Welcome! This webinar. Annual Performance Reviews that Xcel

Transcription

1 Welcome! This webinar is intended for presentation to all staff working at Xavier University. It is designed to be a tool to assist supervisors and employees as they prepare their annual performance reviews. 1

2 Annual Performance Reviews that Xcel It s that time of year again No battle scar discussions No compliance discussions Focus on the human aspect meaningful, well defined, and beneficial to you 2

3 Agenda Benefits of a performance review Planning preparation Before During After Guiding principles for a Self assessment Supervisor assessment Resources for your continued learning 3

4 Outcome Successfully write a performance review enhances the working relationships between supervisors and their employees, builds a foundation of open and continued communication and follow-up, focuses on our goals/objective what we do and the behaviors we exhibit in our work how we do it 4

5 Xavier s Performance Management Lifecycle a Yearlong Process Set Goals Acknowledgement of Performance Ongoing Feedback and Dialogue with Supervisor 5

6 Performance Review Timeframe Check with your supervisor Division leaders may have a division specific timeframe for completing reviews 6

7 Why do annual performance reviews? Research says 25% increase in job performance Corporate Executive Board Quality of manager participation in performance reviews is critical Human Resource Leadership Council Fair and accurate feedback on performance from a knowledgeable source is the single most important lever for improving individual performance. 7

8 Why do annual performance reviews? Encapsulate feedback throughout the year Job performance Expectations Transparency Improved Employee Engagement morale behavior performance 8

9 Preparation for Before Meeting During Meeting After Meeting 9

10 PM IQ Q: When giving employees feedback on their progress toward goals, you should avoid getting too specific. TRUE or FALSE A: False. The more specific you are, the more the employee will learn from the feedback 10

11 NEW 3-Point Performance Rating Scale 11

12 The WHAT Outcomes Goals and Objectives Job Duties and Responsibilities 12

13 The HOW Behaviors Actions 13

14 Performance Assessment Where to Begin? Completed most projects on time Increased student recruiting numbers Listened to employee concern and took action Was over budget a bit oops! Completed required training Be Specific that s where the rubber meets the road. 14

15 Performance Assessment Where to begin? Some considerations for performance content: Effectiveness in working with peers? With employees in others departments? Completion of goals set out to complete this year? Inclusion of key stakeholders in important decisions? Effectiveness in working with new team members? Any additional duties/accomplishments achieved this year? Specify areas where job requirements were met or exceeded, and explain with examples Specify areas where job requirements were not met and reasons for it. What steps are needed to improved performance? If more support is needed, be prepared to discuss so this concern can be addressed Be Specific 15

16 Performance Assessment Planning Prepare, prepare, prepare Take time to write Be thorough, honest and specific Collect performance information Block out time to write review Be Specific 16

17 Performance Assessment Planning Gather information throughout the year Keep separate files (manual / electronic) Direct and Indirect Observations s Handwritten notes Work results Focus on: Outcomes Behavior 17

18 Performance Assessment Planning Validate your job responsibilities Review position description Any changes? New duties added? 18

19 Performance Assessment Planning Showcase Performance List achievements Thorough summary Asset to the team My Achievements for the Year Projects My Contribution Feedback Received Sample draft Department Retreat Coordinator Positive feedback from colleagues Director pleased with agenda and speakers scheduled High evaluation scores for event 19

20 Performance Assessment Planning Strong Action Verbs for Performance Developed Completed Established Created an application to track all Position activity of Xavier employees required training classes for a police officer a consortium for community involvement a scheduling tool that assigns landscaping projects to Groundskeepers 20

21 Performance Assessment Planning Strong Adjectives for Performance Positive feedback example Angie displayed stupendous communication skills when 7 of 10 customers provided negative feedback about the recent implementation of online bill payment. Having listened to each customer patiently, she provided a sound justification for their issue, and promised to resolve those with potential impact on the new guidelines. 21

22 Performance Assessment Planning Strong Adjectives for Performance Constructive feedback example When 7 of 10 customers provided negative feedback about the recent implementation of online bill payment, we found Angie quite flustered and unable to answer the issues customers raised, effectively. She portrays a lack of knowledge in the new guidelines and in experience when it comes to dealing with challenging situations such as these. 22

