What Do You Know About Performance Appraisals?(cont.)

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "What Do You Know About Performance Appraisals?(cont.)"

Transcription

1 What Do You Know About Performance Appraisals? Performance appraisals need to be formal and highly-scripted affairs Employees need to be very involved in their performance appraisals Supervisors should start performance appraisal meetings with the bad news first Goal setting is a big part of performance appraisals Documentation is not a big part of performance appraisals Interactive Exercise: What Do You Think Discussion Start the presentation by discussing participants impressions of and expectations for performance appraisals what they can and cannot accomplish. The answers will get participants thinking hands-on about conducting appraisals. Display the questions one at a time to generate reactions on each point. For the record, the answers are F, T, F, T, and F, but this slide is intended as a discussion starter, so this isn t a right-wrong quiz. All these statements will be addressed throughout the presentation. Let s start by looking at some statements about performance appraisals and discussing whether they are true or false. We will cover all these topics throughout the presentation, so let s start thinking about them now. Performance appraisals need to be formal enough for meaningful and productive interaction, and the performance appraisal meeting should have a general agenda, but there also needs to be ample room for feedback and discussion. Employees definitely need to be involved to make performance appraisals as effective as possible. Always begin performance appraisals with the positives in performance and in purpose. Setting goals is a part of successful job performance from the first day on the job! Documenting performance appraisals is absolutely necessary to make them the most effective tool possible for everyone involved. 2

2 What Do You Know About Performance Appraisals?(cont.) You ll never have to do a performance appraisal for a former peer Performance measurements need to be specific and objective Raises always come directly from good performance appraisals Performance appraisals provide a useful tool for guarding against discrimination Interactive Exercise: What Do You Think Discussion Start the presentation by discussing participants impressions of and expectations for performance appraisals what they can and cannot accomplish. The answers will get participants thinking hands-on about conducting appraisals. Display question one at a time to generate reactions on each point. For the record, the answers are F, T, F, and T, but this slide is intended as a discussion starter, so this isn t a right-wrong quiz. All these statements will be addressed throughout the presentation. Doing a performance appraisal for former peers may be awkward, but it is not uncommon. In order for performance measurements to have meaning for employees, they need to be both specific and objective. Otherwise, they re just opinions. Pay is often linked to performance appraisals, but not all companies give raises directly after a performance appraisal meeting. Performance appraisals help companies guard against discrimination by focusing on and documenting performance. 3

3 Performance Appraisal Primer Performance appraisals offer an effective way to: Recognize accomplishments Guide progress Improve performance Bring your company s handbook and adapt this slide s overview of performance appraisals with your company s official policy on appraisals. For our organization to be successful, all of us need to be able to perform to the best of our abilities. We can only do so if we have adequate feedback and clearly defined goals. Performance appraisals are an essential tool for accomplishing these tasks. They offer a formal and official way to: Recognize accomplishments. Every company will define recognizable accomplishments differently, but it s important to have a reward system in place. Guide employee progress. Effective performance appraisals continue to refine the initial job description of what is expected of employees as they learn new skills and gain experience. Improve performance. Whether making good performance better or correcting poor performance, performance appraisals are an important step in identifying the situation and laying out the course for improvement. 4

4 Performance Appraisal Primer (cont.) Performance appraisal meetings allow employees to: Review performance Set goals Identify problems Discuss career advancement Bring your company s handbook and adapt this slide s overview of performance appraisals with your company s official policy on appraisals. Performance appraisal meetings provide the opportunity to: Review how well employees have met job requirements and goals. Set new performance goals, including additional responsibilities. Identify areas in which performance needs to be improved. Discuss career advancement, including training opportunities and promotion. 5

5 Performance Appraisal Benefits Appraisals offer companies: Documentation Employee development Feedback Legal protection Motivation system Interactive Exercise: Benefits Discussion Before revealing the bullets, ask participants to list the benefits of performance appraisals for companies. Performance appraisals offer many benefits to companies, including: Documentation of performance issues, disciplinary actions, written goals, etc., and all signed by the involved parties A system for providing employee development opportunities A regular outlet for providing performance feedback Legal protection should the company be involved in accusations of discrimination or illegal termination, etc. Morale boost to motivate employees through a recognized and defined reward system 6

6 Performance Appraisal Benefits (cont.) Appraisals offer employees: Direction Feedback Input Motivation Interactive Exercise: Benefits Discussion Before displaying the bullets, ask participants to list the benefits of performance appraisals for employees. Performance appraisals offer many of the same benefits to employees, including: Clear direction in their work regarding what s expected of them and of their role in the company s overall goals A regular outlet in which to receive feedback on performance and expectations A regular time in which to give input on their job, their department, or the company Motivation to perform their best because they know they will be recognized and/or rewarded 7

