Size: px
Start display at page:

Download "www.mobiletechwebsite.com"

Transcription

1 Performance Appraisal Defined Effective Performance Appraisals Effective Performance Appraisals The process of a. assessing and recording staff performance b. for the purpose of making judgments about staff c. that lead to decisions. Presented by Mary White, M.A., SPHR What Performance Appraisal Is: Communication Tool A review and discussion of an employee's 1. performance of assigned duties and responsibilities 2. based on results obtained by the employee 3. in their job. The appraisal process stimulates better communication between managers and employees PA provides an important feedback mechanism that might otherwise be overlooked Employee Morale Employees want and need accurate information on how they are doing and what they need to do to improve PA are a tool for overtly recognizing and supporting each individual's contribution to the organization Productivity PA can lead to a more competent work force by providing a formal means of identifying, discussing, and addressing competency gaps Helps identify obstacles to top performance Allows for feedback to be combined with goal setting Management has opportunity to specify what actions employees need to take Success Seminar Series (c)

2 Legalities Documentation, documentation, documentation! How else can you defend nonperformance or poor performance terminations? Accurate, valid appraisals can help an organization defend itself Invalid appraisals put the organization at risk Problems With PA: Management Perspective Often resist PA process (passively or actively) Often view it as wasted paperwork Don t view it as a priority Don't believe in it, so don't like defending it May not be comfortable giving feedback (positive and/or negative) Discomfort from avoiding dealing with performance shortfalls as they occur Fear of emotional aspects Problems With PA: Employee Perspective Employees tend to take their cues from management Employees view as a one time per year thing to endure. Employees feel that few constructive actions or significant improvements result from PA Employees are often less certain about where they stand after PA Employees often are not receptive to feedback Process of PA The success of PA depends on a) the supervisor's willingness to complete a constructive and objective assessment during this performance appraisal b) the employee's willingness to respond to constructive criticism and to work with the supervisor to overcome performance barriers The PA process must satisfy and address the needs of all involved parties: Employee Manager Organization Before completing the appraisal, familiarize yourself with all aspects of the process Start with an understanding of duties and requirements of employee s present job Clarify job description and responsibilities before completing the appraisal form Make sure you thoroughly understand the duties and requirements of the position held by the employee Consider your evaluation in terms of the employee's present duties, not in terms of the duties of a higher or lower classification Success Seminar Series (c)

3 Strive for Objectivity Know that will be somewhat subjective because human judgment is involved Stay job centered, keep personality out of it Eliminate favoritism, feelings of personal prejudice Each employee is entitled to a thoughtful and careful appraisal Consider each factor independently. Do not assume that excellence in one factor implies excellence in all factors Do not assume that poor performance in one factor implies poor performance in each factor Base your appraisal on observed performance during the rating period, not on what is expected in the future Evaluate overall performance throughout the entire rating period Don t focus just on significant events; consider in context Don t focus just on recent events Keep a tickler file throughout the year Consider various aspects of the employee's performance that you want to discuss with the employee The appraisal should reflect your fair judgment of an employee's work performance Diagnose employee strengths and weaknesses Make suggestions for improvement as warranted : The actual face-to-face appraisal meeting is vital to the appraisal process Make sure you have time for the interview and that you consider it a priority Allow for more time than you anticipate Make sure you are uninterrupted for the whole of the interview Suggestions to create an appropriate tone: Ask questions and listen Be open-minded Discuss strengths Make criticism constructive. When you point out a weakness, offer suggestions for improvement. Keep the focus of the interview on the future. Discuss carrying good performance forward. Talk about actions to be taken to avoid past problems. Review performance objectives and performance standards Clearly communicate management's employee performance expectations Verify employee understanding of expectations Provide feedback to employee Provide feedback to the employee about job performance in light of management's objectives Success Seminar Series (c)

