Creating accountable Results - The 5 Steps to Success
|
|
- Steven Watkins
- 3 years ago
- Views:
Transcription
1 CONSTRUCTIVE Job performance is the basis for an employer s decision to promote, discipline, demote, or fire an employee. Even though not required by law, court rulings continue to encourage employers to develop and use well designed performance evaluation systems to insure consistent and fair treatment of employees. Performance Evaluation should be a part of a comprehensive integrated Human Resource System consisting of the following components: 1. Detailed Job Descriptions 2. Established Hiring and Selection Process 3. Performance Evaluation System 4. Employee Development and Training 5. Succession Planning 1
2 Job Description Succession Planning Hiring & Selection Training & Development Performance Evaluation Plan for the Event with a Performance Review worksheet. Notify and set Expectations. Establish Rapport. Discuss positive Results. Discuss negative results. Agree on Strengths and Improvement Areas. Set new goals. Discuss Training and Development Finish with Encouragement. Notify and Set Expectations: Give the person ample time to prepare. Set a firm date & time and consider holding the review in a neutral space (small conference room). Have individuals review their goals since the last review and identify positive and negative results prior to the meeting. 2
3 Establish Rapport: Avoid getting down to business before making a connection to the person. Begin the discussion on a neutral note or a conversation that people can relate too. If appropriate offer a cup of coffee, water or soda. Emphasize that the format of the meeting is intended as a constructive two way conversation. Discuss Positive results: Start the discussion where there has been positive results. Look for key strengths by asking How did you do that? Listen and ask open ended questions. Give praise and show your appreciation. Discuss Negative Results: Bring up the first negative area in a non-threatening way, focusing on the result and not the person. There should be no surprises here if you have monitored performance, coached and provided feedback throughout the year. Be a good listener and try see the person s point of view. Are there rational organizational issues brought forth by the employee that need to be addressed. 3
4 Agree on Strengths and Improvement Areas: Review strengths and improvement areas to summarize the conversation. Gain consensus on areas that need improvement. Encourage the person to explain these areas in their own words. It is important to get buy in. Set New Goals: Discuss performance standards for the future. If necessary, review vision, mission and values. Describe initiatives to which the person s results will contribute. Goals should be specific, measurable with target dates. Discuss Training and Development: Once the goals are set, discuss additional support or development needed to help him/her. Have the person articulate ideas for career interests or potential career growth. People tend to support a world they help create. 4
5 Finish with Encouragement: End on a positive note with final words of praise or encouragement. Strive to assist a person in keeping their dignity and their endeavor to enhance their reputation. Examples of de-motivating comments: Roland is a poor time manager and consistently misses deadlines. How would you turn this phrase around? Let s talk about the XYZ Project. We fell behind on this project in May and missed the June deadline. I d like to hear your thoughts on what happened and what we could have done better. 5
6 Thelma shows no follow-through and customers report that they don t like working with her. PERFORMANCE REVIEW Thelma, our customer service report shows that we have had a 40% increase in customer complaints in the past month. Specifically they report that they are not getting information back on tax assessment inquiries. I d like your thoughts on this as to what may be causing the delay and how we can fix this going forward. Creating SMART Goals: Specific Measurable Attainable Realistic Timely 6
7 Specific: Who is involved? What do I want to accomplish? Where: Identify a location. When: Establish a Time Frame. Which: Identify requirements & constraints. Why: Benefits of accomplishing the goal. Example: General Goal would be Get in Shape. Specific Goal would say Join a health club and workout 3 days a week. Measurable: Establish concrete criteria for measuring progress towards each goal. Measurement allows you to stay on track and reach target dates. Ask questions How much? How many? How will I know when it is accomplished. 7
8 Attainable: You can attain most any goal you set when you plan your steps wisely and establish a well thought out time frame. Goals must be within your scope of achievement or impacted by your contributions and effort. Goals should challenge you to grow and expand to match them. Realistic: To be realistic, a goal must represent an objective toward which you are both willing and able to work towards. A realistic goal should have input from the employee and manager. Unrealistic goals are de-motivators. Timely: A goal must have an established time frame otherwise there is no sense of urgency. If you want to lose 10 pounds, losing it someday won t work. You have to set a date! T can also stand for tangible. When a goal is tangible it can be specific and measurable. 8