7 The Performance Appraisal Form Defines performance expectations Describes measurement tools Uses rating system Covers specific examples Sets measurable goals Bring your company s appraisal forms and customize the discussion to go over your forms. You may want to make copies to hand out to participants. In order to be most effective, performance appraisal forms need to be well constructed and easy to understand. Not all performance appraisals are alike, but they all need to contain some form of the following items. Well-defined performance expectations in areas that include: adaptability communication skills cooperation dependability initiative innovation job knowledge organization productivity quality of work Clearly described measurement tools Concrete rating system Space to write down specific job examples Section for setting timely, measurable goals 8

8 Measure Performance Measurement systems need to be: Specific Fair Consistent Clear Useful Continue to customize this slide to your own company s performance measurement system. There are many ways to measure performance, but the main thing to remember is that the more objective the measurement, the better. Use specific rating scales whether numbers or terms when assessing performance. Use a system that is fair and flexible in assessing workplace situations and performance. Be consistent in using the same measurement systems for all employees. Make sure the measurement system is clear about what is being measured. Also make sure it is understood by all employees. Measurements need to be a useful tool that enables supervisors to give a meaningful assessment as well as enabling employees to know exactly how their performance measures up. 9

9 Measure Performance (cont.) Systems can be: Numerical Textual Management by Objective (MBO) Behavior oriented Continue to customize this slide to your own company s performance measurement system. One of the most common rating scales is numerical because numbers are perceived to be the most objective. It s a good idea to also attach words describing what each number means, however, to make sure the numbers are used consistently. For example, on a 1 to 5 scale, 1 could mean well below standard, 3 means meets standards, and 5 means well above standard. Measurement terms can also be used as long as they are specific, meaningful, and distinct from one another. A typical spread goes from unsatisfactory through satisfactory to outstanding. Management by Objectives (MBO) is a system of ratings that measure how well an employee reached specific goals or objectives, such as producing x number of pieces per shift or making x number of calls per hour. Systems can also measure effort or results with behaviors you can observe and track, such as attendance or initiative. 10

10 Set Goals Based on job requirements Measurable Observable Challenging Flexible Prioritized Emphasize that goals are the centerpiece of an effective performance appraisal. They need to be realistic, practical, and achievable. They need to be agreed upon by supervisor AND employee. They need to evolve with time on the job. Since goal-setting is central to an effective performance appraisal, it s crucial to get them right. This pressure can be intimidating, but fortunately we don t have to start from scratch. We can start with the position s job description. In other words, meeting and exceeding whenever possible job requirements is the foundation of every goal. Make sure goals are measurable, which means that they are specific and practical. Goals also need to be observable in any number of areas, including time spent or results produced. Goals need to remain challenging. Once previous standards are met, raise the bar. Also make goals flexible if work situations or personnel change and job duties are adjusted, for example. Finally, make sure goals are clearly prioritized. 11

11 Get Involved Employees take an active role Setting goals Designing action plans Identifying strengths and weaknesses Employees participate in the performance appraisal meeting Again refer to your company s performance appraisal policy as it relates to employee involvement and be sure to emphasize the necessity of getting involved in your performance appraisal. For the performance appraisal process to be most effective, employees need to get involved from the beginning. They need to take an active role in: Setting their performance goals Designing the action plans to help them achieve their goals Identifying their professional strengths and weaknesses, and giving their input about how to improve these identified areas of their performance Employees also need to be very involved in the performance appraisal meeting from preparation through the final report. Employees are much more fully invested in their performance when they play a large part in designing and guiding it. 12

12 Prepare for the Performance Appraisal Meeting Employees Review performance and career goals Complete written appraisal Supervisors Complete written appraisal Schedule time and place Interactive Discussion: What Do You Do? Ask participants what they do to prepare for a performance appraisal meeting whether they re giving one or receiving one. Employees need to prepare for their performance appraisal meeting by reviewing their performance and, as objectively as possible, considering how well they have met their goals. Employees then need to prepare a written appraisal of their performance, using the company s appraisal form. Supervisors also need to objectively review employee performance and write their conclusions on the company appraisal form. In addition, supervisors need to schedule a time and place for the meeting and give employees ample notice of the meeting time so that employees have enough time to complete their report. 13

13 Start the Meeting Lay out agenda Talk about money Encourage input Give good news first Emphasize how important it is to get the meeting off on the right foot. Start the performance appraisal meeting by laying out a flexible agenda that includes plenty of time for feedback and discussion. Also set a positive tone with a few comments reminding employees that the purpose of the performance appraisal is to improve performance and not to find fault or cast blame. Talking about money is a sensitive area. Raises are often associated with performance appraisals, and employees may expect to receive a raise immediately after their performance appraisal, especially if they receive a good evaluation. It s very important, therefore, to make sure employees know company policy on raises preferably before you begin the performance appraisal meeting. If you re unsure whether employees know the policy, you may want to mention it at the beginning of the meeting so that employees can concentrate on performance issues separate from pay issues at this time. Encourage input right from the beginning by asking for employees understanding of every point of discussion. For example, ask employees for their own review of their performance and to give examples of their progress before you give your assessment. Give the good news first about employees successes, goals exceeded, and goals met. This process continues the positive and productive nature of the meeting. 14