23 Performance Assessment Planning Employees are Unique Work may be similar but performance is not 23

24 Overall Performance Rating Institutional Values + Competencies Goals/Objectives Job Responsibilities 24

25 Performance Review Agenda Agenda Meeting start time Meeting stop time Meeting location Topics for Assessment Goals/Objectives/Job Duties Values and Competency review Supervisor s and Employee s Self Assessment part of the discussion Career Development Next Steps How to Prepare a Really Useful Performance Review

26 Before Meeting Familiarize yourself with the NEW review form Human Resources will communicate annual performance review timeframe to all Staff employees Review position description and note any changes Compile all performance-related examples and documentation since the last review Complete your self-assessment Supervisors complete assessments for your employees Schedule an individual appointment for review meeting; arrange for privacy without interruptions 26

27 Preparation for Before Meeting During Meeting After Meeting 27

28 Q: Annual review meetings should be brief opportunities for the supervisor to summarize the past year and tell the employee what the coming year s goals are. TRUE of FALSE A: False. Allow opportunity for a thorough review of performance, with enough time for a supervisoremployee dialogue on what has happened and on what to aim for in the future (appx one hour) PM IQ 28

29 PM IQ Q: You should wait to mention employee performance problems until the annual appraisal meeting. A: False. You should bring up problems with the employee as soon as you identify them 29

30 Actively Participate in Meeting Employee Supervisor 30

31 Performance Review Meeting Keep Reviews Positive Reward for performance Constructive feedback for development 31

32 Performance Review Meeting Feedback is essential From supervisor From employee 2-way conversation Active listening 32

33 Asking powerful questions to your employees What s one thing I can do better for you? What would a good job look like? How do you like being recognized when you do good work? 33

34 Communicate future development opportunities New and challenging assignments Learning opportunities Validate your job strengths 34

35 During Meeting Actively participate Review position description Discuss and update any job duties/responsibilities that may have changed Discuss overall performance including strengths and areas needing improvement during entire review period How we do our work (institutional values and core competencies) What we do (objectives and/or job responsibilities Plan and schedule any follow-up activities concerning ongoing improvement and development Complete/revise the comments/ratings on the review form based on exchange of information during the meeting 35

36 PM IQ Q: Depending on the type of job, you may measure: a. Knowledge b. Results c. Effort d. All above A: Results, effort, and knowledge all may be useful criteria when measuring job performance. In many cases, the best approach is to use or combine all three of these criteria. 36

37 Preparation for Before Meeting During Meeting After Meeting 37

38 After Meeting Employee and supervisor sign the review form Make 2 copies of the review form and position description Employee Supervisor Submit Signed Performance Reviews to Division Leader (or designee) Division Leader (or designee) reviews, signs and forwards original to Human Resources 38

39 eep it specific nformation gathered year round o surprises evelop a working relationship of trust and transparency 39

40 THIS OUT! 40

41 High performing organizations position performance reviews as part of everyday operations (not as an HR function) 41

42 High performing supervisors talk about performance every day, giving timely and useful feedback to their employees 42

43 High performing employees welcome feedback as a source of inspiration, motivation and reassurance They ask for feedback and focus on always improving 43

44 Resources available to you Your supervisor Performance Management website NEW Performance review form Presentation slide deck Recorded webinar Tips to complete your review Self Supervisor FAQ s HR Business Partners, Connie Perme & Teri Compton 44

45 A BIG shout out to Nike Cline Bailey - HR Generalist 45

46 Visit the Performance Management website to access: Performance Review Form (now!) Presentation Slide Deck (3/18) Action Verbs job aid (3/18) Guidelines for Annual Reviews (3/18) Checklist of Action Items (3/18) Competency Guide (3/18) Institutional Values (now!) 46

47 Thanks for joining us today for the Annual Performance Reviews that Xcel! webinar! Please visit the Performance Management website for additional information 47

48 References Aberdeen Research Group Buzzle.com Corporate Leadership Council Human Resource Leadership Council Linda Gravett and Associates Society for Human Resource Management (SHRM) Sonar6 48