Performance Management Training for Supervisors & Managers · Training for Supervisors &...

Shepherd University

Performance Management Training for Supervisors &

Managers Presented by:

Tammy Gill Assistant Director, Human Resources

Shepherd University

• Performance Management Overview • Goal Setting • Feedback • Documentation • Performance Review Competencies & Ratings • Performance Improvement Plans • Preparing for the Performance Discussion • Using the HR System (People Admin) to complete

Performance Reviews • Questions

Agenda

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Performance Management Overview

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• Performance evaluations focus on an employee’s past performance over a specified period of time.

• The manager provides

constructive feedback on exactly what the employee did well and how he/she needs to improve.

• Supervisors should help

employees find a way to truly "engage" in their work and identify their own roadmap to personal growth!

Performance Management Performance Management A LOOK BACK!

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Goal Setting

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Purpose of Performance Goals • Setting goals is recommended but not required. • Communicate expectations. • Set measurable standards. • Provide a pathway to improvement, growth, and

opportunity. • Motivate employees to perform at their best. • Target training and coaching needs. • Create a focus for performance evaluations.

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Setting SMART Goals

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Example

• Improve customer service in the Admissions department.

SMART Goal: • By June 2019, reduce the number of days

to coordinate campus tours for prospective students and families by 15% (within 4 business days) so that all visitors have a pleasant experience.

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Feedback

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To Develop • Employees don’t always know what they don’t know. • Even when they do know their deficiencies, they may not know

how to fix them.

To Encourage • Recognizing the right behaviors will encourage more of the same.

To Redirect • Helping employees find a better way to do things can improve

future results. • Feedback can help to bring an employee’s performance up to

speed. • Feedback can help correct a poor habit – behavior, attitude,

competency.

Performance Feedback: Why?

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Consequences If Feedback Is Not Timely

• Employees might develop inaccurate perceptions of their performance.

• Employees poor performance becomes ingrained through practice and repetition.

• Employees are deprived an opportunity to improve their performance.

• Employees feel abandoned or ignored. • Employees don’t feel valued.

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Feedback: The SBI Model • Situation

– When and where did the specific behavior occur?

• Behavior – What were the specific behaviors that you observed?

• Impact – What was the impact of the behavior on you and

others? Use for both positive and constructive feedback.

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SBI Model Example - POSITIVE • (S) While serving breakfast to students yesterday… • (B) I saw you greeting some of the new students

and answering questions they had about their meal plan.

• (I) I appreciate that you took the time to make them

feel welcome. It showed that you really understand the importance of great customer service and the role you have in student retention.

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SBI Model Example - CONSTRUCTIVE • (S) During the department meeting this morning, when I

asked John for an update on the team project… • (B) You began to criticize John before he even finished

sharing the update with the team. Crossing your arms over your chest, rolling your eyes, and looking beyond John out the window indicated that you didn’t think much of what he had to say or his ideas.

• (I) John’s ideas had possible merit, and you didn’t hear

them through. Your behavior also inhibited others at the meeting from asking questions or offering up ideas.

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Documentation

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• Employees should not learn about deficiencies for the first time during their annual performance evaluation.

• Conversations and documentation should occur throughout the year.

• Disciplinary documents should be signed by the employee and must be given to HR for the employee’s personnel file.

• Disciplinary write-ups should be taken into consideration during the annual performance evaluation.

Importance of Documentation Throughout The Year

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Performance Review

Competencies and Ratings

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Standard Evaluation Competencies

• Quality of Work (Excellence) • Quantity of Work (Productivity) • Knowledge of Job (Proficiency) • Attendance & Punctuality • Working Relationships (Civility and Cooperation) • Customer Service (Students, Colleagues etc.) • Initiative and Decision Making • Leadership (Supervision, Management)

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Performance Review Ratings

• Consistently Exceeds Requirements

• Fully Meets and Sometimes Exceeds Requirements

• Meets Requirements

• Needs Improvement

• Unacceptable Performance

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Consistently Exceeds Requirements

• Quality of work far exceeds standards of job

• Attained by exceptional performers who produce high quality and quantity of work

• Job skills are highly developed; viewed as Subject Matter Expert in area of expertise

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Fully Meets and Sometimes Exceeds

Requirements • Fully proficient and highly effective job

performance • Routinely meets and occasionally exceeds

goals by producing a high quality of work • Demonstrates the ability to take on

progressive responsibility

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Meets Requirements

• Fully proficient job performance • Completes tasks in an effective manner • Satisfactory • This is not a negative rating

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Needs Improvement

• Performance does not consistently meet expectations

• Requires frequent guidance to perform • Does not always respond to feedback

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Unacceptable Performance • Performance is consistently below

expectations and/or has failed to make reasonable progress towards goals

• Requires significant improvement in the short-term

• Negatively affects others’ performance or puts the University at risk

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Overall Rating • The overall rating is the most critical and important part

of the evaluation.

• This rating should be reflective of and supported by individual ratings.

• If any individual rating is “Unacceptable Performance” then the overall rating must be “Needs Improvement” (or “Unacceptable Performance”).

• If any individual rating is “Needs Improvement” then the overall rating cannot be “Consistently Exceeds Requirements”.

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Performance Improvement Plans

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Performance Improvement Plans

• Required for an employee who receives any individual rating of “Needs Improvement” or “Unacceptable Performance”.

• Improvement Plan can be entered in the Performance Improvement Plan tab, in the comments section of the evaluation or as an attachment.

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Improvement Plans

At defined period

Explain potential consequences

Schedule regular follow-up to track

progress

Improvement must be sustained

Follow-Up/Guidelines

Describe specific action items

required

Include a timeline,

generally 60 – 90 days

Summary of Improvement

Needed Summarize

reasons for the Improvement

Plan

Include examples and why they

present problems

Be clear and concise

Detail of Issue(s)

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Preparing for the Performance Discussion

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Preparing for the Performance Discussion Preparation involves the following steps: • Set Aside Adequate Time • Gather Information

• Develop Talking Points

• Schedule Employee Meeting

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Preparing for the Performance Discussion

When writing the review:

• Avoid the Halo/Horns Effect

• Avoid Personal Preferences

• Avoid Favoritism

• Never include language about a leave of absence or health issue

• Don’t use vague or subjective language

• Avoid the Recency Effect

• Rating all employees high/low

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Using HR System (People Admin) to complete

Performance Reviews

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Questions?

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