4 Give employees answers to: What am I expected to do? How well am I doing? What are my strengths and weaknesses? How can I do a better job? How can I contribute more? Identify training needs Determine what kinds of training might help the employee improve performance on the current job Clarify employee development interests and needs with retention and promotion in mind Coach the employee on how to achieve job objectives/requirements Make helpful suggestions Give adequate instructions Ask what you can do in support of recommended/agreed upon changes Follow up with confirmation of the agreements made Set action plan in place ASAP : Ongoing Communication: Review progress toward objectives through ongoing feedback and periodic discussions PA provides a scheduled opportunity to communicate individually with employees These discussions should not be restricted to a formal review Frequent communication is essential to good management and helps maintain good performance throughout the year Remember the nature of a process PA is ongoing! Work towards an honest, open relationship with two-way feedback being a constant. Encourage ownership Support employees in the learning they derive from their mistakes Provide ongoing, day-to-day feedback to your employees about their performance Go out of your way to discover good things your employees are doing Praise positive effort and achievements Provide constructive criticism regarding areas in need of improvement Remember importance of immediacy! Success Seminar Series (c)

5 Leadership As manager, you set the tone If employees pick up any negativity from you, they are not likely to respect the process If employees sense commitment to the process from you, they will value the process Mary Gormandy White, M.A., SPHR Mary Gormandy White is co-founder of Mobile Technical Institute and MTI ( a full-service training and consulting firm based in Mobile, AL that works with clients throughout the U.S. Mary oversees MTI's corporate training and continuing education division and also provides corporate training, one-on-one training and human resource management consulting services to clients throughout the U.S. MTI also provides database development, website development, marketing and social media services. Mary is also the author of 101 Successful PR Campaign Tips and 101 Human Resource Management Tips in the LifeTips book series and is a Senior Group Editor and Social Networking Specialist for mgwhite@mtimail.com Books by Mary Gormandy White 101 Human Resource Management Tips (2009, LifeTips.com, ISBN ) 101 Successful PR Campaign Tips (2008, LifeTips.com, ISBN ) Available from Amazon.com & BarnesandNoble.com Success Seminar Series (c)

Effective Performance Appraisals

Effective Performance Appraisals Effective Performance Appraisals Presented by: Ed Bennett University Consultants P. O. Box 9172 Asheville, NC, NC 28815 (704) 298-2740 Determining Your Performance Appraisal Mind Set 1. Before my performance

More information

WPI Staff Performance Appraisal Process Guidebook Office of Human Resources Boynton Hall, 2 nd Floor 508-831-5470

WPI Staff Performance Appraisal Process Guidebook Office of Human Resources Boynton Hall, 2 nd Floor 508-831-5470 WPI Staff Performance Appraisal Process Guidebook Office of Human Resources Boynton Hall, 2 nd Floor 508-831-5470 1 February 2, 2009 is the commencement of the WPI annual performance appraisal process.

More information

A Guide To Understanding Your 360- Degree Feedback Results

A Guide To Understanding Your 360- Degree Feedback Results A Guide To Understanding Your 360- Degree Feedback Results 1 Table of Contents INTRODUCTION CORE BELIEFS... 1 PART ONE: UNDERSTANDING YOUR FEEDBACK... 2 360 Degree Feedback... 2 Evaluate Your Effectiveness...

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

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

County of Yuba Customer Service Examination Study Guide

County of Yuba Customer Service Examination Study Guide County of Yuba Customer Service Examination Study Guide The following study guide will familiarize and assist you with preparing for a written examination containing multiple-choice customer service items.

More information

Succession Planning and Career Development

Succession Planning and Career Development Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table

More information

PERFORMANCE DEVELOPMENT PROGRAM

PERFORMANCE DEVELOPMENT PROGRAM PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator

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 Management at

Performance Management at Performance Management at Performance management is when a series of targeted discussions happen between a supervisor and a reporting staff member that provide: clarity on performance expectations guidance

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

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 PROCEDURE

PERFORMANCE APPRAISAL PROCEDURE APPENDIX 4 Function: HR Version Number: 1 Introduction: To assist to ensure Council is well placed in its corporate area, to achieve its Objectives and Strategic Goal to provide leadership and ensure community

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

STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS

STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS Supervisor s Guide Instructor Copy Objectives By the end of this workshop, you will be able to: o o o o o Explain why continual performance feedback is

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

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

Maximizing the Performance of Your Team

Maximizing the Performance of Your Team Maximizing the Performance of Your Team Overview How to work with your employees to ensure they re reaching their potential. Understand the individuals you manage and your team Set goals and make performance