14 Presentation Tips Focus on the professional Give objective examples Invite response Listen Create we mentality Interactive Exercise: Tips Ask participants for any tips they use when conducting performance appraisal meetings to make them as cooperative and productive as possible. As mentioned in the introduction, performance appraisals are considered one of the hardest topics on which to train. A major reason for this difficulty is the sensitive nature of being on review. Presentation of the issues during performance appraisal meetings, therefore, is very important. Make sure you always keep the conversation focused on professional behavior and performance. Don t get personal. Also stick to objective examples, especially when pointing out an area that needs improvement. Continue to invite response from employees throughout the meeting; never let it be one-sided. Listen actively by looking at employees, nodding, and using affirmative phrases such as okay and I see. Use all of these tips to create a we mentality, which shows that supervisor and employee are working together to help the employee give the best performance and have the best career opportunities that are available. 15

15 Conduct the Meeting Review performance Based on previous goals Noting strengths and accomplishments Identifying areas for improvement Set goals Based on company goals Building on areas that need improvement Customize this discussion about the flow of a performance appraisal meeting to your company s format or performance appraisal form. Go over your company s policy on raises and their relation to performance appraisals. Review performance specifically as it relates to the goals that were set at the last performance appraisal. Make note of strengths and accomplishments during the period so that employees know that you noticed. Also note where performance fell short, but do so along with encouragement and a listing of any resources, such as training or coaching, that can help employees meet their goals. Set goals for the next period based on company goals and employee performance. For example, if the company sets new production standards, create employee goals that help employees help the company meet its goals. Or if an employee has not met previous goals, reassert the goals but in a modified form that you and the employee agree is a realistic challenge. 16

16 End the Meeting Give good news last Lay out action plan Communicate outcome of goals not met Confirm understanding Bring an example of an effective action plan. It may be true that beginnings are easy and endings are hard, but an effective performance appraisal meeting MUST end on a high note in order to motivate employees to do their best. End on a positive note by letting employees know where they re doing a good job and encouraging them to take advantage of professional opportunities to improve their performance even more. Lay out a detailed action plan that includes measurable tasks and a timetable for accomplishing them. Confirm that employees know what will happen if they don t improve with specifics (i.e., failure to improve production within 30 days will result in discipline up to and including termination). Make sure employees understand what s expected of them in the action plan and are in agreement that the plan is realistic and challenging. 17

17 Continuous Feedback Frequency of performance appraisals Informal performance appraisals Keep the process going Go over your company s policy regarding frequency of performance appraisals, both formal and informal. Most companies do at least an annual review. Some do semiannual or even quarterly reviews. Some also have new employee probationary reviews. Not all of these performance appraisals are formal, however. Informal performance appraisals can be helpful, too, especially if a performance problem arises and the annual review is months away. Or if an employee makes an outstanding accomplishment that needs to be recognized and/or rewarded outside the regularly scheduled review. The main point is to keep the feedback flowing. Create an atmosphere of open communication between supervisor and employee so that performance issues can be discussed as they happen. With a climate of continuous feedback in place, formal performance appraisal meetings can be much more comfortable events. 18

18 Recognize Outstanding Performance Verbal Public Tangible Monetary Interactive Exercise: Reward Systems Ask participants for their opinions on what rewards are the most motivating. Positive reinforcement is a proven effective tool for encouraging outstanding performance, and there are many ways to accomplish this. The simplest and easiest is to verbally acknowledge a good job at the time it s accomplished. This can be in private or in the presence of co-workers and is a verbal pat on the back that gives anyone a lift. Public recognition of accomplishments is another, more formal and more important, reward for accomplishment. This can be done through an announcement at a companywide meeting, an article with photo in a company newsletter, or even a write-up in the local newspaper. Some companies have formal recognition programs that occur on a monthly or quarterly basis. Tangible rewards include time off, a new piece of equipment or an upgrade, or a move to a bigger office. Monetary rewards include more than raises. Gift certificates or bonuses are also valuable and motivating rewards. 19

19 Identify Poor Performance Act early Take the right approach Deal with employee reaction Handle continued poor performance Customize this discussion to cover your company s policy on poor performance. Early intervention is key to successfully dealing with sub-par performance. Act immediately when you see a performance problem don t wait for the next performance appraisal. Use tact when you approach an employee about performance problems, but be direct. Focus on the particular issue with specific examples of the behavior and with encouraging comments and a listing of resources to help the employee improve. Be prepared to deal with employees reactions to being criticized. Remain calm if employees get upset. Keep the discussion focused on ways to get performance back on track. Ask for the employees input on what help they need to improve performance. There may be occasions when performance does not improve. Whether it s because employees are unable or unwilling to improve, the written performance appraisal is a valuable tool that documents performance problems as well as plans for improvement. This document forms a basis from which to adapt im-provement plans for employees who are unable to meet certain goals. It also serves as formal, objective evidence of performance problems for employees who are unwilling to improve, and it can be the basis for discipline procedures. 20