9 Performance Rating Scale: If your rating scale is 5 categories or more, your system is to broad. The wider the range of your rating system, the more subjective it becomes. Rating Scale Recommendation: 5- Consistently Exceeds Expectations 4 Consistently Meets & Often Exceeds Expectations 3 Consistently Meets Expectations 2 Partially Meets Expectations 1 - Unacceptable Consistently Exceeds Expectations: Rating 5 This person is truly exceptional. Contributions are made to the organization which are significantly above those expected of the position. Exceeds goal to the point that it is visible to other areas of the organization. 9
10 Consistently Meets and Often exceeds Expectations: Rating 4 All required tasks are carried out with a minimum of guidance & supervision. Results often exceed performance expectations and goals. Contributions to the department or org. are highly significant. Rule of Thumb- 10% to 15% of the workforce should fall into this category. Consistently Meets Expectations: Rating 3 Employee consistently meets the requirements. Tasks are completed in a competent manner with a minimum amount of guidance and supervision. 80% of the workforce should fall into this area. Partially Meets Expectations: Rating 2 Employee achieves many but not all the requirements of the job. Performance is below expectations but still considered contributory. Address specific areas and follow-up review in 6 months. Works as a tool for probationary employees. 10
11 PROBATIONARY EMPLOYEES Unacceptable: Rating 1 Employee s performance does not meet requirements of the position. Immediate performance correction must be accomplished in order to justify retention. A follow-up review will take place within 3 months. RECOMMENDATION: USE A SYSTEM THAT ALLOWS FOR EMPLOYEE SELF REVIEW AND INPUT. Performance Review Process: Step 1: Employees to prepare & submit a self review to their manager. Step 2: Manager to complete the manager portion of the performance review form. Step3: Manager to gain appropriate one-level up approval and signature. 11
12 Performance Review Process Continued: Step 4: Manager to deliver performance review to employee. Step 5: Manager and employee complete goals for upcoming year. Step 6: Send completed and signed performance review to HR or appropriate source. Points to Ponder: Document each performance evaluation communicated to the employee. Document facts or specific incidents that demonstrate inability to perform job not conclusions. Employee signature? Points to Ponder: Remember, if you don t consider an employee s poor performance significant enough to document, then neither will a judge or jury. Documentation provides evidence. Judge and jury did not observe the employee at work. 12
13 Points to Ponder: Train managers on how to conduct fair and welldocumented employee performance evaluations. If the process is not fair, you may face a claim of discrimination from a protected class or for wrongful termination. Make sure the process is the same for everyone. You want to avoid constructive discharge argument. Points to Ponder: Be prepared for excuses, defensiveness & arguments but also consider the employee s point of view. When they present an excuse it s often effective to show you are listening and acknowledging. It allows the person to vent and often diffuses the situation and opens things up for feedback. Points to Ponder: Don t be stingy with praise but don t be overly flowerly with emotional words like great, super, awesome. Non specifics wears off very quickly. Give fair and deserved recognition based on fact. 13
14 Points to Ponder: While no employee is perfect, don t hunt for areas of improvement because you fear the evaluation is to glowing. You can honestly tell someone that they aced their goals, you are proud of them and want them to continue to succeed. 14
Improving the Patient Experience in Rural Hospitals
Improving the Patient Experience in Rural Hospitals What We Will Talk About Today Who am I? What is Patient Experience Why does it matter? Foundational Tools for Success Measurement Surveying/example Focus
More informationGUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS
GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing
More informationWelcome to Part 1 of Performance Appraisal Training. This training is being provided by Human Resource Services.
Presentation: Performance Appraisal Training Late Updated: 3/27/2012 Slide 1: Welcome to Part 1 of Performance Appraisal Training. This training is being provided by Human Resource Services. Slide 2: Learning
More informationSTRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS
STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS Supervisor s Guide Instructor Copy Objectives By the end of this workshop, you will be able to: o o o o o Explain why continual performance feedback is
More informationKotter and Bridges handouts for participants who did not attend Workshop 1.
MATERIALS AND PREPARATION: Kotter and Bridges handouts for participants who did not attend Workshop 1. Change Management and Leadership Skills handout for participants who did not attend Workshop 1. Strategic
More informationEFFECTIVE PERFORMANCE APPRAISALS
EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.
