PERALTA COMMUNITY COLLEGE DISTRICT Office of Human Performance Resources & Employee Planning Relations Management Evaluation Process.

Transcription

1 PERALTA COMMUNITY COLLEGE DISTRICT Office f Human Perfrmance Resurces & Emplyee Planning Relatins Management Evaluatin Prcess Gals Perfrmance gals shuld be clear and guide actin. T d that, gals must meet the fllwing criteria: S. M. A. R. T. - Specific - Measurable - Achievable SMART - Results Oriented - Time-Bund SPECIFIC: MEASURABLE: ACHIEVABLE: Be specific abut expected results. Define these clearly and simply. Perfrmance bjectives shuld describe the general actins required t achieve perfrmance expectatins. Clarify what will be measured and hw. Sme Objectives can be measured quantitatively, thers must be measured qualitatively. Describe hw success will be assessed. Gals shuld be attainable and agreed upn. While realistic, they shuld als be a stretch t prvide challenge and prfessinal grwth. RESULTS ORIENTED: Gals must be fcused n the desired end result r utcme desired. TIME-BOUND: Gals shuld have a specific date fr cmpletin. Example SMART Gals 1. Review and revise current ffice practices in A, B and C areas t imprve efficiency and effectiveness by Octber 1st. Success will be measured by client feedback n a frmal survey. 2. Develp and distribute in March and Octber an electrnic survey tl t identify client perceptins f current service levels. Implement at least three imprvements based n each survey within three mnths f receipt f the survey findings. 3. Attend frmal instructin t imprve business writing skills by December. Practice business writing by cmpleting six articles fr the departmental newsletter during the next fiscal year. Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 1

2 ASSESSMENT An emplyee may exceed expectatins n a gal if it can be dcumented that he/she attained the gal as defined and imprved in ne r mre areas f the gal. Ask the questins, wh, what, when, where, why and hw t determine level f achievement. Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 2

3 Caching Caching is an nging prcess f cmmunicatin between the supervisr and the emplyee designed t imprve current perfrmance and build capabilities fr the future. It invlves infrmal cnversatin, as well as mre frmal caching meetings and written dcumentatin. Sme supervisrs find it difficult t prvide psitive r negative feedback. It may be helpful t nte that feedback is simply an bjective bservatin f reality and it is inherently neutral. When staff wrk withut feedback, supervisrs fail t prvide the framewrk fr real grwth, develpment and enhanced cntributin. GIVING EFFECTIVE FEEDBACK The intent f giving feedback shuld always be t help peple imprve persnally and/r prfessinally. Be aware that giving feedback impacts a persn s self-esteem. Redirecting feedback must be dne t address the issue withut persnally attacking the emplyee. Feedback shuld be restricted t jb-related behavirs nt persnal values, beliefs r assumed mtives. 1. Make sure the feedback is relevant t the individual's jb Give feedback n issues that are critical t the individual's success and the pririties f their jb. D nt nly be cncerned abut irrelevant issues. 2. Be direct and discuss bserved behavir(s) Stay with yur wn bservatins and perceptins. Hearsay is weak and subject t distrtins. If smene tells yu smething abut smene else, encurage him r her t talk directly t that persn. 3. Be descriptive rather than evaluative State what yu bserved the persn ding r saying withut editrializing r making a value judgment. Fr example d nt say, Yur presentatin was pr! Instead say, T me, yu seemed unsure f yur material during yur presentatin this mrning. Avid fcusing n the receiver's character r persnality. 4. Be specific rather than general The mre detail yu can prvide the better. If yu d nt prvide specific examples, the receiver will surely ask yu fr them. Building n the presentatin example, yu might say, I nticed yu stumbled ver the intrductin, and there were tw places where yur facts did nt supprt yur cnclusin. 5. Fcus n the needs f the receiver, nt yur needs as the sender Try t see the situatin frm the perspective f the receiver. Yur full intent needs t be fr the benefit f the recipient. Thus, a cmment like, "I was embarrassed by yur presentatin." is irrelevant. 6. Be as timely as pssible Feedback that is given ut f cntext is f little value. State yur bservatins as clse t the ccurrence f the actual event as pssible. 7. Be sure t give the prper balance f reinfrcing and redirecting feedback Over time a persn shuld have the prper amunt f reinfrcing and redirecting feedback based n whether they are cntributing apprpriately r nt. Fr specific n- Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 3