20 Discipline Poor Performance Recognize problems Talk with employee Follow company policy Customize this discussion to cover your company s performance and discipline policies. The performance appraisal process helps identify and track problems. In most cases, the outcome is improved performance: Problem solved. But not always. The continuous feedback system will keep you in tune with employees so that you can recognize when problems continue. Talk with employees as soon as possible after you become aware of a continuing problem and encourage them with specific resources that are available to help them meet expectations. At the same time, be clear about company policy regarding performance. Follow your company s discipline policy. Talk with your human resources director to make sure you understand the steps to take. In fact, you may want to have a representative from HR present when you meet with employees. Typical disciplinary steps include, in order: Verbal warning Written warning Suspension or layoff without pay Discharge 21

21 Avoid Discrimination Discrimination laws are about performance Performance appraisals document performance Similar performance issues must be treated the same way for every employee You may want to briefly cover your company s discrimination policies to emphasize how performance appraisals can help avoid discrimination. There are many equal employment opportunity laws that are intended to provide fair and unbiased opportunities for all employees in the workplace. The following laws ensure that it s all about performance: Americans with Disabilities Act Telecommunications Act Fair Housing Act Rehabilitation Act Voting Accessibility for the Elderly and Handicapped Act National Voter Registration Act Architectural - Barriers Act Since performance appraisals are all about performance, too, they offer a valuable process for helping companies avoid discrimination. Effective performance appraisal systems promote fairness because they keep the focus on individual employees job descriptions, goals, and performance. Provide performance-based reasons and documentation for each raise, promotion, or other employment decision. Remember that preferential treatment often results in claims of discrimination. When evaluating performance or failure to perform, therefore, treat individual cases equally in terms of discipline, documentation, and opportunity given to improve. 22

22 Handle Hard Cases Reviewing emotional employees Rating former peers Interactive Exercise: Troubleshooting Discussion Ask participants who have given performance appraisals how they handled employees emotional response to negative feedback. Also ask how participants handle rating former peers. No one enjoys receiving negative feedback. That s why it s important to stick to the measurable details of a performance problem. But even with this approach, some employees may still react emotionally to being criticized. Reactions range from crying or revealing personal problems behind the poor performance to shouting or even threatening violence. If supervisors suspect such a reaction from employees, they may want to have a representative from Human Resources sit in on the performance appraisal meeting. It can also be uncomfortable to do a performance appraisal of former peers. Employees who used to be your co-workers may expect to automatically receive high ratings on their performance appraisal. But you owe it to the company and to them to give an honest assessment of their performance. Again, stick to the specifics of stated goals and assess progress in an objective manner. 23

23 Test What You Know 1. Performance appraisals offer an effective way to,, and. 2. Which of the following benefits do companies reap from performance appraisals? a. Legal protection c. Employee development b. Feedback d. All of the above 3. List three things effective appraisal forms should do. 4. Measurement systems need to be specific, fair, consistent, clear, and. We have provided this review as a Word file on the CD. You can go over the quiz on the slide only or print out copies and have participants take the review first before discussing the answers. Customize the speaker s notes on the basis of the method you choose. The review questions are designed to reemphasize the main points about the Americans with Disabilities Act and to clear up any lingering confusion about this important subject. We ve also included a Certificate of Completion file on the CD, which you can print out and hand out to participants who complete the session. Be sure to sign and date it. Let s review what we ve learned today about how the Americans with Disabilities Act helps employers provide equal opportunities when finding the right person for the job. 24

24 Test What You Know (cont.) 5. Performance goals should be based on an employee s. 6. What should supervisors do to prepare for performance appraisal meetings? 7. Supervisors should encourage employee right from the start of the meeting. 8. Meetings should focus on performance examples that show whether stated performance goals have been met. 25

25 Test What You Know (cont.) 9. List some effective reward systems for peak performers. 10. How do performance appraisals help companies avoid discrimination? 26

26 Test What You Know Answers 1. Performance appraisals offer an effective way to recognize accomplishments, guide progress, and improve performance. 2. What benefits do companies reap from performance appraisals? a. Legal protection c. Employee development b. Feedback d. All of the above 3. List three things effective appraisal forms should do. Define performance expectations, describe measurement tools, use rating system, cover specific examples, and set measurable goals. 27

27 Test What You Know Answers (cont.) 4. Measurement systems need to be specific, fair, consistent, clear, and useful. 5. Performance goals should be based on an employee s job description. 6. What should supervisors do to prepare for performance appraisal meetings? Write up a performance appraisal; schedule a time and place. 28

28 Test What You Know Answers (cont.) 7. Supervisors should encourage employee input right from the start of the meeting. 8. Meetings should focus on objective performance examples that show whether stated performance goals have been met. 9. List some effective reward systems for peak performers. Verbal, public, tangible, monetary 10. How do performance appraisals help companies avoid discrimination? They document performance. 29

In this training session, we will discuss how to conduct effective performance appraisals. These workplace tools are valuable in a number of ways.