More informationGuide to Effective Staff Performance Evaluations
Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership
More informationGuide to Effective Staff Performance Evaluations
Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for
More informationNever confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing
Module VI: Establishing Goals & Managing Employee Performance INTRODUCTION Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Anonymous What
More informationPerformance Management
Performance Management WORKSHOP HANDOUTS Facilitated by: Tara Kemes, Vantage Point Knowledge Philanthropist June 2013 Page 1 of 16 Handout 1 Performance Management System Overview What is performance management?
More informationPERFORMANCE MANAGEMENT TRAINING
PERFORMANCE MANAGEMENT TRAINING Performance management is an ongoing process rather than a once a year occurrence. It s a way for you as the supervisor to motivate and develop your employees, and to assist
More informationBUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE
BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE Performance management is the methodical and organized system for monitoring the results of work activities, collecting information and evaluating performance,
More informationCITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013
CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 Name: Position: Anniversary Date in Position: Department: Supervisor: Appraisal Period: from to PURPOSE Communication about performance between
More informationA Guide for Goal Setting and Employee Feedback
A Guide for Goal Setting and Employee Feedback 1 Table of Contents The Performance Appraisal Process 3 Goals: Define, Review and Agree 4 Goal Setting Defined 4 Overview 4 Cascading Goals 4 Cascading Goals
More informationPerformance Management Handbook. City of American Canyon
Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core
More informationPerformance Management. Office of Human Resources
Performance Management Office of Human Resources Jean Prather, PHR DEVELOPING EMPLOYEES The conventional definition of management is getting work done through h people, but real management is developing
More informationPerformance Appraisal Handbook For Supervisors. For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff
Performance Appraisal Handbook For Supervisors For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff Department of Human Resources May 2013 Introduction Performance management
More informationEvaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation
Evaluating Performance A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Training Agenda Why do Performance Evaluations? Employee and Supervisor Roles in Performance
More informationMANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN
MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN PLEASE PRINT OR TYPE Date of Appraisal: Evaluating Manager: Division Head: LAST NAME FIRST INITIAL DATE HIRED DEPARTMENT / DIVISION JOB TITLE PURPOSES
More informationPERFORMANCE MANAGEMENT PROCESS
PERFORMANCE MANAGEMENT PROCESS It is not merely evaluation. STATE OF OKLAHOMA TRAINING AND DEVELOPMENT OFFICE OF MANAGEMENT AND ENTERPRISE SERVICES HUMAN CAPITAL MANAGEMENT About HCM Training and Development
More informationStaff Performance Evaluation Training. Office of Human Resources October 2014
Staff Performance Evaluation Training Office of Human Resources October 2014 Documents Suggestion: Have copies of the following documents available during this presentation Core Competencies Staff Self-Evaluation
More informationPerformance Management Manual AUBMC
Manual 6. Reward Performance 1. Mutually develop performance plan 5. Communicate the evaluation AUBMC 2. Monitor and document performance 4. Evaluate Performance 3. Provide Coaching and Development 1 SECTION
More informationChapter 4 Performance Appraisal Process
Chapter 4 Performance Appraisal Process Section 1 Performance Appraisal Process A. Purpose: Provide feedback to an employee regarding their job performance, develop performance and career development goals,
More informationACC Performance Excellence Program (PEP)
ACC Performance Excellence Program (PEP) Performance Review for Classified, Professional-Technical, Administrative Employees Employee Evaluation of Supervisor s Work Performance (An Upward Evaluation)
More informationHUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management
HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Manager's Guide to Mid-Year Performance Management Table of Contents Mid-year Performance Reviews... 3 Plan the performance appraisal meeting... 3
More informationPERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL WHAT IS A PERFORMANCE APPRAISAL? The Appraisal Process PHASE 1 Identification and Observation of Behaviour PHASE 2 Measurement of Performance PHASE 3 Development of future Performance
More informationmyperformance is the new online performance management system being implemented throughout Johns Hopkins University and Johns Hopkins Medicine.