More information

ONTARIO NURSES ASSOCIATION. The Mentor Toolkit. Updated March 2013

ONTARIO NURSES ASSOCIATION. The Mentor Toolkit. Updated March 2013 ONTARIO NURSES ASSOCIATION The Mentor Toolkit Updated ONA is the union representing 60,000 registered nurses and allied health professionals and more than 14,000 nursing students providing care in hospitals,

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

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

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 Review and Development Plan Guidelines

Performance Review and Development Plan Guidelines Performance Review and Development Plan Guidelines What is a Performance Appraisal?... 1 Benefits of Performance Appraisals... 1 Performance Management vs. Performance Review... 2 NSCAD University s Performance

More information

MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN

MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN PLEASE PRINT OR TYPE Date of Appraisal: Evaluating Manager: Division Head: LAST NAME FIRST INITIAL DATE HIRED DEPARTMENT / DIVISION JOB TITLE PURPOSES

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

INTERVIEW QUESTIONS GUIDE

INTERVIEW QUESTIONS GUIDE INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE

More information

Certificate Series. Front-Line Supervisor Level 1 Supervisory Level 2: Management

Certificate Series. Front-Line Supervisor Level 1 Supervisory Level 2: Management ASSOCIATED INDUSTRIES OF MASSACHUSETTS Certificate Series Front-Line Supervisor Level 1 Supervisory Level 2: Management Ten half-day modules, over five weeks. Take one course or take all ten. Workforce

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

Telephone Techniques ANGER MANAGEMENT. How to Prevent or Process an Angry Caller. 2012 Dexcomm All Rights Reserved

Telephone Techniques ANGER MANAGEMENT. How to Prevent or Process an Angry Caller. 2012 Dexcomm All Rights Reserved Telephone Techniques ANGER MANAGEMENT How to Prevent or Process an Angry Caller 2012 Dexcomm All Rights Reserved 2 PREFACE: JAMEY HOPPER PRESIDENT Our passion is properly serving customers. Our passion

More information

SELECT for Help Desk Agents

SELECT for Help Desk Agents SELECT for Help Desk Agents Distributed by Data Dome, Inc. Contact us at www.datadome.com. Copyright 1995, 1997, 1999, Bigby, Havis & Associates, Inc. All rights reserved. Survey Results for: Susanne Example

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

Description of the ten core competencies

Description of the ten core competencies Description of the ten core competencies You can use this document as a reference when assessing competency development on the Competency Assessment form. Introduction to competencies Competencies are

More information

for Sample Company November 2012

for Sample Company November 2012 for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,

More information

What was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result?

What was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result? EXAMPLE VALUE BASED INTERVIEW QUESTIONS VALUE LEADING QUESTION FOLLOW UP QUESTIONS KEY CRITERIA Compassion Give me an example of a time when you were particularly perceptive regarding a Describe what you

More information

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda

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

Planning and Leading Sports Activities

Planning and Leading Sports Activities 5 Planning and Leading Sports Activities Introduction A good sports leader can direct certain sporting situations or sports sessions to help guide and motivate groups of people on skills, regulations and

More information

How To Interview For A Job

How To Interview For A Job Sample Interview Questions with Appropriate Answers Problem Solving Problem solving is a frequently required workplace competency whether the employer is exploring management competencies, sales competencies,

More information

Onboarding Program. Supervisor s Guide

Onboarding Program. Supervisor s Guide Onboarding Program Supervisor s Guide Supervisor s Guide Introduction This guide has been developed for supervisors to support an effective and successful onboarding process for new employees. As a supervisor,

More information

Change Management Is A Behavioral Competency You Can Develop

Change Management Is A Behavioral Competency You Can Develop Change Management Is A Behavioral Competency You Can Develop Hinda K. Sterling Herbert L. Selesnick & Sterling Selesnick, INC Change Management Is A Behavioral Competency You Can Develop This article is

More information

Communication: The Key to Performance Management. Participant Guide

Communication: The Key to Performance Management. Participant Guide Communication: The Key to Performance Management Participant Guide Table of Contents Welcome... 1 Course Overview... 2 Why a Communication: The Key to Performance Management program?... 2 Target Audience...