In this training session, we will discuss how to conduct effective performance appraisals. These workplace tools are valuable in a number of ways. In this training session, we will discuss how to conduct effective performance appraisals. These workplace tools are valuable in a number of ways. First, the purpose of the appraisal process is to inform

More information

Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool

Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool M.C.R.C.S.I.P The Mission of the Michigan County Road Commission Self-Insurance

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors

Writing 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

MANAGING & EVALUATING EMPLOYEE PERFORMANCE. A Guide to Classified Employee Performance Management & Evaluation

MANAGING & 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 information

Welcome to Part 1 of Performance Appraisal Training. This training is being provided by Human Resource Services.

Welcome 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 information

Making the Transition to Management

Making 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 information

PERFORMANCE EVALUATIONS:

PERFORMANCE 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 information

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE 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 information

Performance 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 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 information

The Annual Evaluation

The Annual Evaluation Email: hrs.consulting.services@state.co.us The Annual Evaluation The annual evaluation sums up a year s activity of setting expectations, goals, and measurements; providing regular performance feedback;

More information

Responding to a Disappointing Performance Review

Responding to a Disappointing Performance Review Responding to a Disappointing Performance Review Overview When your manager reviews your work and finds it wanting. Receiving a disappointing review First steps: Take notes and ask for clarification Gather

More information

Human Resources Training

Human 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 information

Performance Management Handbook. City of American Canyon

Performance 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 information

Delaware County Human Resources Department Performance Review System Supervisor Guide

Delaware County Human Resources Department Performance Review System Supervisor Guide Supervisors, Managers and Directors, Thank you for reviewing the. This guide is an important source of information regarding the administration of the Performance Review System. The proper application

More information

5 Performance Management Tips for Small Businesses

5 Performance Management Tips for Small Businesses 5 Performance Management Tips for Small Businesses Table of Contents Top 6 Performance Management Mistakes...3 An effective performance management program can help create a more efficient and productive

More information

Evaluating Performance and Providing Feedback to Employees

Evaluating Performance and Providing Feedback to Employees Evaluating Performance and Providing Feedback to Employees Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University Introduction How am I doing? Nearly

More information

Getting The Most Out of the Performance Management System. Human Resources 2015

Getting 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 information

HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM

HOW 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 information

Performance Management S TA F F D E V E L O P M E N T & T R A I N I N G

Performance Management S TA F F D E V E L O P M E N T & T R A I N I N G Performance Management S TA F F D E V E L O P M E N T & T R A I N I N G Performance Objectives Identify the definition of Performance Management. Identify the Performance Management process. Identify the

More information

Leading, Motivating and Evaluating Employees

Leading, Motivating and Evaluating Employees Strategic Business Planning for Commercial Producers Human Resources Leading, Motivating and Evaluating Employees Bernie Erven Department of Agricultural, Environmental and Development Economics Ohio State

More information

Supervisor s Guide to Performance Appraisals

Supervisor s Guide to Performance Appraisals Supervisor s Guide to Performance Appraisals Table of Contents Introduction... 3 Benefits of Productive Performance Meetings... 3 Performance Goals Help Employees... 3 Performance Goals Help Supervisors...

More information

PERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES

PERFORMANCE 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 information

your people are our business Performance Management

your people are our business Performance Management Performance Management Introduction As a business owner, it is crucial to ensure that employees are motivated, inspired, productive and working to their fullest potential. As a manager of people, performance

More information

Performance Reviews. Maximizing the Effectiveness of a Powerful Business Tool 1/11. [close]

Performance Reviews. Maximizing the Effectiveness of a Powerful Business Tool 1/11. [close] Performance Reviews Maximizing the Effectiveness of a Powerful Business Tool 1/11 Does the Thought of Conducting Performance Reviews Make You Cringe? You re not alone. If you re like most managers, you

More information

HUMAN 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 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 information

Tools for Effective Performance Management

Tools 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 information

Effective Employee Incentive Programs Bring Out The Best In Your Firm

Effective Employee Incentive Programs Bring Out The Best In Your Firm Effective Employee Incentive Programs Bring Out The Best In Your Firm By Lisa A. Rozycki 2006 All Rights Reserved An incentive program is a planned activity designed to motivate people to achieve predetermined

More information

Back to School: Working with Teachers and Schools

Back to School: Working with Teachers and Schools Back to School: Working with Teachers and Schools Starting school each fall is a challenge for the student and parents. The following article offers some valuable suggestions as your child starts a new

More information

CONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS

CONDUCTING 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 information

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance

Human 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 information

Performance Management. Office of Human Resources

Performance 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 information

28.200 Preparing for the Annual Performance Review Meeting

28.200 Preparing for the Annual Performance Review Meeting 28.000 PERFORMANCE REVIEW IN THE TRIAL COURT 28.100 Purpose of Performance Review The purpose of the Trial Court s performance review process is to establish ongoing two-way communication between employees