FAQ This document serves to provide answers to frequently asked questions on the use and functionality of the online performance management system, myperformance. 1. What is myperformance? myperformance
More informationPerformance Appraisal Handbook
Performance Appraisal Handbook For Civil Service Employees Human Resources Performance Appraisal Definition - 3 Uses - 3 Performance Standards - 4 Rating Definitions - 5 Performance Goals - 5 Rating Errors
More informationHow To Plan At A Tribe Of People
ONE Don t Mark My Paper, Help Me Get an A Garry Ridge AS I SHARE with you how we successfully implemented our Don t Mark My Paper, Help Me Get an A philosophy into our performance review system, we ll
More informationJob Description. Created Date: June 3, 2015 Version: 1.0
Job Description Title: Fleet Manager Reporting To: VP Patient Services Department: Location: FLSA Classification: Exempt Salary Grade: Created Date: June 3, 2015 Version: 1.0 Position Summary Manages,
More informationHOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM
34 HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM Kammy Haynes and Warren Bobrow Kammy Haynes, Ph.D. and Warren Bobrow, Ph.D. are principals in The Context Group, a management
More informationPERFORMANCE APPRAISAL & PLANNING GUIDE
PERFORMANCE APPRAISAL & PLANNING GUIDE FOR EMPLOYEES Rev. 2015 1 P age THE PURPOSE & PRINCIPLES OF PERFORMANCE MANAGEMENT Each employee of Baylor University serves an important role in furthering the mission
More informationPerformance Appraisal System
SUPERVISORY MANUAL Performance Appraisal System For a New Century State Workforce State of Hawaii Department of Human Resources Development July 1, 2001 PERFORMANCE APPRAISAL SYSTEM POLICY STATEMENT Public
More informationCompleting Your Employee s Performance Appraisal July, 2013
Completing Your Employee s Performance Appraisal July, 2013 This tutorial is designed to provide guidance to supervisors on how to most effectively and efficiently complete employee reviews. As a supervisor,
More information08.530 Employee Performance Management Program. Revised and Reformatted, February 20, 2006; supersedes former policy HR6.30
08.530 Employee Performance Management Program Authority: History: Source of Authority: Related Links: Director of Human Resources Revised and Reformatted, February 20, 2006; supersedes former policy HR6.30
More informationPerformance Management Guide For Managers
Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.
More informationPERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn
More informationDOUGLAS COUNTY CIVIL SERVICE COMMISSION HUMAN RESOURCES DEPARTMENT. PERFORMANCE APPRAISAL MANUAL (Non-Supervisory Employees) TABLE OF CONTENTS
DOUGLAS COUNTY CIVIL SERVICE COMMISSION HUMAN RESOURCES DEPARTMENT PERFORMANCE APPRAISAL MANUAL (Non-Supervisory Employees) TABLE OF CONTENTS ITEM DESCRIPTION PAGE(S) Section I Introduction 1-2 Section
More informationCLASSIFIED EMPLOYEE PERFORMANCE EVALUATION PROCESS
SHASTA COUNTY OFFICE OF EDUCATION CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION PROCESS Implemented: 2003/04 School Year SHASTA COUNTY OFFICE OF EDUCATION CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION PROCESS
More informationOverview of Performance Management. Taking Steps to Enhance Individual & Organizational Effectiveness
Overview of Performance Management Taking Steps to Enhance Individual & Organizational Effectiveness Performance Management Performance management is the process through which supervisors and those they
More informationEXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
More informationfor Sample Company November 2012
for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,
More informationSWU 2010. Performance Evaluation Training
2010 Performance Evaluation Training Objectives Why is Performance Management so critical? Benefits Common Errors H-M-L Conversations Evaluation Techniques Goal Setting New Online Evaluation Tools The
More informationEMPLOYEE INFORMATION
Catholic Diocese of Raleigh Annual Performance Review EMPLOYEE INFORMATION EMPLOYEE NAME JOB TITLE SUPERVISOR/MANAGER PERIOD COVERED BY THIS APPRAISAL TYPE OF REVIEW Annual SIGNATURE OF REVIEWING MANAGER
More informationEstablishing Goals. How to Establish Clear Expectations. References: Excellence in Supervision, Rick Conlow, Thomson Learning, 2001
Establishing Goals References: Excellence in Supervision, Rick Conlow, Thomson Learning, 2001 All good performance begins with clear expectations and goals. Without these, employees seldom reach their
