SWU Performance Evaluation Training

Transcription

1 2010 Performance Evaluation Training

2 Objectives Why is Performance Management so critical? Benefits Common Errors H-M-L Conversations Evaluation Techniques Goal Setting New Online Evaluation Tools

3 The Gallup Path

4 The Gallup Q12 and Performance Management Q1 - I know what is expected of me at work Q3 - At work, I have the opportunity to do what I do best everyday. Q4 - In the last seven days, I have received recognition or praise for doing good work. Q5 - My supervisor or someone at work seem to care about me as a person. Q6 - There is someone at work who encourages my development Q11 - In the last six months, someone at work has talked to me about my progress. Q12 - This last year, I have had opportunities at work to learn and grow. CQ8. The performance appraisal process at Scott & White is able to distinguish between good performers and poor performers

5 Gallup and Employee Engagement Gallup asked a random sample of 1,003 U.S. employees how much they agreed with these two statements: My supervisor focuses on my strengths or positive characteristics and My supervisor focuses on my weaknesses or negative characteristics. All other employees were put into an ignored category (25%). Who were the most engaged / least?

6 Gallup and Employee Engagement If your manager focuses on your strengths, your chances of being actively disengaged at work are only 1 in 100 If your manager ignores you, though, you are about twice as likely to be actively disengaged at work than if your manager focuses on your weaknesses. Being overlooked, it seems, is more harmful to employees engagement than having to discuss their weaknesses with their manager. The best employees don t want to be coddled; they want to matter. They want to be part of something greater than themselves, and they want to know how they contribute to that something. -Gallup

7 Studer Principles and Performance Management If everyone in the organization doesn t truly understand the behavior that s needed to be successful, the organization won t achieve it goals. -Studer Alignment A mere 7% of employees today fully understand their company s business strategies and what s expected of them in order to help achieve company goals Harvard Business School Press. Action Studer assessments reveal 40 to 60 percent of the employees whom mangers say are not meeting performance expectations don t have the shortcomings documented and are not in any type of performance counseling Accountability How well does your current evaluation system hold people accountable? The majority answer fair not worldclass

8 Why are Evaluations so Critical? Performance Management is an essential tool for high performing organizations; it is one of the manager s most important responsibilities, if not the most Clarifies job responsibilities and expectations Enhances individual productivity Develops employee capabilities to their fullest extent through effective feedback and coaching Drives behavior to align with the organization s core values, goals and strategy Provides a basis for making operational human capital decisions (pay) Improves communication between employees and managers

9 Performance Evaluation Benefits Companies whose performance management facilitated communication of quantitative objectives and linked them with pay for performance enjoyed the lowest turnover of all companies-workforce Intelligence Report Motivates your employees by giving them clear expectations Provides the basis for decisions regarding HML ratings and Scott & White s pay for performance plan Provides legal protection for unemployment claims and wrongful terminations Increases Staff Engagement and drives Customer Engagement

10 Common Errors Being indirect about problem areas Not being specific enough Not paying attention to the overall picture Focusing only on recent history - not the entire evaluation period Viewing appraisals as interruptions, an obligation to rush through annually with minimal effort & disruption If you rush through an appraisal, the employee will feel as if they do not matter in the grand scheme of things

11 Common Errors Rating all subordinates at about the same point on a ranking scale, usually in the middle or judging all employees too leniently or too strictly Allowing one very good or very bad rating to affect all other ratings of the employee (the "halo effect") Permitting personal feelings to bias the evaluation Allowing irrelevant or non job-related factors to influence the evaluation (i.e., appearance, social standing, excused time off, EAP participation ) Failing to include unfavorable comments on the evaluation, even when justified Failing to follow up with action plans for Low Performers PROCRASTINATING!!!

12 High-Middle Middle-Low Those Crucial Conversations High Performer Conversations Re-recruit your best performers by giving specific positive feedback about: what they do well their accomplishments examples of positive attitude Share information about where the organization is going Ask if there is anything you can do for them to make their job better

13 High-Middle Middle-Low Those Crucial Conversations Middle Performer Conversations Use a support-coach-support technique Overall tone of the meeting must be positive Begin by reassuring these individuals that you value their contributions Your goal is to retain them for they are a valuable staff member Thank them for what they do well Identify and discuss one specific area for development Something you would like them to improve and include this area in your goals for next year Complete the conversation by reaffirming their good qualities and expressing your appreciation

14 High-Middle Middle-Low Those Crucial Conversations Low Performer Conversations Do not start the meeting out on a positive note Use the DESK approach: DESCRIBE - Describe what has been observed EVALUATE - Evaluate how you feel SHOW - Show what needs to be done KNOW - Ensure that employees know the consequences of the continued poor performance

15 High-Middle Middle-Low Those Crucial Conversations Low Performer Conversations There can still be positive aspects but if the overall outcome was below par, do not hide that fact, initiate that crucial conversation Develop an action plan to move the staff member from Low to Medium Involve the employee to identify and discuss the issues An action plan should detail the problem, the steps to take to solve the problem, and a timeframe when the plan will be implemented.