4 ging cnversatins it is best t give either reinfrcing r redirecting feedback s that there is n ambiguity in yur expectatins. If either party feels any uncertainty abut what utcmes are desired, the emplyee shuld summarize their understanding f the cnversatin and submit it t their supervisr. This will help bth parties feel cmfrtable that they understand ne anther. 8. Give feedback privately Redirecting feedback shuld always be given privately. If yu are giving reinfrcing feedback and the recipient is nt embarrassed by public reinfrcement, it may be apprpriate t give feedback publicly. As a supervisr, cnsider the impact this will have n thers in yur grup. Will they be mtivated r de-mtivated by the public acknwledgement? Will yu have pprtunities t praise thers publicly? It is expected that caching will ccur n an as needed basis thrughut the year and may be initiated by either the supervisr r the emplyee. An effective way t track and refer t perfrmance related incidents/activity is t set up a "memry file." This can be as simple as a file flder. It can include ntes n exceptinal (psitive r negative) perfrmance r behavir by the emplyee. It can include cpies f letters f appreciatin r caching/cunseling. By keeping a memry file n each emplyee, a supervisr can track an emplyee's perfrmance prgress as well as what caching has been prvided. The emplyee may als want t set up a memry file t ensure all key aspects f his/her perfrmance are recrded. SUPERVISOR ROLE - Prvide nging perfrmance feedback t emplyees t recgnize excellent perfrmance - Prvide feedback t crrect perfrmance that des nt meet established expectatins - Slicit ideas and suggestins frm the emplyee fr imprving wrk prcesses - Wrk with the emplyee t identify barriers t success and strategies fr remving r minimizing the barriers - Discuss emplyee's learning and prfessinal develpment needs - Slicit emplyee feedback n supervisry caching effectiveness When caching an emplyee: - Allw time fr caching. Even n an infrmal basis, it takes time t d it well. - Ask hw yu can be f help t yur emplyee. - Ask the emplyee what prevents him/her frm perfrming at the desired level, if the caching is abut nt meeting expectatins. - Ask the emplyee fr slutins t the prblem. - Describe the emplyee's perfrmance as specifically as pssible. - Write dwn what yu and yur emplyee agree t d. - Talk abut fllw up. Will yu meet again t discuss the issue? When? Questins fr Supervisrs: - What have I bserved abut this persn s wrk that I want t reinfrce? - In what ways des this persn like t be recgnized fr excellent perfrmance? - Hw culd this persn imprve his/her perfrmance? What is the difference between "actual" and "desired" perfrmance? - Hw well is this persn ding in meeting his/her gals? What can be dne t facilitate gal prgress? - Have I checked t see if there are any barriers this persn might be experiencing in perfrming his/her jb duties, such as: Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 4

5 Getting needed infrmatin? Having well-defined pririties? Having apprpriate equipment? Receiving needed feedback n perfrmance? Having adequate supplies? Having a reasnable wrklad? Wrking under a reasnable deadline? Have I prvided r made available the training this persn needs t d the jb? Have I asked this persn hw I can help him/her succeed? Crrective Actin: In sme situatins, caching may nt result in imprved perfrmance. When that ccurs, supervisrs may need t use infrmal and/r frmal crrective actin prcedures t address perfrmance issues. Supervisrs have respnsibility t understand and implement apprpriate crrective actin. Training n crrective actin and individual cnsultatin is available t supervisrs thrugh the Office f Human Resurces at 510/ EMPLOYEE ROLE Thse receiving caching are encuraged t be active participants in their wn caching by: - Asking fr caching when it is needed - Listening and respnding t feedback frm caches - Identify what training/skills are needed t be fully resurceful Questins fr Emplyees: - Am I clear n what's expected f me? - In what areas d I believe that I am exceeding expectatins? Hw d I want t share this with my supervisr? Are there examples f my successes that I want t share? - In what areas d I believe I am meeting expectatins? Is there anything I need in rder t d better in these areas, e.g. equipment, resurces, training, etc.? - In what areas d I believe my perfrmance is belw expectatins? Why am I nt meeting expectatins? What d I need t imprve my perfrmance? - D I knw the extent t which my supervisr is satisfied with my jb perfrmance? - Hw can I share with my supervisr what I am wrking n? Prject updates? - Hw well am I meeting my gals? What help d I need t assure my gals are met? - Is there infrmatin I need t share with my supervisr abut barriers t my jb perfrmance? Such as: Inadequate infrmatin Unclear directin Inadequate supplies r equipment Lack f skill r knwledge Cmpleting deadlines Wrklad - Is there training that wuld help me imprve my perfrmance? - Are there additinal areas f the ffice that I wuld like t understand better? - D I have suggestins t imprve the way my wrk is dne? (e.g., better prcedures, redesigned systems, etc.) - Is there anything I need frm my supervisr t d a better jb? - Are there cncerns that I have that I shuld share with my supervisr? Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 5