More information06. Create a feedback loop. 01. Create a plan. 02. Improve People skills. 07. Get a tool that supports the workflow. 03. Keep your promises
01. Create a plan 06. Create a feedback loop Plan how you are going to provide better customer service and take help from both staff and customers. 02. Improve People skills Service is a skill and people
More informationGetting The Most Out of the Performance Management System. Human Resources 2015
Getting The Most Out of the Performance Management System Human Resources 2015 Purpose of Today s Training Help employees prepare to write and participate in a high quality performance appraisal. Agenda
More informationTTUHSC Staff Performance Management SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT
SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT Page 1 of 13 Table of Contents PHILOSOPHY STATEMENT... 3 PURPOSE OF PERFORMANCE MANAGEMENT... 3 HOW TO USE THE PERFORMANCE MANAGEMENT PROCESS... 4 Phase
More informationEmployee Support and Development. 8.02 Performance Management Planning. Government Departments and Agencies
Employee Support and Development 8.02 Performance Management Planning AUTHORITY Civil Service Act ADMINISTRATION PEI Public Service Commission Government Departments and Agencies Sub-Section 8.02 Performance
More informationPerformance Management Process Overview Elements of the Performance Management Process
PERFORMANCE MANAGEMENT CREATING SMART GOALS: In People Admin, the University will be asking managers and supervisors to focus their Performance Management outcomes by basing employee work plans on SMART
More informationTips for Performance Review and Goal Setting
SUPERVISOR S GUIDE FOR COMPLETING THE STAFF PERFORMANCE REVIEW Individuals want and expect to be kept informed routinely about their performance. This feedback is required of a supervisor and is an integral
More informationWhat to look for when recruiting a good project manager
What to look for when recruiting a good project manager Although it isn t possible to provide one single definition of what a good project manager is, certain traits, skills and attributes seem to be advantageous
More informationARTICLE 26 - PERFORMANCE APPRAISAL
ARTICLE 26 - PERFORMANCE APPRAISAL Page 1 The performance appraisal of employees in the AFGE bargaining unit shall he in accordance with this Article and VA Directive 5013 and VA handbook 5013. In the
More informationMini-Guide to Selecting and Working with Consultants
Mini-Guide to Selecting and Working with Consultants Before Contacting a Consultant What to expect from a consultant Thinking through your needs Interviewing Consultants Describe what will happen during
More informationDeveloping Policies, Protocols and Procedures using Kotter s 8 step Change Management Model
2013 Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model Marion Foster Scottish Practice Management Development Network [Pick the date] IMPLEMENTING CHANGE POWERFULLY
More informationHuman Resources Training. Performance Management Training Module 2: Managing Employee Performance
Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating
More information2014 Performance Management Frequently Asked Questions
2014 Performance Management Frequently Asked Questions What is Performance Management and what is the Performance Management Form? Performance Management is an on going formal and informal process to develop
More informationRetention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background
Retention Practices: Setting Expectations and Managing Performance Sharon Harris CIS Senior Human Resource Consultant AGENDA 1. Hire to Retire (H2R): Program Background 2. Performance Management - Benefits,
More informationSetting Expectations, Coaching, and Performance Evaluation
Setting Expectations, Coaching, and Performance Evaluation Content taken from The EDGE: Foundations for Successful Leadership, Setting Expectations, Coaching for Optimal Performance module, 2004 Um-HRD,
More informationWLUSA/OSSTF Annual Performance Review Guide
WLUSA/OSSTF Annual Performance Review Guide November 2015 Table of Contents OVERVIEW...3 s are Integral to Laurier's Success... 3 Key Components... 3 Role of the Manager(s) (direct and dotted line)...
More informationMaximizing the Performance of Your Team
Maximizing the Performance of Your Team Overview How to work with your employees to ensure they re reaching their potential. Understand the individuals you manage and your team Set goals and make performance
More information6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE. 2013 salesforce.com, inc. All rights reserved.