16 High-Middle Middle-Low Those Crucial Conversations Low Performer Conversations Clearly show and set expectations of what needs to change or be done differently Express consequences of continuing with same performance and behaviors Document and secure employee understanding receipt of feedback If they don t agree let them provide feedback on why and have a voice even though it does not change your assessment

17 Key Evaluation Techniques Know your objectives going into the performance evaluation Review and rate prior year s performance Provide feedback regarding development opportunities Set goals and objectives for next year s performance Prioritize and focus on a few main points Do not give a whitewash evaluation, being honest and direct adds value Practice, practice, practice An evaluation should not take a long time. Performance reviews should be done in a pre-determined amount of time designated for the evaluation component, setting performance targets and goals Staff should be told about good/poor performance when it happens The review should not contain new information Employees should be aware of how their performance will be assessed before the review (on hire)

18 Goal Setting Priorities Goals need to be difficult enough as to be challenging but simple enough to be attainable Goals should be Specific, Measurable, Attainable, Relevant/Results-oriented & Time sensitive (SMART) Goals should be both short-term & long-term, covering a variety of objectives, depending on the employee's current job responsibilities and future aspirations Individual strengths and organizational objectives should be used to determine future goals

19 Goal Setting Priorities Employee should take an active part in the formulation of goals and action plans Communicate to the employee how their goals align with organizational objectives Have an open mind about employee s future goals New performance goals should be recorded, reviewed regularly and modified as needed

20 HLC Verification All staff members are required to complete all HLC courses by Nov. 1 to receive a merit increase. Managers should log into InSite to verify that all employees have completed. Go to InSite, HR, Education/Training, HLC Completion Report

21 Online Evaluation Tools The dates for the Manager Portion of the Performance Evaluation process will be 10/1/2010 to 11/19/2010 (5 pm) We encourage you to have your staff do a self assessment Please do not wait until the last week to complete your evaluations We encourage all supervisors to complete the evaluation process as soon as possible following 10/1/2010

22 Online Evaluation Tools Access the PeopleSoft website There are two options for accessing this site: 1) From any computer with internet access type mybenefits.sw.org in the browser address box 2) Click on InSite from your computer

23 Online Evaluation Tools Select BUZZ in the top toolbar

24 Online Evaluation Tools Enter your User ID and Password, then click Sign In Note: This User ID and Password is the same as your regular Novell log-in information. If you need assistance with your User ID or Password, please contact the Help Desk:

25 Online Evaluation Tools Select the Perf/Merit Incentives Tab

26 Online Evaluation Tools Select the Performance Evaluation Link

27 Online Evaluation Tools SWU Follow the on screen instructions to initiate performance review for your employees The date to be used for all performance evaluations is 10/01/2010 Only those employees who report to you as of 10/01/2010 will be visible

28 SWU Online Evaluation Tools Select the employee you wish to create a performance evaluation Note: If any of your direct reports also supervise employees, you will be able to review or initiate an evaluation for those indirect reports by selecting the drill down button located to the right of the manager Mary Beth Garfield Kate Myers Noah Bowman Victoria Bower

29 SWU Online Evaluation Tools The Performance Evaluation has been designed in order to provide supervisors a tool with flexibility The Job Summary is displayed in the beginning of the Performance Review and is in a bulleted format Should you find any Job Descriptions that require modification, please have the director of your department contact Compensation after 1/1/2011

30 SWU Online Evaluation Tools A 5-point rating scale is used to rate the overall performance of each employee One of the organizations goals by using this tool is to establish consistency in ratings across the organization, each point on the scale has been defined and provides guidelines for use

31 SWU Online Evaluation Tools In the Expectations section you will enter up to 8 tasks, goals or accomplishments your employee will be evaluated against This may be copied from the job description or major responsibilities may be summarized This may also be copied from the goals you set during the 2009 review You will then rate each line Expectations (Goals) Section represents 60% of the employee s score

32 SWU Online Evaluation Tools The next section to be completed is the Organizational Competencies which represents 40% of the employee s score

33 SWU Online Evaluation Tools Once you have entered the Organizational Competencies, Click SAVE to calculate the employee s score You will be able to make changes to the evaluation after you click SAVE

34 SWU Online Evaluation Tools A sample of the recommended focus of H-M-L conversations is displayed for your use

35 SWU Online Evaluation Tools The online evaluation tool provides a section for you to establish goals for 2011 with your employees The 2011 Goals section is required and assigned weights must equal 100%

36 SWU Online Evaluation Tools Follow the on-screen instructions to complete the Performance Evaluation

37 SWU Online Evaluation Tools You will be able to view when your employee has reviewed and accepted the evaluation

38 SWU Online Evaluation Tools (Employee) Once the supervisor has completed the Performance Evaluation discussion with the employee and clicked EVALUATION CONVERSATION COMPLETE button, the employee will be able to review and accept their evaluation on-line the next day A process must run nightly to make this transaction possible For example, If you complete the discussion with your employee on Tuesday, they will not be able to access their on-line evaluation until Wednesday

39 SWU Online Evaluation Tools (Employee) Employees will login to Buzz to access and will select the Performance Evaluation Link Employees will have the option to print and provide comments on the evaluation HR will provide navigation instructions for you to share with your employees on October 1st

40 SWU Year End Calendar Please make sure that your people are in the right title and the right people are reporting to you by 9/24/10 The Online Performance Tool opens 10/1/10 Evaluations must be submitted by Friday 11/19/10 at 5 pm to be included in the Merit Worksheet Discussions with your staff on their review should be completed by 12/31/10 The Merit window is 11/29/10 12/10/10

41 SWU Black Out Periods Transfers, promotions, standard hour changes, department re-organizations and/or supervisor changes will not be accepted or processed during the time period of 11/19/10 to 1/02/11 Terminations, leave of absences, and/or new hires will be accepted and processed during this time period

42 SWU Additional Information Promotions processed before 11/19/10 do not affect merit eligibility for staff As each milestone approaches we will have additional communications and training opportunities available Questions can be asked through the Compensation by going to or by phone at

43 SWU Q&A