Coaching and Feedback– Legal Protection

Motivation for employee– Motivation for employee• Benefits for Employee

– DirectionF db k f– Feedback on performance

– Input and discussion– Job Enrichment

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Roles and Responsibilities

• Writing and Conducting Performance AppraisalsAppraisals– Benefits of Annual Appraisal Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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Roles and Responsibilities

• Employee’s role– Understand and own the process

Complete Self appraisal if applicable– Complete Self-appraisal, if applicable– Prepare for evaluation meeting with manager– Listen to feedback without becoming defensive and

d t di f bj tiensure understanding of objectives– Understand the contribution you have made to the

performance of the organization– Engage in the conversation– Think about your own development needs. Discuss

them with your manager.

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Roles and Responsibilities

• Manager’s role– Understand and own the process– Review Self-appraisal and other data points– Review Self-appraisal and other data points– Clearly define expectations– Ask HR and peers for advice throughout the process

Formally recognize accomplishments and challenges– Formally recognize accomplishments and challenges– Review/Discuss performance improvements and

professional development– Relate employee results to your team’s performance– Relate employee results to your team s performance– Don’t treat as a task, but as a team improvement process

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Preparation

• Writing and Conducting Performance AppraisalsAppraisals– Benefits of Annual Appraisal Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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Ducommun-wide Competencies

• What are competencies? Knowledge, skills and personal attributes that contribute to an individual’s success in a particular jobindividual s success in a particular job.

• Derived from Ducommun’s core values• Builds culture – What it’s like to work here• Builds culture – What it s like to work here.• HOW work gets done.• Core for recruitment on-boardingCore for recruitment, on boarding,

training/development, performance management/rewards, HRR (succession).

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Ducommun-wide Competencies

All exempt or salaried employees•Such as Managers, Professionals, etc.

Non-exempt or hourly employees•Such as Production Workers

1. Accountability/Job Performance/Business Acumen

2. Authentic Leadership3. Honesty/Professionalism/Respect

1. Attendance2. Adherence to policy/Safety

standards/Honesty3. Teamwork/Working y p

4. Teamwork/Working relationships/Trust

5. Initiative/Continual Improvement6. Communication/Interpersonal Skills

grelationships/Trust

4. Initiative/Continual Improvement5. Communication/Interpersonal skills6. Job Skills and knowledgep

New appraisal forms created for Exempt and non-exempt employees!!

g7. Productivity8. Quality

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Preparation• Manager

– Understand the importance and prepare appropriately– Review performance, gather inputp , g p– Compare behavior to competencies– Ask employee to prepare a self-appraisal– Allow plenty of time for discussion– Pick a private location and eliminate Interruptions– Ask employee for opinions/comments first, then respond with

feedbackProvide specific examples and discussion points– Provide specific examples and discussion points

– Don’t surprise the employee with criticism he/she hasn’t heard before. Coach all year long.

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Preparing for Tough Meetings

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Preparation

• Employee– Understand the

importance and prepare appropriatelyReview performance– Review performance

– Recognize strengths and weaknesses

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Writing the Appraisal

• Writing and Conducting Performance AppraisalsAppraisals– Benefits of Annual Appraisal Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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Writing the Appraisal• Tips to ensure a successful written appraisal:

– Be honest– Be fair– Consider all performance-related activity from the year:

• Previous appraisal• Journal entries/notes to file• Review performance related documents• Review performance-related documents

– Should an employee on an active Written Warning get a 3.0+ evaluation?• Review goals and objectives from previous year• Significant accomplishments, notes from internal/external customers

D ’t il hi– Don’t pencil whip• If you wrote the appraisal in less than 5 minutes….

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Writing the Appraisal

• Tips, cont’d…– Write specific comments especially if the– Write specific comments, especially if the

particular rating is below or above average– Discuss with HR the necessity of placing theDiscuss with HR the necessity of placing the

employee on a PIP– Write development objectives as neededWrite development objectives as needed

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Writing the Appraisal: Biases

• What is Rater Bias?– Factors we allow to inappropriately influence– Factors we allow to inappropriately influence

our evaluation of an employee.