6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE 2013 salesforce.com, inc. All rights reserved. > Intro INTRODUCTION The vast majority of people are not experiencing great service. Nearly a third of
More information15 Most Typically Used Interview Questions and Answers
15 Most Typically Used Interview Questions and Answers According to the reports of job seekers, made from thousands of job interviews, done at 97 big companies in the United States, we selected the 15
More information6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE
6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE Introduction THE SERVICE GAP The vast majority of people are not experiencing great service. Nearly a third of consumers believe that businesses are now
More informationA MyPerformance Guide to Performance Conversations
A MyPerformance Guide to Performance Conversations brought to you by the BC Public Service Agency contents Elements of a Conversation Preparing for the Conversation Clear on Intent/Topic for Discussion
More informationProcedure 6.10P Employee Conduct and Discipline FAQ
Who has to abide by the conduct rules in the Employee Conduct and Discipline Procedure? Everyone who is employed by LCCC in any capacity. Why isn t there a separate definition for performance problems?
More informationPerformance Planning And Evaluation A guide for employees, supervisors and managers
THE LIVE IT EVERY DAY Performance Planning And Evaluation A guide for employees, supervisors and managers 1 INTEGRITY We live Integrity by Telling the truth. Being consistent. Doing the right thing even
More informationEmployee Evaluation. 5= Outstanding: Performance is extraordinary and exceptional. (Outstanding ratings should only be awarded on rare occasions.
Employee Evaluation Name of Employee: Date of Review: Evaluator Name: Job Title: Years in Job: Performance Evaluation s: 5= Outstanding: Performance is extraordinary and exceptional. (Outstanding ratings
More informationCollege of Design. Merit Pay Rating System. Merit Rating System
College of Design Merit Pay Rating System Merit Rating System The College of Design will use the Performance Only model of merit pay. Merit rating system and definition a. Merit pay matrix if defined at
More informationPERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES
PERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES As a supervisor, one of your primary roles is to help employees succeed in their position and coaching them to high levels of performance. Whenever
More informationStaff Performance Evaluation
Staff Performance Evaluation This form, and any attachment, becomes part of the employee's official personnel file. Employee Name: Position Title: UIN: Department: Review Type: Annual Job At Risk Probationary
More informationDevelopmental Sales Coaching
Introduction Optimizing Your Lab s Sales Force Performance Part 1 Developmental Sales Coaching By Peter T. Francis The research is indisputable. Great coaching is the cornerstone of creating world-class
More informationSpecific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW
Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants
More informationEmployee Performance Management Training
Employee Performance Management Training 2 Employee Performance Management Training Session 1: Importance of Managing Performance Session 2: Setting Goals Session 3: Creating Performance Appraisal Form
More informationClient Relationship Management. LIA Cork 9 th September 2008. Eanna McCloskey Wealth Options Ltd. Know your customer. Definition. Know your customer
Eanna McCloskey Wealth Options Ltd. Client Relationship Management LIA Cork 9 th September 2008 Definition Knowledge of your CUSTOMER, his/her needs, wants and motives Appreciation of the length, width
More informationPerformance Management Guide
Performance Management Guide (Rev 2/07) Page 1 Please note: the following Guide is under revision and existing references should be used until further notice. Performance Management Guide ABOUT THIS GUIDE
More informationCONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS
CONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS I. Overview II. III. IV. Why Assess Performance? When to Conduct a Written Performance Assessment Conducting the Performance Assessment Meeting V. Setting SMART
More informationARKANSAS SCHOOL FOR THE BLIND. Policy Type Subject of Policy Policy No. Administrative Personnel Performance Evaluation System 1013
PURPOSE: Pursuant to Act 449 of 2007, the Arkansas School for the Blind (ASB) adopts a Merit Pay Increase System for performance evaluation standards. The Personnel Performance Evaluation System (PPES)
More informationUniversity of Detroit Mercy. Performance Communication System (PCS)
Supervisor Manual 1/5/11 Supervisor Manual Table of Contents The 3 The PCS Process 5 Preparing for the Discussion Meeting 7 Tips for Good Communication 7 Performance Expectations 8 Behavioral Competencies
More informationMaking the Most of Your Performance Appraisal. Say the words performance appraisal and you get any number of reactions. For some,
Making the Most of Your Performance Appraisal Say the words performance appraisal and you get any number of reactions. For some, the performance management process, which includes completion of the annual