More information

Preparing for the Performance Review Process

Preparing for the Performance Review Process Preparing for the Performance Review Process 1 HOW AM I DOING? 3 A. WHY CONDUCT PERFORMANCE REVIEWS? 3 A.1 BENEFITS FOR UNIVERSITY 3 A.2 BENEFITS FOR SUPERVISOR/UNIT HEAD 3 A.3 BENEFITS FOR EMPLOYEE 4

More information

Performance Appraisal System

Performance 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 information

Performance Evaluation Workshop February/March 2015

Performance Evaluation Workshop February/March 2015 February/March 2015 Overview Core Curriculum 2 Preparing Meaningful Performance Evaluations 3 1 February/March 2015 Training Topics: Conducting Performance Evaluations What is the purpose of performance

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT These performance management guidelines are designed to help you manage, develop, and evaluate your staff and to help them plan, track, and evaluate their own work. The process gives

More information

PERFORMANCE MANAGEMENT

PERFORMANCE 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 information

BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE

BUTLER 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 information

PERFORMANCE APPRAISAL

PERFORMANCE 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 information

1 CITY OF BARTOW 2007 EMPLOYEE SURVEY RECEPTION, ADMIN SUPPORT, PERSONNEL, CLERKS, BUIILDING DEPARTMENTS COMPILATION N=7

1 CITY OF BARTOW 2007 EMPLOYEE SURVEY RECEPTION, ADMIN SUPPORT, PERSONNEL, CLERKS, BUIILDING DEPARTMENTS COMPILATION N=7 1 CITY OF BARTOW 2007 EMPLOYEE SURVEY RECEPTION, ADMIN SUPPORT, PERSONNEL, CLERKS, BUIILDING DEPARTMENTS COMPILATION N=7 A RATING SCALE TO ASSESSEMPLOYEE SATISFACTION Criteria 1. Cooperation: Team members

More information

Performance Management

Performance 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 information

Editor Customer Service Newsletter www.customerservicegroup.com

Editor Customer Service Newsletter www.customerservicegroup.com The following document offers advice that might be useful to any organization thinking about implementing an incentive program. Editor Customer Service Newsletter www.customerservicegroup.com Incentive

More information

FINANCE & ADMINISTRATIVE AFFAIRS PATHWAY TO PANTHER PRIDE Performance Evaluation Guidelines for Supervisors

FINANCE & ADMINISTRATIVE AFFAIRS PATHWAY TO PANTHER PRIDE Performance Evaluation Guidelines for Supervisors All Finance & Administrative Affairs employees will be subject to a performance management process. This guide is intended to provide supervisors with some things to think about as they engage in the performance

More information

Performance Development

Performance Development MIT Human Resources Performance Development A Toolkit for Managers Table of Contents The Vision for Performance Development at MIT.. 2 What do we mean by "Baseline" and "Best" Practices?... 3 MIT Performance

More information

PERFORMANCE MANAGEMENT PROCESS

PERFORMANCE 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 information

Performance Management Program

Performance Management Program Performance Management Program Performance Planning & Evaluation Performance Planning and Evaluations are a shared responsibility for both managers and staff, and are a key component of performance development.

More information

Performance Review Process Guidelines Nova Southeastern University

Performance Review Process Guidelines Nova Southeastern University Performance Review Process Guidelines Nova Southeastern University for classified and administrative/professional employees Statement of Purpose and Philosophy The annual performance review is a key element

More information

Coaching and Feedback

Coaching and Feedback Coaching and Feedback Follow the Guidelines for Effective Interpersonal Communication There are fundamental strategies that should always be part of interpersonal communication in the work place. Don t

More information

Supervisor s Performance Management Guide

Supervisor s Performance Management Guide Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...

More information

PERFORMANCE MANAGEMENT TRAINING

PERFORMANCE 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 information

ACC Performance Excellence Program (PEP)

ACC 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 information

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL Blinn College is the premier two-year college in Texas for those seeking educational excellence in academic programs, technical education, and workforce development. We expect excellence and we encourage

More information

Performance Appraisal Handbook

Performance 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 information

Writing Performance Objectives for Job Components: A Brief Tutorial

Writing 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 information

CONDUCTING EFFECTIVE PERFORMANCE APPRAISALS

CONDUCTING EFFECTIVE PERFORMANCE APPRAISALS Table of Contents SECTION 1. TRAINING PROGRAM INTRODUCTION..................3 Training Objectives...........................................3 Rationale for Training.........................................3

More information

Manson School District Volunteer Applicants. Human Resources Department. Volunteer Applicant Procedures

Manson School District Volunteer Applicants. Human Resources Department. Volunteer Applicant Procedures TO: FROM: RE: Manson School District Volunteer Applicants Human Resources Department Volunteer Applicant Procedures Thank you for your interest in volunteering with the Manson School District. School and

More information

Providing Quality Customer Service

Providing Quality Customer Service Providing Quality Customer Service What is Customer Service? For all school district employees to provide the best customer service possible, we must first understand customer service. There are many acceptable