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Writing the Appraisal: Biases

• Types of Biases– Past Record– Compatibility/Similarity to Me– Recency– Membership in Weak TeamMembership in Weak Team– Halo/Horn Effect– Central Tendency– Leniency Error– Rate to Justify Pay

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Writing the Appraisal: Biases

• Past Record– Past reviews were poor/good but current– Past reviews were poor/good but current

year’s performance was not. Tend to rate the same as in the past.p

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Writing the Appraisal: Biases

• Compatibility/Similar to Me– Tendency to rate an individual more positively– Tendency to rate an individual more positively

if they have similarities or interests that are compatible with the rater.p

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Writing the Appraisal

• Tips, cont’d…– Write specific comments especially if the– Write specific comments, especially if the

particular rating is below or above average– Discuss with HR the necessity of placing theDiscuss with HR the necessity of placing the

employee on a PIP– Write development objectives as neededWrite development objectives as needed

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Writing the Appraisal: Biases

• Recency– Rating is decided based on recent events or– Rating is decided based on recent events or

incidents rather than a consideration of performance over the full year.p y

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Writing the Appraisal: Biases

• Membership in a Weak Team– Individual is rated poorly due to the– Individual is rated poorly due to the

performance of the team. Problem if the employee is actually contributing and p y y gperforming highly.

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Writing the Appraisal: Biases

• Halo/Horn Effect– Halo Effect – High performance in one area– Halo Effect – High performance in one area

influences the view of overall performance as high.g

– Horn Effect – Poor performance in one area influences the view of overall performance as poor.

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Writing the Appraisal: Biases

• Central Tendency– Tendency for a y

manager to rate all of their employees at the same levelsame level.

– Ex. All ratings are from 2.8 to 3.2/or all are rated above 4.0, etc.

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Writing the Appraisal: Biases

• Leniency Error– Manager rates an employee too positively– Manager rates an employee too positively.

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Writing the Appraisal: Biases

• Rates to Justify Pay– Tendency to rate high/low based on the salary– Tendency to rate high/low based on the salary

the individual is making and not on performance.p

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Writing the Appraisal: Document

• Impact of Document– Compensation

Employment Decisions– Employment Decisions• Promotions, Demotions, RIF’s, Re-Hires, Terminations

– Provides Legal ProtectionW i t tl i t t d d• We consistently communicate standards

• We give timely feedback• We allow employees to correct performance• We consistently measure performance accurately• We consistently measure performance accurately• Keep in mind! What’s in writing can be used for us or against

us

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Having the Discussion

• Writing and Conducting a Performance AppraisalAppraisal– Benefits of Annual Appraisal Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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Having the Discussion

• Tips for having a successful appraisal discussion– Engage employee in the conversation. Build rapport early– Create “we” mentality– Create we mentality– Listen and make eye contact– Ask employee to recap year’s performance

Recap previous objectives– Recap previous objectives– Note successes with specific examples– Identify gaps with specific examples

Set new objectives– Set new objectives– Take your time– Balance the discussion (positive and development topics)

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Having the Discussion: BuildingHaving the Discussion: Building Rapport

• Building rapport is the process of establishing a sense of mutual trust and understanding with another person.

• How?• How?– Smile. Pay attention to your body language– Control your emotions during the discussion

Allow the employee to talk– Allow the employee to talk– Listen intently– Check for understanding by summarizing the conversation

Vie the disc ssion as an opport nit not a d t– View the discussion as an opportunity not a duty

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Having the Discussion

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Having the Discussion

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Having the Discussion

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Having the Discussion

• End of Meeting– Encourage good performance– Encourage good performance– Lay out action plans, especially for those not

meeting expectationsmeeting expectations– Communicate outcome of objectives not met– Confirm understanding– Confirm understanding– Talk about $$

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Summary• No Surprises• Don’t Treat as the process as a Task• Be Honest and FairBe Honest and Fair• Consider Rater Biases• Plan Ahead• Solicit Feedback• Solicit Feedback• Engage Employee in the Discussion• Make Eye Contact• Gain Agreement• Gain Agreement• Legal Document• Live Document

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Tips covered

• Writing and Conducting Performance AppraisalsAppraisals– Benefits of Annual Appraisals Process

Roles and Responsibilities– Roles and Responsibilities– Preparation

Writing the Appraisal– Writing the Appraisal– Having the Discussion

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