More informationMaking the Transition to Management
Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for
More informationNorth Dakota Human Resource Management Services Performance Evaluation
North Dakota Human Resource Management Services Performance Evaluation Performance Evaluation is a multi-purpose tool used to: Measure actual performance against expected performance Provide an opportunity
More informationPERFORMANCE EVALUATIONS:
: More Important than Ever in 2011 According to the Equal Employment Opportunity Commission ( EEOC ), the Commission received over 7% more employment discrimination and unlawful harassment charges in 2010
More informationTalent Management Courses
Talent Management Courses Business Succession Planning Developing and Maintaining a Succession Plan Change is a hallmark of today s business world. In particular, our workforce is constantly changing people
More informationUtica College Performance Review Form
Utica College Performance Review Form EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: From To *Supervisor is the person delivering the review INSTRUCTIONS FOR COMPLETING
More informationMANAGING & EVALUATING EMPLOYEE PERFORMANCE. A Guide to Classified Employee Performance Management & Evaluation
MANAGING & EVALUATING EMPLOYEE PERFORMANCE A Guide to Classified Employee Performance Management & Evaluation OUTLINE Why do performance evaluations? Supervisor s role in performance management Employee
More informationImproving Employee Satisfaction in Healthcare through Effective Employee Performance Management
Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management Introduction The following quotes are comments made by HR professionals from U.S. healthcare providers who
More informationHuman Resources Training
Human Resources Training Performance Management Training Module 2: Managing Employee Performance March 2010 Objectives By the end of this module participants will be able to: Describe the elements of a
More informationFor the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:
For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large
More informationCareer Readiness Skills
Interests, Aptitudes, and Abilities... 1 Entrepreneurship... 2 Taking an Interest Inventory... 3 TSA... 5 Keys to a Positive Attitude... 6 Teamwork... 7 Work Habits... 9 Personal Employability Traits...
More informationTools for Effective Performance Management
Tools for Effective Performance Management TABLE OF CONTENTS Section Page How to Get the Most from the Formal Review Process 2 Six Key Actions to Prepare for the Review 5 Sample Forms 11 How to Deal with
More informationUser s Guide to Performance Management
User s Guide to Performance Management University Human Resources Brown University Table of Contents 1 I. Overview 3 II. The Performance Management Cycle 4 III. Performance Management Forms..6 1. Goal
More informationStrategic Planning & Goal Setting
White Paper Strategic Planning & Goal Setting ASSESSMENTS: STRATEGIC PLANNING GOAL SETTING 2. Strategic Planning & Goal Setting STRATEGIC PLANNING Strategic planning is a disciplined effort. In the end,
More informationWriting Performance Objectives for Job Components: A Brief Tutorial
Writing Performance Objectives for Job Components: A Brief Tutorial Under the State of Missouri s PERforM employee appraisal system, each employee must have at least one (1) performance objective for each
More informationThe City of Minneapolis Approach to Performance Management
The City of Minneapolis Approach to Performance Management Table of Contents Purpose and Introduction... 1 Performance Management Process Overview.. 3 Planning Performance.... 4 Monitoring Performance..
More informationUtica College Performance Review Form for LEADERSHIP
Utica College Performance Review Form for LEADERSHIP EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: *Supervisor is the person delivering the review From To INSTRUCTIONS
More informationPERFORMANCE ASSESSMENT AND MANAGEMENT GUIDEBOOK FOR STAFF
University of St. Thomas Human Resources Department 50 PERFORMANCE ASSESSMENT AND MANAGEMENT GUIDEBOOK FOR STAFF Mail # AQU 217 2115 Summit Avenue St. Paul, MN 55105 651-962-6510 www.stthomas.edu/hr Performance
More informationChange Management Is A Behavioral Competency You Can Develop
Change Management Is A Behavioral Competency You Can Develop Hinda K. Sterling Herbert L. Selesnick & Sterling Selesnick, INC Change Management Is A Behavioral Competency You Can Develop This article is
More informationThe Introduction of a New Performance Management System. for Administrative & Professional, and Exempt Employees at Brock University
The Introduction of a New Performance Management System for Administrative & Professional, and Exempt Employees at Brock University Your Role Today In your day-to-day activities you may wear many different
More informationWriting and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors
Writing and Conducting Successful Performance Appraisals Guidelines for Managers and Supervisors Performance reviews are like compasses They give your exact position and provide direction Office of Human
More information