More information

A Guide for Goal Setting and Employee Feedback

A Guide for Goal Setting and Employee Feedback A Guide for Goal Setting and Employee Feedback 1 Table of Contents The Performance Appraisal Process 3 Goals: Define, Review and Agree 4 Goal Setting Defined 4 Overview 4 Cascading Goals 4 Cascading Goals

More information

How To Be A Team Member

How To Be A Team Member The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during

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

A Guide for Employees

A Guide for Employees A Guide for Employees TABLE OF CONTENTS Introduction............................................... 2 Background............................................... 2 Roles and Responsibilities...................................

More information

St. John Fisher College Performance Review Instructions and Procedures Comprehensive Version For the Review Period June 1, 2014 through May 31, 2015

St. John Fisher College Performance Review Instructions and Procedures Comprehensive Version For the Review Period June 1, 2014 through May 31, 2015 St. John Fisher College Performance Review Instructions and Procedures Comprehensive Version For the Review Period June 1, 2014 through May 31, 2015 General Instructions: Please fill out the cover sheet

More information

The Sales Coaching Report Strategies to Successful Negotiations 5 Tips To Close Any Deal

The Sales Coaching Report Strategies to Successful Negotiations 5 Tips To Close Any Deal The Sales Coaching Report Strategies to Successful Negotiations 5 Tips To Close Any Deal Negotiating is not a game, it s a process. It is much more productive to think of negotiating as a cooperative endeavor

More information

The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK

The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including

More information

Learning to Delegate

Learning to Delegate Learning to Delegate Overview Tips for managers on how to delegate Why is delegation necessary? Why do many managers have a hard time delegating? What to delegate What not to delegate How to delegate Give

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

BCGEU Support Staff. Performance Appraisal Program. - Resource Manual -

BCGEU Support Staff. Performance Appraisal Program. - Resource Manual - BCGEU Support Staff Performance Appraisal Program - Resource Manual - Prepared by Human Resources April 2008 PURPOSE OF THE PROGRAM The Performance Appraisal Program has been designed to benefit BCGEU

More information

Copyright2012byOutbound Excellence, Inc.*All rights reserved. No part of this document may be reproduced or utilized in any form or by any means,

Copyright2012byOutbound Excellence, Inc.*All rights reserved. No part of this document may be reproduced or utilized in any form or by any means, Outbound Excellence Has 16 Successful Years Of Experience Designing, Implementing & Supporting Profitable Sales & Customer Growth Strategies For Outbound B2B Telephone Sales Organizations During This Time

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

Competency Based Interview Questions

Competency Based Interview Questions Competency Based Interview Questions When preparing to interview candidates, first identify the competencies that someone needs in order to be successful in the position. With those identified, you can

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

Leadership Training. Access Management Supervisors

Leadership Training. Access Management Supervisors Leadership Training for Access Management Supervisors The Importance of Leadership As an Access Management Supervisor, LEADERSHIP is either the key to success or the reason for failure. You set the tone

More information

Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans

Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Contents WGEA Tool: Developing Succession Plans 3 Introduction 3 Developing and Implementing Succession Plans

More information

PERFORMANCE ASSESSMENT AND MANAGEMENT GUIDEBOOK FOR STAFF

PERFORMANCE ASSESSMENT AND MANAGEMENT GUIDEBOOK FOR STAFF University of St. Thomas Human Resources Department 50 PERFORMANCE ASSESSMENT AND MANAGEMENT GUIDEBOOK FOR STAFF Mail # AQU 217 2115 Summit Avenue St. Paul, MN 55105 651-962-6510 www.stthomas.edu/hr Performance

More information

Online Performance Management Review Form

Online Performance Management Review Form Online Performance Management Review Form Rating Scale and Details of Form Employee Results 2 Employee Results Rating Scale 1, 2, 3, 4, 5 3 Key Responsibilities/Goals Key Responsibilities/Goals: The manager

More information

Chapter 4 Performance Appraisal Process

Chapter 4 Performance Appraisal Process Chapter 4 Performance Appraisal Process Section 1 Performance Appraisal Process A. Purpose: Provide feedback to an employee regarding their job performance, develop performance and career development goals,

