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

Transcription

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

2 OUTLINE Why do performance evaluations? Supervisor s role in performance management Employee s role in performance management Overview of the performance evaluation process Position descriptions Performance evaluation form Evaluation conference Troubleshooting performance problems The other 11 months of the year

3 PERFORMANCE MANAGEMENT CYCLE Set Expectations Evaluate Take Action Take Action Receive Feedback

4 PERFORMANCE MANAGEMENT CYCLE CONTINUED Annual Review: Review essential job functions and responsibilities Review additional performance factors Follow up on prior year s goals Set new goals Preparation for and completion of Annual Review: Review essential job functions and responsibilities Review additional performance factors Follow up on prior year s goals Set new goals Quarterly review of goals Quarterly review of goals Quarterly review of goals Work Effort Work Effort Work Effort Work Effort January December/January Performance notes and discussions (supervisory file)

5 WHY ARE PERFORMANCE EVALUATIONS IMPORTANT? When performance is managed effectively and consistently, the department and the organization function more efficiently. Allows an employee to see how their work fits into the departmental goals, and why their work is important. Allows employees to know how they are performing, what they can improve, and in what areas they have good performance. Identifies potential problems early. Allows both employees and supervisors to communicate goals, expectations, and achievements. Evaluations are a key piece of the puzzle for future personnel issues, including discipline, compensation and promotion.

6 WHY ARE PERFORMANCE EVALUATIONS IMPORTANT? Departmental Benefits Employee Benefits Ensures department is achieving results and meeting objectives When performance is managed effectively and consistently, the department and the organization function more efficiently. Allows an employee to see how their work fits into the departmental goals, and why their work is important. Allows employees to know how they are performing, what they can improve, and in what areas they have good performance. Identifies potential problems early. Allows both employees and supervisors to communicate goals, expectations, and achievements. Evaluations are a key piece of the puzzle for future personnel issues, including discipline, compensation and promotion.

7 SUPERVISOR RESPONSIBILITIES Listen and communicate Maintain on-going performance documentation Mentor and develop employees Identify poor performance and problems early Pay attention to staff morale Know what the organization can offer to assist with employee improvement Help employees reach their professional goals

8 SUPERVISOR RESPONSIBILITIES CONTINUED Provide continuous performance appraisal Acknowledge performance on a regular basis Thanks, complement, praise Role model, instruct, correct Discuss and correct performance deficiencies when the occur Talk with employee about the need to change a behavior Be specific Follow up and reinforce positive changes Document performance observed (positive and areas for growth and improvement) Review and update position description when significant changes occur (additional duties, new technology, etc.)

9 PERFORMANCE NOTES- SUPERVISORY FILES A personnel file should be kept securely in the department for every employee supervised. Supervisory files should include: Documented log of conversations regarding performance Disciplinary actions taken Goals: when set, status updates and accomplished Chronological timeline of conversations for areas of improvement Why keep a supervisory file? Easier to complete the performance evaluation process if you don t have to remember everything that happened all year long Documentation for future personnel issues

10 EMPLOYEE RESPONSIBILITIES Listen and communicate Maintain on-going documentation of any changes in job duties or responsibilities Continual improvement of duties or responsibilities throughout the review period Provide appropriate feedback to supervisor Contribute positively to staff morale

11 THE PERFORMANCE REVIEW PROCESS

12 STEP 1: REVIEW THE POSITION DESCRIPTION Use the evaluation period to make sure that your position description is accurate and up-to-date. The position description documents the nature and scope of your duties and responsibilities. Knowing those duties and responsibilities will help focus the performance evaluation. If an updated position description is warranted, attach an updated copy to the performance evaluation and forward to HR at the end of the process.

13 STEP 2: EMPLOYEE COMPLETES R.A.P SHEET & SUBMITS TO SUPERVISOR FOR REVIEW R.A.P = Review. Analyze. Plan. Review = List your major accomplishments during the review period Analyze = Where could things be better? What are some barriers to your success? Plan = What would you like to accomplish next year (goals)? What resources could help you reach these goals? Allows the employee to self-reflect before the evaluation conference. Allows the supervisor to prepare for subjects that may come up in the evaluation meeting. Alerts supervisor to goals the employee has identified for the next review period. The employee should return this to the supervisor before the supervisor completes the Performance Evaluation Form and schedules the evaluation conference.

