Performance Appraisal Review for Supervisors 2014

Facilitated bySusan Oakley

Director of Employee Relations

Susie Olmos-SotoAssociate Director of

Organizational Development

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Who?

• All Staff Members in Regular Positions

• Hired Prior to January 1, 2015

• Temporary Staff Optional, But Encouraged

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What?• Annual Performance Review– Looks Back January-December 2014– Platform for Discussion of Work• Recognize Accomplishments• Discuss Ways to Grow Performance or Career• Establish SMART Goals for 2015

– Accomplished in Three (3) Stages• Self Appraisal• Manager Evaluation• Scheduled Performance Review Meeting

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Why a Performance Appraisal?

• Provides an Opportunity to Talk to Your Staff

• Provides an Opportunity to Measure Progress

• Provides an Opportunity to Discuss Challenges Before You Act on Them

• Provides Documentation for Merit Raise

• I only need to pay attention to what’s happened in the past three (3) months

• My employees will like me better if I give them higher ratings

• If I tell them the truth it will cause hurt feelings• The merit raise is small so why not give them all

good ratings• No one ever deserves the highest appraisal rating

Common Appraisal Myths

• Performance Appraisals Encourage Our Best Performers

• Performance Appraisals Motivate Poor Performers

• They Substantiate Promotions and Raises• They Document Problems• They Provide Future Reference

Not-So-Common Appraisal Truths

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What Do Employees Deserve?

• Mutual Respect• Clear Expectations• Ongoing Positive and Constructive Feedback• Involvement in Goal Setting• Being Treated Equitably and Consistently• Sharing of Information and Resources• Job/Career Enrichment Opportunities

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What Do Managers Deserve?

• Mutual Respect• Punctuality• Appropriate Notification of Absences• Appropriate Dress for the Workplace• Appropriate Behavior and Communication for the

Workplace• Effective and Efficient Use of Time on Tasks• Accurate and Completed Work

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Before the Appraisal Prepare to Communicate Crucially By:

• Mastering Your Stories• Describing Gaps• Preparing to Motivate• Deciding Who will Do What by When• Following-Up

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First Steps to a Productive Appraisal• Self Appraisal - Empower your staff member

to conduct their own appraisal prior to meeting and developing next year’s goals

• Manager Evaluation – It’s a joint effort, but you have the final say

• Set a Time and Place• Allow Time for Feedback

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Next Steps…

• Review Your Documentation (i.e., job description, calendars, notes, projects, goals met/unmet, etc…)

• Review Employee’s Self Appraisal• Make Notes to Discuss During Evaluation

Meeting

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Conduct the Meeting• Be Objective, Not Judgmental• Give Specific Examples of Strengths and Areas

for Improvement• Ask Open-Ended Questions– Ex: What ideas do you have for improvement? How

can that be accomplished?• Listen• Set Specific Goals and Timelines• Develop Action Plans

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Giving Praise

• Behavior: What aspects of the employee’s behavior is valuable?

• Effect: What positive effect does the behavior/performance have?

• Thank you: Where can you find opportunities to use this expression more?

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Giving Corrective Feedback

• Behavior: State the specific behavior that is unacceptable

• Effect: Explain why the behavior is not appropriate or unacceptable

• Expectation: How/When the behavior should change

• Result: What will happen if the behavior continues/improves

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Current Rating Scale for Non-Exempt

• EE: Exceeds Expectations

• ME: Meets Expectations

• NPD: Needs Performance Development

• DNM: Does Not Meet Expectations

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EE - Exceeds Expectations

• Consistently exceeds the communicated expectations of the job function, responsibility, or goal

• Demonstrates exceptional understanding of work and the job

• Identifies unique, innovative and workable solutions to problems

• Achievements and abilities are obvious to coworkers and customers

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ME - Meets Expectations

• “On track” and fully achieves expectations• Independently and competently performs all

aspects of the job function, responsibility, or goal

• Performance consistently meets requirements, standards, or objectives of the job

• Recognizes, participates in, and adjusts to changing work assignments

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NPD - Needs Performance Development

• Generally meets expectations required for the position

• Competently performs most aspects of the job function, responsibility or goal

• May require coaching in a weak area or may need additional resources or training to meet expectations

• May be new to the position or have new duties/responsibilities

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DNM - Does Not Meet Expectations

• Employee fails to satisfactorily perform most aspects of the job function

• Performance level is below established requirements for the job

• Employee requires close guidance and direction to perform routine job duties

• Performance may impede the work of others in the unit

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Discussing Performance

• Can you help me understand what happened?

• What suggestions do you have for improvement?

• What possible solutions do you see for resolution?

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Justifying Ratings

• Focus on Performance, Not Person

• Be Specific

• Be Consistent

• Document

• No Surprises

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Setting SMART Goals this Year• To Align with Vision in Action: Academy of Tomorrow

Strategic Plan

• Results to be Achieved

• Conditions That Will Exist

• Time Frame

• Available Resources/Training

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What do SMART Goals Look Like?

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Why are SMART GoalsImportant to Employees?

• Mobilizes Employee Efforts• Directs Attention• Measures Outcomes• Leads to Higher Levels of Performance• Helps & Aligns with the Academy of Tomorrow

Strategic Plan• Affects the Strategies Employees Will Utilize to

Accomplish Tasks• Adds Value

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Setting Meaningful TCU SMART Goals

Vision in Action: Academy of Tomorrow• Goal 1: Raise TCU’s

Academic Profile and Reputation

• Goal 2: Fine-Tune the Size and Balance of the Student Body

• Goal 3: Create the Optimal Campus Environment

SMART Goal Examples

• Ex: Complete 24 contact hours of professional development training by November 2015

• Ex: Complete 9 hours of college credit hours by December 2015

• Ex: Work within department guidelines to increase student retention rates by June 2015

• Ex: Identify and correct three workflow processes for effective use of time and workspace by July 2015

• Ex: Complete Customer Service training by March 20, 2015

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Following Up

• Maintain Written Records• Check in with Your Staff Regularly• Respond Quickly to Requests for Help• Conduct Regular Interim Reviews to Review

Progress on Goals• Evaluate Your Own Performance and its Effect

on Your Employees

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Things to Remember

• To not make hasty judgments• To be aware of nonverbal cues• To not be afraid of silence• To not interrupt or allow interruptions• To use “I” statements• To say what you mean

Appraisal Location and Forms

Click Forms &

Publications

Website – www.hr.tcu.edu

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Appraisal Location and Forms

Click Employee Relations

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Summary

• Prepare for the Appraisal Discussion• Use Current and Accurate Job Description(s)• Evaluate Performance Rather than Personality• Evaluate Your Own Performance• Give Positive and Corrective Feedback• Be Open and Honest• Involve the Employee in the Discussion• Discuss Your Employee’s Goals• Set Mutual Goals and Put Them in Writing• Create the Climate, Know and Understand Your Staff

Dates to Remember

Performance Appraisals Due in HR No Later than 5:00 p.m. Friday, January 30, 2015

Salary Planning Opens Wed., February 4, 2015

Salary Planning Closes Wed., February 18, 2015

Thank you!

http://hr.tcu.edu/employee-services/manager-toolbox/performance-management

/817.257.7790

askhr@tcu.edu