WLUSA/OSSTF Annual Performance Review Guide

Transcription

1 WLUSA/OSSTF Annual Performance Review Guide November 2015

2 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)... 3 Role of the Employee... 4 ASSESSMENT...6 Completion of Job Specific Duties & Skills and Employee Success Factors...6 Tips for Employees on completing the form... 6 Tips for Managers Assessing the Previous Year's Accomplishments... 6 Common Appraisal Pitfalls:... 6 Employee Success Factors... 7 EFFECTIVE PERFORMANCE REVIEW DISCUSSIONS...8 Providing Effective Feedback... 8 Receiving Effective Feedback... 8 Performance Discussions is an On-Going Dialogue... 8 Employee Development Action Plan...9 Development Opportunity... 9 LINKING PERFORMANCE TO MERIT Performance Ratings: RESOURCES Documents APPENDIX A: Facilitating the Annual WLUSA... 11

3 OVERVIEW s are Integral to Laurier's Success The performance review process is an important component that contributes to Laurier s success. The review process provides: Opportunity for open discussion and feedback between managers and employees A formal appreciation of accomplishments and strengths Shared understanding of expectations by outlining what is required and how it will be achieved The following guide is designed to provide an overview of the WLUSA/OSSTF performance review process, and provide tools and resources for managers and employees as they complete their performance reviews. Key Components 1. Manager provides assessment of employee's accomplishments and achievements based on employee s job description. 2. Performance review meeting between employee and manager to review and discuss manager s assessment, finalize goals and development plan for the new year. 3. Employee Comments Employee completes the performance review form reviewing past year's accomplishments, goals and Employee Success Factor achievements, provide comments, sign off on the form and submit completed form to their Manager for review. 4. Manager request follow-up meeting if required. 5. Completed form is submitted to Human Resources to be placed in the employee s official personnel file. Role of the Manager(s) (direct and dotted line) 1. Review job expectations and past performance with your employee for the review period. 2. Complete the Manager s Assessment by adding ratings and comments to the following sections: Job Specific Duties & Skills, Employee Success Factors, Overall Performance Rating and Comments. 3. Schedule the performance review meeting in advance, notify employee of the outline of the meeting and provide any specific questions you would like them to consider prior to the review. Ensure it is held in private without interruption. Be sure to review the Facilitating the Annual WLUSA prior to the performance review meeting. Refer to Appendix. 4. When reviewing performance and establishing goals/objectives for the upcoming year allow for open, two-way communication. The Employee Development Action Plan should be established jointly. 5. Develop a plan and timeline for reviewing progress towards the development action items in the upcoming year. You may find that the development opportunities may need to be re- 3

4 evaluated and timelines renegotiated. At a minimum, progress should be informally reviewed and reassessed semi-annually. 6. After the review meeting, incorporate any additional information discussed into the review form and manager s summary and provide the final version to your employee for their review, comments, and signature. 7. As per Article , the employee may request up to five (5) days to review and add comments to the form before it is signed by the employee and returned to you. You may request a follow-up meeting to discuss employee s comments. 8. Submit completed and signed original form to Human Resources to be placed in the employee s official personnel file. Ensure you keep a copy for your own records, and provide a copy to the employee. Role of the Employee 1. Review the job description and development opportunities established between you and your manager(s) for the review period and review the form. 2. Come to the performance review meeting prepared to openly discuss the feedback your manager(s) will provide and to set your development plans for next year. Be prepared to reflect on key accomplishments and strengths. 3. Complete the employee comments in the following sections: Job Specific Duties & Skills, Employee Success Factors, Courses Taken/Skills Developed Since Last and Comments. As per Article , you may request up to five (5) days to review and add comments to the form before you sign the form. 4. Submit the completed form to your manager(s). Your manager may request a follow-up meeting to discuss your comments 4

5 Overview of Manager and Employee Responsibilities 5

6 ASSESSMENT Completion of Job Specific Duties & Skills and Employee Success Factors Tips for Employees on completing the form Make sure you allow yourself adequate time to complete the performance review form. This should take approximately one (1) hour to complete. Before completing the form, take a moment to: o Review your development action items from the previous year s document. o Reflect on the strengths you bring to the role and areas of your job you are most passionate about. o Outline areas you have done well. o Outline areas you need to improve in. o Think about what you need from your Manager(s) to do a better job. When completing your form, remember to: o Include major contributions and accomplishments. If possible, outline specific performance examples from the past year. o Be comprehensive, but concise and specific. o Be as objective, honest and realistic as possible. o Compare your performance to the expectations, standards, and development action items that were set. Tips for Managers Assessing the Previous Year's Accomplishments When completing Job Specific Duties & Skills, Employee Success Factors and Overall Performance Rating sections of the performance review form, assess the past year's performance to the expectations outlined in the job description. It is important to be objective, honest, and realistic. The assessment should acknowledge strengths, as well as address developmental needs and areas requiring improvement or growth. Outline specific performance examples from the past year. When assessing performance, be sure to consider any extenuating circumstances, changes in priorities and other obstacles that may have been a factor. If available, include a summary of any client feedback, highlighting strengths and development areas while maintaining confidentiality. Be Careful to Avoid Common Appraisal Pitfalls: Recency Effect: Reviewer over weighs the most recent events (either positive or negative). When reviewing the past year, it s often the most recent events that come to mind. It is important to have a full assessment of accomplishments and performance for the entire performance cycle. Employees and Managers may find it helpful to document performance events throughout the year, and use these as reference for the annual performance review. 6