6 Perfrmance Appraisal Sessin/Learning Assessment The perfrmance assessment summarizes the emplyee s cntributins ver the entire appraisal perid (usually ne year). It may ccur as ften as necessary t acknwledge the emplyee fr accmplishments and t plan tgether fr imprved perfrmance. PREPARING FOR THE ASSESSMENT Much f the hard wrk f appraising perfrmance shuld be carried ut befre the assessment meeting. Prir t the meeting managers can encurage emplyee invlvement by asking the emplyee t: - Prepare a self-evaluatin - List accmplishments and identify areas fr imprvement - Prvide names f key clients wh can give feedback n the emplyee's perfrmance - Prpse wrk-related and prfessinal develpment bjectives fr the next review perid Managers shuld review the emplyee's: - Objectives fr the appraisal perid and the extent t which the emplyee accmplished their gals accrding t pre-determined expectatins - Prfessinal develpment ver the review perid - Accmplishments as described in input prvided by key clients and clleagues - Memry file t achieve a full picture f perfrmance ver the entire rating perid GUIDELINES FOR CONDUCTING A PERFORMANCE REVIEW 1. Make it "pririty time." Create an agenda fr the meeting Minimize interruptins 2. Set a tne f cllabratin. Start the discussin n a psitive nte Encurage yur emplyee ' s participatin 3. Be clear abut yur purpse. Reinfrce that the discussin will address strengths and areas fr imprvement 4. Review perfrmance expectatins. Discuss the jb descriptin, psitin bjectives, gals, and critical jb tasks Be clear abut perfrmance standards 5. Discuss perfrmance that is belw, meets, and exceeds expectatins. Use language that is clear and specific; use examples Describe perfrmance, nt persnality 6. Ask yur emplyee what he/she thinks. Overall, hw successful have yu been at meeting yur perfrmance expectatins? Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 6

7 What perfrmance expectatins have yu met r exceeded? What measures supprt this? What perfrmance expectatins have yu nt met? What wuld yu like t d better n yur jb? What new duties wuld yu like t d? What skills did yu imprve r acquire this year? Hw did the develpment plan assist in this skill acquisitin? What skills d yu need t develp this year? What des yur supervisr d that helps yu d yur jb? What mre can the supervisr d t imprve yur jb r assist yu in being successful? What else wuld yu like t discuss? 7. Set gals t: Imprve perfrmance in targeted areas Build n strengths Develp the emplyee's knwledge, skills, and abilities Align the emplyee's wrk with the needs f the unit 8. Agree t fllw up. Schedule at least ne interim check-in n perfrmance during the year Ask hw yur emplyee prefers t receive feedback (written, verbal) Discuss hw yur emplyee likes t be recgnized fr gd wrk 9. Clse with encuragement. Ask the emplyee t summarize the discussin Offer yur help and supprt End n a psitive nte by summarizing emplyee strengths and cntributins PITFALLS TO AVIOD IN PERFORMANCE REVIEW 1. Hal Errr - Appraiser giving favrable ratings t all jb duties based n impressive perfrmance in just ne jb functin. 2. Hrns Errr - (Oppsite f hal errr) Dwngrading an emplyee acrss all perfrmance dimensins exclusively because f pr perfrmance n ne dimensin 3. First Impressin Errr - Develping a negative r psitive pinin f an emplyee early in the review perid and allwing that t negatively r psitively influence all later perceptins f perfrmance. 4. Recency Errr - (The ppsite f first impressin errr) Allwing perfrmance, either gd r bad, at the end f the review perid t play t large a rle in determining an emplyee's ratings fr the entire perid. 5. Leniency Errr - Cnsistently rating smene higher than is deserved. 6. Severity Errr - (Oppsite f leniency errr) Rating smene cnsistently lwer than is deserved. 7. Central Tendency Errr - Aviding extremes in ratings acrss emplyees. 8. Clne Errr - Giving better ratings t individuals wh are like the rater in behavir Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 7

8 and/r persnality. 9. Spillver Errr - Cntinuing t dwngrade an emplyee fr perfrmance errrs in prir rating perids. T avid these errrs: - Keep dcumentatin (ntes, , etc.) thrughut the year, bth n accmplishments and needs fr imprvement. (e.g. memry file) - Allw enugh time befre the review meeting t reflect n the events f the past year. - Ask thers wh are familiar with the persn's wrk t add input - Ask the emplyee t review his/her wn perfrmance as additinal input t the discussin. EMPLOYEE ROLE Befre the perfrmance review: - Cnfirm the meeting with yur supervisr. - Gather any dcumentatin regarding yur perfrmance that yu have cllected thrughut the year (letters, ntes, etc.). - Cmplete yur self-evaluatin; make a cpy and give it t yur supervisr in advance f the meeting. - Review yur jb descriptin and expectatins that were set during the perfrmance planning discussin. - Write dwn questins that yu want t ask yur supervisr. - Be prepared t talk abut yur perfrmance--what yu d well, hw yu culd imprve, what yu wuld like t learn. During the perfrmance review: - Listen t feedback frm the supervisr and ask questins t clarify infrmatin. - Share infrmatin frm the self-evaluatin. - Offer suggestins and ideas fr imprving perfrmance. - Identify areas fr learning and develpment. - Identify bstacles t perfrmance and suggest slutins. - Sign the perfrmance review frm, attaching cmments if desired. CLOSING - Bth the supervisr and the emplyee shuld sign the appraisal. Signing the appraisal des nt mean the emplyee agrees with the appraisal; it means that the appraisal has been shared with the emplyee; the emplyee can prvide a written respnse, which is ptinal. - Prvide the emplyee with a cpy, and the riginal shuld g in the emplyee's persnnel file. - Yu and the emplyee shuld exchange nging feedback abut perfrmance gals and standards thrughut the year. Prepared by Office f Human Resurces & Emplyee Relatins 10/5/2011 Page 8