More information

Leading and Motivating as a Manager

Leading and Motivating as a Manager Leading and Motivating as a Manager Overview Ten keys to leading and motivating the people you manage. Find out what motivates the people who report to you Hire and keep people who are good at the work

More information

Why do you want to launch a business analyst career? Some possibilities include:

Why do you want to launch a business analyst career? Some possibilities include: YOUR BUSINESS ANALYSIS CAREER GOALS WHY BUSINESS ANALYSIS? Why do you want to launch a business analyst career? Some possibilities include: Enjoy my work more; Leverage my skills as part of a profession;

More information

CAMP LEJEUNE NONAPPROPRIATED FUND PERFORMANCE PLAN GUIDE

CAMP LEJEUNE NONAPPROPRIATED FUND PERFORMANCE PLAN GUIDE 1 CAMP LEJEUNE NONAPPROPRIATED FUND PERFORMANCE PLAN GUIDE Introduction Providing performance feedback enhances organizational growth and development. When correctly given, feedback helps improve job performance,

More information

YMCA CAMPAIGNER HANDBOOK

YMCA CAMPAIGNER HANDBOOK 1 YMCA CAMPAIGNER HANDBOOK TABLE OF CONTENTS INFORMATION PAGE Introduction 3 Campaigner Responsibilities 4 Donor Prospect Development 5 Campaign Success Tips 6 Steps/Script For Solicitation 7 Filling Out

More information

Just Ask: Strategies for Engaging and Retaining Help Desk Professionals

Just Ask: Strategies for Engaging and Retaining Help Desk Professionals Just Ask: Strategies for Engaging and Retaining Help Desk Professionals by Beverly Kaye and Sharon Jordan-Evans Help Desk leaders want their talent to stay. And not just stay, but be satisfied, engaged,

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

Executive Search. Human Resource Consulting

Executive Search. Human Resource Consulting Executive Search Human Resource Consulting Our mission is to help our national and international clients attract, select, develop, and retain the best talent possible to ensure organizational effectiveness,

More information

Annual Appraisal Instructions and Rating Descriptions

Annual Appraisal Instructions and Rating Descriptions Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,

More information

Vd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS

Vd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS Vd.11ETS YOUR GATEWAY TO VA CAREERS Supervisor Guide to Onboarding Veterans and Military Service Members I U.S. Department ofveterans Affairs Message from the Veteran Employment Services Office (VESO)

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

Writing a marketing plan

Writing a marketing plan Writing a marketing plan 1 Contents 1 Writing a marketing plan 3 1.1 Tips for writing a marketing plan 1.2 Link to your strategy 1.3 Make it happen 2 Structure of a marketing plan 4-7 2.1 Introduction

More information

EMPLOYEE PERFORMANCE REVIEW GUIDELINES

EMPLOYEE PERFORMANCE REVIEW GUIDELINES EMPLOYEE PERFORMANCE REVIEW GUIDELINES DEPARTMENT OF HUMAN RESOURCES SPRING 2014 Employee Performance Review Guidelines The performance review process helps individual employees and organizations throughout

More information

Transforming Toxic Employees Into Positive Performers

Transforming Toxic Employees Into Positive Performers Transforming Toxic Employees Into Positive Performers Essential and Effective Management Skills to Improve Employee Performance Edward R. Mitnick, Esq. Just Training Solutions, LLC. All rights reserved.

More information

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP INSPIRING LEADERSHIP Who Should Enroll The Inspiring Leadership Program is designed for: New supervisors, managers,

More information

TIPS FOR SUPERVISORS

TIPS FOR SUPERVISORS TIPS FOR SUPERVISORS IDENTIFYING AND ASSISTING TROUBLED EMPLOYEES The HRS WorkLife Programs, Employee Assistance Program (EAP) is designed to aid staff members in seeking professional assistance to resolve

More information

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material

More information

Objectives: To develop the coaching and leadership skills necessary to drive sales performance in the branch

Objectives: To develop the coaching and leadership skills necessary to drive sales performance in the branch Successful Sales Leadership I for Branch Managers This three-day course teaches the branch managers how to focus on the activities that drive sales performance. Lead your team to meet the desired strategic

More information

Designing Your Performance Management System

Designing Your Performance Management System Designing Your Performance Management System At this point, you should have a good understanding of what performance management is and how it can be used. You should be clear on your goals and have some

More information

Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990.

Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990. DESIGNING A PERFORMANCE APPRAISAL SYSTEM THAT WORKS Clive W Pack Managing Principal Louis A Allen Associates (Aust) Pty Ltd. March 1990. INTRODUCTION: People are our most important asset. One of the best

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

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Performance Management Guide For Managers

Performance Management Guide For Managers Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.

More information

Student Organization Officer Transition Guide

Student Organization Officer Transition Guide Student Organization Officer Transition Guide Villanova University Office of Leadership Programs Adapted from the George Washington University (studentorgs.gwu.edu) 1 Too often, organization leaders dedicate

More information

Setting Expectations, Coaching, and Performance Evaluation

Setting Expectations, Coaching, and Performance Evaluation Setting Expectations, Coaching, and Performance Evaluation Content taken from The EDGE: Foundations for Successful Leadership, Setting Expectations, Coaching for Optimal Performance module, 2004 Um-HRD,

More information

Our workforce is our greatest asset and, as such, supporting departmental staff to continually improve, develop and grow is a priority.

Our workforce is our greatest asset and, as such, supporting departmental staff to continually improve, develop and grow is a priority. ance Performance Performance Performance Department Performance of Education, Training Performance and Employment Perform erformance Performance Performance Performance Performance Performance P ance Performance

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

The High Cost of Employee Turnover... and Best Practices for Improving Retention An Impact White Paper

The High Cost of Employee Turnover... and Best Practices for Improving Retention An Impact White Paper The High Cost of Employee Turnover... and Best Practices for Improving Retention An Impact White Paper www.impactlearning.com The High Cost of Employee Turnover and Best Practices for Improving Retention

More information

TH E. General Guidelines for Charting Your Career Path

TH E. General Guidelines for Charting Your Career Path TH E INDIVIDUAL DEVELOPMENT PLAN G U ID E General Guidelines for Charting Your Career Path Wildland Fire Leadership Development Program April 2010 TABLE OF CONTENTS Credits... ii Introduction... 1 What

More information

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager

More information

MPV_COMA Communication and Managerial Skills Training Seminar 6. Ing. Daria Borovko

MPV_COMA Communication and Managerial Skills Training Seminar 6. Ing. Daria Borovko MPV_COMA Communication and Managerial Skills Training Seminar 6 Ing. Daria Borovko Content Employee recruitment and selection Job applicant s view Company s view Selection interview (Exercise) Feedback

More information

12 questions project managers should be prepared for in a job interview

12 questions project managers should be prepared for in a job interview 12 questions project managers should be prepared for in a job interview Project management job interviews can be more stressful than the new job itself. Most candidates expect to talk about their strengths,

More information

AD-AUDIT BRANCH MANAGER

AD-AUDIT BRANCH MANAGER Page 1 AD-AUDIT BRANCH MANAGER CHARACTERISTICS OF WORK: This position involves professional accounting and auditing work at an administrative level within the Department of Audit. Incumbent reviews all

More information

Supervisor s Guide for. Coaching & Corrective Action

Supervisor s Guide for. Coaching & Corrective Action Supervisor s Guide for Coaching & Corrective Action Purpose: The Supervisor s Guide to Coaching & Corrective Action serves as a supplement to Operating Policy 70.31: Employee Conduct, Discipline and Terminations.

More information

1. 4. Evaluating and improving your performance

1. 4. Evaluating and improving your performance 1. 4 Evaluating and improving your performance This is about reflecting on and evaluating honestly your own performance, and discovering ways to improve it through skills development. This requires you

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

Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers

Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers This manual offers guidance to field workers involved in advising and providing training

More information

MANAGING CHANGE. A Tool for Those Managing People During Organizational Change

MANAGING CHANGE. A Tool for Those Managing People During Organizational Change MANAGING CHANGE A Tool for Those Managing People During Organizational Change Introduction to Managing Change 1 2 Managers must focus their attention on three elements of the change process associated

More information