More information

Phoenix-Mesa Gateway Airport Authority. Performance Evaluation System Guide

Phoenix-Mesa Gateway Airport Authority. Performance Evaluation System Guide Table of Contents Performance Evaluation System - Overview... 5 Performance Evaluation System... 5 Performance Evaluation Frequency... 5 Performance Evaluation System - Roles... 7 Tips for Supervisors

More information

2012 Relay For Life Community Event Email Templates

2012 Relay For Life Community Event Email Templates 2012 Relay For Life Community Event Email Templates 01 Recruitment Email: Send as soon as site is live to all past team captains. Subject: Time to team up for Relay For Life! We wanted you to be the first

More information

Unleashing your power through effective 360 feedback 1

Unleashing your power through effective 360 feedback 1 Consulting with organizations that are committed to being an employer of choice. Unleashing your power through effective 360 feedback 1 What is feedback? Feedback is input from others. It reflects the

More information

Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL

Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Table of Contents Introduction 1 Phase 1 9 KRAs 10 Objectives 12 Competencies 19 Performance Indicators 25 Reaching Agreement 27 Phase

More information

Sexual Harassment Awareness

Sexual Harassment Awareness Sexual Harassment Awareness Orientation: This week s on-line assignment is about sexual harassment in the school and the workplace. We are discussing this subject because sexual harassment is an illegal

More information

ACCIDENT INVESTIGATION. Facilitator Guide

ACCIDENT INVESTIGATION. Facilitator Guide ACCIDENT INVESTIGATION Facilitator Guide Contents Overview....................................2 Training Materials..............................3 Preparation...................................3 Presentation

More information

Comprehensive Skills Training For Supervisors

Comprehensive Skills Training For Supervisors ESI Management Academy Comprehensive Skills Training For Supervisors Reduce Your Organization s Risk and Improve Your Overall Management Performance Comprehensive training geared to maximum productivity

More information

College of Arts & Science Performance Review Cycle March 2009

College of Arts & Science Performance Review Cycle March 2009 College of Arts & Science Performance Review Cycle March 2009 1. Introduction 2. Job Profiles 3. Performance Reviews and Performance Feedback a) Definition of Performance Reviews b) Purpose of Performance

More information

Performance planning:

Performance planning: Performance planning: A guide for staff development and feedback Version: 2.1 Last Updated: April, 2015 Ryerson University Human Resources 0 Table of contents Performance planning: Staff development and

More information

PERFORMANCE DEVELOPMENT PROGRAM (PDP) REFERENCE GUIDE

PERFORMANCE DEVELOPMENT PROGRAM (PDP) REFERENCE GUIDE PERFORMANCE DEVELOPMENT PROGRAM (PDP) REFERENCE GUIDE Revised 04/2012 WHAT IS THE PDP? The Performance Development Program (PDP) is Michigan State University s performance appraisal program for support

More information

SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER

SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER C-12 INFORMATION SHEET SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER QUESTIONS ABOUT YOU Tell Me a Little about Yourself. The interviewers want to know if you are well adjusted, work well with others, have

More information

Superior Sales Management

Superior Sales Management Superior Sales Management The Pivotal Skill The success of a company is based on many things, but there is no more important job than that of the sales manager. It is the pivotal position in any company

More information

Leadership Development Catalogue

Leadership Development Catalogue The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills

More information

Training trainee solicitors Guidelines on performance review and appraisals

Training trainee solicitors Guidelines on performance review and appraisals Training trainee solicitors Guidelines on performance review and appraisals Education and Training Unit Version 1 29/07/05 Page 1 of 7 www.sra.org.uk For alternative formats email, info.services@sra.org.uk

More information

Section I: USA Gymnastics Membership Requirements New additions are highlighted

Section I: USA Gymnastics Membership Requirements New additions are highlighted I. Athlete Membership Section I: USA Gymnastics Membership Requirements New additions are highlighted All athletes appearing in a USA Gymnastics sanctioned event must be pre-registered athlete members

More information

Question # Multiple Choice True/False

Question # Multiple Choice True/False Discuss the manager s role in human resource management as it regards staffing, training, and employee performance appraisal. Explain how a manager achieves effective staffing and what tools are available

More information

Example: Box Elder District Classified Employee Evaluation and Improvement Report

Example: Box Elder District Classified Employee Evaluation and Improvement Report Classified Employee Performance Evaluation and Improvement Report has developed this performance evaluation process as a way to encourage workers and their supervisors to talk about issues in the workplace.

More information

COMING OUT SNAKES AND LADDERS

COMING OUT SNAKES AND LADDERS Chapter 7: Sexual Orientation Exercise 5 COMING OUT SNAKES AND LADDERS Gay Lesbian Bisexual Sexual orientation LGBT / LGBTQ Coming out Violence Value Questioning 1. To sensitise learners to issues faced

More information

Evaluating 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 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 information

North Dakota Human Resource Management Services Performance Evaluation

North 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 information

People Management and Leadership Training That Gets Results!