14 STEP 3: THE PERFORMANCE EVALUATION FORM (COMPLETED BY SUPERVISOR) Must be utilized for ALL non-exempt classified employees. Professional exempt employees may be evaluated using a narrative format (see the Professional Exempt Performance Evaluation Form). The Performance Evaluation Form should address problems and accomplishments, and should provide a framework for realistic expectations and goals. Reviews should be: Based upon job-related factors Objective Accurate Drafted by the supervisor, NOT the employee Written with integrity Solution oriented and constructive

15 PERFORMANCE STANDARDS Utilize SMART Performance Standards and Goals: Specific Address work performance, not personality Cover significant aspects of the job (based on the position description) Results-based Measurable (and observable) Attainable (within the employee s control) Realistic Timely

16 STEP 3: PERFORMANCE EVALUATION FORM CONTINUED Section A Essential Job Functions and Responsibilities Supervisor will identify up to six major job functions- as outlined in the position description Each job function will be rated independently, using the rubric outlined on the form: 1. Job Function Level of Performance: Exceeds Expectations Meets Expectations Needs Improvement Unsatisfactory Identify accomplishments completed during the review period: Identify areas for improvement: Level of performance should reflect the ratings scale explained in Section A of the Performance Evaluation Form.

17 STEP 3: PERFORMANCE EVALUATION FORM CONTINUED Section B Additional Performance Factors Rubrics are included for the following performance factors: Dependability Cooperation and Teamwork Initiative Adaptability Judgment Quality of Service/Communication Attendance Punctuality For each performance factor, an appropriate level of performance will be chosen.

18 STEP 3: PERFORMANCE EVALUATION FORM CONTINUED Section A & B Tips for completion Accurately evaluate employees average is NOT a bad thing! Avoid the effects : Recency Effect evaluating employees based on events that occurred most recently, rather than looking back through the entire review period. Halo Effect reporting only positive employee actions. Horns Effect perceiving that an employee only does things wrong or inadequately. Provide feedback in the comments section of Section B. Employees should know WHY they received a given level of performance.

19 STEP 3: PERFORMANCE EVALUATION FORM CONTINUED Section C & D Goals These sections should be completed together at the evaluation conference. Section C Follow-up on prior year s goals Goals should be gathered from the last review period Make sure you give your input on the attainment of your prior goals Section D - Goal setting action plan Identify goals for the next performance period Utilize SMART Goals (Specific, Measurable, Achievable, Realistic and Timely) Set timelines and encourage supervisor actions to enable and support goal accomplishment

20 STEP 4: EVALUATION CONFERENCE This conference should be scheduled by the supervisor. Follow these guidelines: Be prepared. Choose a quiet place for meeting and limit interruptions. Watch your body language. Schedule ahead of time Do not delay the meeting timeliness shows importance of feedback and that performance is important. Don t waste time in the meeting keep on topic. Allow for two-way communication. Listen. Focus on the job tasks. Should not be a time for discipline. Discuss goals and future development. Encourage success and address ways to improve performance and success.

21 COMMON MISTAKES IN EVALUATION CONFERENCES Not being prepared Study the position description. Appropriate background work and preparation must be done. No communication during the year There should not be any surprises during the review. Employees cannot change unless they understand what they are doing wrong. Review goals quarterly to monitor progress! Focusing on the negative While the performance evaluation period IS the time to address overall performance and any issues with performance, don t focus only on the negative. Avoiding constructive criticism Unaddressed problems can cause more harm to the employee & the organization than if they were addressed in a straight forward fashion. Not giving the employee time to respond This can waste an opportunity to create open communication between the supervisor and the employee.

22 STEPS 5 & 6: REVIEW AND SUBMIT Step 5 Employee and supervisor sign off on the cover page of the performance evaluation form Any additional comments can be made in the comments section at the end of the form. Supervisor then sends the form (with cover page) to the next level supervisor for review and signature. Step 6 Completed form is scanned and sent to Human Resources Supervisor should maintain the original form for departmental records and provide a finalized copy to the employee.

23 WHAT IF THERE ARE PERFORMANCE CONCERNS? Ignoring the performance concerns will NOT make them change (i.e. in a few more weeks, things will improve) Addressing performance problems may be uncomfortable, but it is an important part of supervising employees. Performance deficiencies impact all staff, not just the employee demonstrating the poor performance. Performance Coaching and Mentoring:

24 WHAT IF THERE ARE PERFORMANCE CONCERNS? CONTINUED Hold employees accountable for their actions. Communication is a critical key to employee success. Questions? Call Human Resources if you have any questions or concerns (x2390)

25 REMINDER- THE OTHER 11 MONTHS OF THE YEAR Performance coaching and mentoring: 1. Build a relationship of mutual trust. 2. Hold regular performance meetings and set performance expectations. Review goals quarterly. 3. Explore barriers to success and tools needed to perform at an adequate level. 4. Put together a mutual written action plan for improvement if there are performance concerns. Follow through on your plan and timeline. 5. Provide regular, consistent feedback (employee and supervisor!). Acknowledge positive behaviors and performance on a regular basis. 6. Use constructive feedback to discuss and correct behaviors and performance concerns as they occur.

26 QUESTIONS? Please contact Human Resources with any questions (920)