7 Central Tendency Error: Reviewer rates all employees as satisfactory. Halo Error: Reviewer rates an individual either high or low because one performance characteristic is high or low. Often it is the extremes that stand out or seem more prominent. As such, it is important to review all aspects of performance and review the full picture. Contrast Effect: Reviews influenced up or down by the presence of a very high or low performer in the department. Leniency/Harshness Effect: Tendency of the Reviewer to rate all employees unduly high or low. Similarity Effect: Reviewer inflates appraisals of employees who they see as similar to themselves. Employee Success Factors The Employee Success Factors provide a foundation for many aspects of the Laurier employee experience, and reflect an important set of criteria against which we evaluate and strive for improvement. A successful employee: Collaborates to promote team and organizational success Seeks opportunities for continuous improvement Values relationships and community Supports a culture of service Models leadership and accountability For details regarding the Employee Success Factors: 7

8 EFFECTIVE PERFORMANCE REVIEW DISCUSSIONS The quality of the performance discussion is as critical as completing the review form itself. The goal of the performance discussion is to create a shared understanding of expectations and foster two-way communication regarding employee accomplishments and development. Providing Effective Feedback Focus on providing feedback, which is objective and evaluative, rather than criticism, which is subjective and judgmental. The goal is to recognize accomplishments, strengths and foster employee development and improve performance. Positive feedback is as important for success as developmental feedback. Positive feedback should be given in the same manner as developmental feedback: Frequently, Specific, and Based on performance examples. Receiving Effective Feedback Anticipate a learning experience what can I learn from this? Ask questions In the areas I was most successful, why was this the case? What was in place that contributed to my success? How can I use the learning from the successful pieces to impact all of my work? Help your manager to be specific about what he/she wants from you in the future. Agree with something find something to agree with to establish common ground. Analyze consider the feedback and determine how to move forward to a solution. Always focus on the solution, not the problem what specifically does your manager want? Maintain responsibility for getting feedback from your manager. Take the initiative to set regular feedback sessions with your manager to check on your progress and performance. Performance Discussions are an On-Going Dialogue Performance discussions should be a continuous cycle, with feedback provided regularly, not just once a year. It is important that expectations are communicated and feedback is provided on a regular basis to ensure managers and employees have a shared understanding. By providing regular feedback throughout the year, the outcome of the annual performance review will not come as a surprise, and will merely be a summary of what was discussed throughout the year and celebration of accomplishments. Regular check-in's will also allow managers and employees to reassess the development action items that were set and re-negotiate new timelines as needed. 8

9 Employee Development Action Plan Development Opportunity The development opportunity planning section allows for the manager and employee to engage in dialogue about the employee s strengths. Traditionally, development planning focused on skill development in weaker areas. Engage in a dialogue about how the employee can use their strengths to develop even further. For example, if an employee has strength in taking initiative, think about a development opportunity where the employee could take initiative. In addition to focusing on strengths, there are many professional development opportunities available at the University such as those provided by: Human Resources (e.g. Employee Success Factors Certificate etc): Other departments at Laurier (e.g. Centre for Teaching Innovation and Excellence, SHERM, Career Development Centre, etc.) Development can also be in the form of job experience within the scope of the position. Consider onthe-job learning opportunities that can take place through new tasks, assignments or responsibilities, or committee/volunteer involvement, that can facilitate professional growth. 9

10 LINKING PERFORMANCE TO MERIT The annual performance review process will be linked to the annual merit process. An employee who receives a performance review with an overall rating of Exceeds Expectations shall receive a merit certificate and will be eligible for the merit process. Performance Ratings: PERFORMANCE LEVEL Exceeds Expectation Meets Expectations Needs Improvement DESCRIPTION Performance that has met and exceeded the established standards and expectations of the position, including demonstration of behaviours/interactions that align with the Employee Success Factors. Performance that has met the established standards and expectations of the position, including demonstration of some behaviours/interactions that align with the Employee Success Factors. Performance results did not meet the established standards and expectations of the position. Individual rarely demonstrates behaviours/interactions that align with the Employee Success Factors. Improvement is needed to fully meet the expectations of the job. RESOURCES Documents All performance review documents and timelines can be found on the Human Resources website. Process & Timeline: For Managers: A Worksheet to Facilitate the Performance Discussion Meeting See Appendix A If you have questions, or require assistance: Human Resources would be happy to answer your questions and provide assistance. For questions regarding the Process: Kelly dejong HR Consultant Joanne Roberts HR Consultant 10

11 APPENDIX A: Facilitating the Annual WLUSA Preparation Starting off on the right foot How do you want the discussion to start? Brainstorm possible appreciative questions Send a framework for the meeting to all employees what do you want them to think about prior to the meeting? Opening the Meeting Review the purpose of the meeting and steps Encourage participation and open dialogue Discuss and thank the employee for their achievements Review Performance and Achievements from January 1 to December 31, 2015 Start with questions that encourage general reflections Highlight areas of growth and strength that you see in the employee Be specific; follow the 5 step process Invite employee comment and discussion 5 Step Process Convey your positive intent. Describe specifically what you have observed. State the impact of the behavior or action. Ask the other person to respond. Focus the discussion on solutions. Review Employee Success Factors 1. Collaborates to promote team and organizational success 2. Seeks opportunities for continuous improvement 3. Values relationships and community 4. Supports a culture of service 5. Models leadership and accountability Discuss Development Planning for Upcoming Year Encourage dialogue on how the employee feels their strengths can be used in the role and identify opportunities or supports that can help them succeed Highlight the areas of job that are most important/critical to the role Establish clear actions for development Close the Performance Discussion Meeting Identify and review next steps 11