People Management and Leadership Training That Gets Results! and Leadership Training That Gets! Welcome to Great Managers! A 5 year Australian Government-funded research report, Leadership, Culture and Management Practices of High Performing Workplaces: The High

More information

Performance Planning And Evaluation A guide for employees, supervisors and managers

Performance 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 information

EFFECTIVE RECRUITING

EFFECTIVE RECRUITING HR TRAINING Background for the A. Introduction Finding the right people to work for your organization is one of a manager s or supervisor s most important responsibilities. Everything else training these

More information

Performance Appraisal

Performance Appraisal PURPOSE Performance Appraisal 90-day Evaluation 180-day Evaluation Annual Evaluation The purpose of any performance appraisal program is employee development. The value of performance appraisal is in the

More information

8 Tips to Engage Your Employees. Brought to you by TNS Employee Insights

8 Tips to Engage Your Employees. Brought to you by TNS Employee Insights 8 Tips to Engage Your Employees Brought to you by TNS Employee Insights Tips 01 Get to Know Your Employees...4 02 Provide Basic Training for Your Employees...6 03 Develop Your People...8 04 Recognize Your

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

More information

Office of the Commissioner for Public Employment COUNSELLING. for better work performance

Office of the Commissioner for Public Employment COUNSELLING. for better work performance Office of the Commissioner for Public Employment COUNSELLING for better work performance Northern Territory Government Contents Introduction Performance Management Page 1 Feedback Page 4 Moving from feedback

More information

Employee Brief: Your Self-Assessment

Employee Brief: Your Self-Assessment Employee Performance Management Process August 2012 Employee Brief: Your Self-Assessment This brief is provided to help document your self-assessment and think about your 2011-12 performance. 1 The purpose

More information

Performance management the key to ensuring effective staff

Performance management the key to ensuring effective staff Performance management the key to ensuring effective staff How do you get the best out of your staff? What factors are key in people achieving what they need to achieve -- being effective in their role?

More information

is true for managers, team leaders and team members, individual contributors, professionals and executives.

is true for managers, team leaders and team members, individual contributors, professionals and executives. HOW TO GET THE MOST (FOR YOURSELF) FROM TRAINING WHY TRAINING? WHY NOW? If training is not important to a particular job today, that job probably will not be important much longer, either. What makes training

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

CONGRATULATIONS On-Boarding

CONGRATULATIONS On-Boarding CONGRATULATIONS On-Boarding New Hire 90-Day Success Plan On-boarding Goals: Thank those who were valuable to your job search Announce your new position Form a partnership with your new boss Build your

More information

The Schneider Report

The Schneider Report Feb-24-2011 Five Ways to Increase Sales from Tellers Improving the referral sales performance of a teller team is often the elephant in the room when discussing ways to improve revenue and sales performance

More information

The Human Touch Performance Appraisal II

The Human Touch Performance Appraisal II The Human Touch Performance Appraisal II T raining Leader s Guide Coastal Training Technologies Corp 500 Studio Drive Virginia Beach, VA 23452 2000 Coastal Training Technologies Corp. All rights reserved.

More information

Sales Coaching Achieves Superior Sales Results

Sales Coaching Achieves Superior Sales Results Sales Coaching Achieves Superior Sales Results By Stu Schlackman Sales Coaching Achieves Superior Sales Results Why Sales Coaching? As a sales leader your days go by quickly. You are constantly multi-tasking,

More information

Oregon University System

Oregon University System Oregon University System COMPLETING A PERFORMANCE APPRAISAL For Employees in Classified Information Technology Positions Represented by the Oregon Public Employees Union Instructions for Supervisors INTRODUCTION

More information

Module 2 An Introduction to. The Performance Appraisal System

Module 2 An Introduction to. The Performance Appraisal System Module 2 An Introduction to The Performance Appraisal System Introduction THE PERFORMANCE APPRAISAL SYSTEM: We all want to get better results from the work we do - as individuals, as teams and as an organisation.

More information

Fiscal Policies and Procedures Fraud, Waste & Abuse

Fiscal Policies and Procedures Fraud, Waste & Abuse DORCHESTER COUNTY, MARYLAND Fiscal Policies and Procedures Fraud, Waste & Abuse Adopted August 11, 2009 SECTION I - INTRODUCTION The County Council of Dorchester County, Maryland approved on August 11,

More information

ALEX Reports Emplyee Onboarding 1

ALEX Reports Emplyee Onboarding 1 ALEX Reports Emplyee Onboarding 1 Table of Contents Executive Summary 1 Introduction 2 Before the First Day 4 First Day 8 Benefits Orientation and Enrollment 12 The First 90 Days 15 Survey Demographics

More information

Guide to Effective Staff Performance Evaluations

Guide 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 information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed

More information

Onboarding and Engaging New Employees

Onboarding and Engaging New Employees Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders

More information