Performance Performance ManagementManagement

Industrial and Organizational (I-O) Psychology (NPSY3366)Industrial and Organizational (I-O) Psychology (NPSY3366)Spring 2011Spring 2011

Guest Lecture by Ilana LevittGuest Lecture by Ilana LevittDirector of Training and Development, Department of Human Director of Training and Development, Department of Human

Resources, The New SchoolResources, The New Schoollevitti@newschool.edu(212) 229-5671 x3842(212) 229-5671 x3842

My BackgroundMy Background

MA, Organizational PsychologyMA, Organizational Psychology MEd, Counseling Psychology, Columbia MEd, Counseling Psychology, Columbia

University's Teachers CollegeUniversity's Teachers College Licensed Mental Health Counselor (LMHC) NYLicensed Mental Health Counselor (LMHC) NY Licensed Professional Counselor (LPC) NJLicensed Professional Counselor (LPC) NJ Private Practice Career Consulting since 1990Private Practice Career Consulting since 1990 Director Training and Development, Human Director Training and Development, Human

Resources, The New School Resources, The New School

Training and Development Training and Development

Employee RelationsEmployee Relations Develop and administer annual Develop and administer annual

performance appraisal process for 800+ performance appraisal process for 800+ staff staff

Wellness ProgramsWellness Programs Career, leadership and professional Career, leadership and professional

development programsdevelopment programs Mentor programMentor program

Performance Management vs. Performance Management vs. Performance AppraisalPerformance Appraisal

Performance management systems emphasize Performance management systems emphasize the link between individual behavior and the link between individual behavior and organizational strategies and goals by defining organizational strategies and goals by defining the context of those goals.the context of those goals.

Differences: Appraisals are typically once a year Differences: Appraisals are typically once a year and initiated by Human Resources, and initiated by Human Resources, performance management systems are more performance management systems are more frequent and initiated by supervisor or frequent and initiated by supervisor or subordinate. subordinate.

Performance Appraisal ProcessPerformance Appraisal Process

Need to streamline process for all Need to streamline process for all employeesemployees

Sets universal expectations for managersSets universal expectations for managers Use as benchmark for merit increases, Use as benchmark for merit increases,

promotions and performance improvement promotions and performance improvement plans (PIP) and terminationsplans (PIP) and terminations

Form DevelopmentForm Development

By committee, getting buy inBy committee, getting buy in Need for different forms for senior and Need for different forms for senior and

executive staffexecutive staff Follow up processFollow up process Process for tracking and administrationProcess for tracking and administration

FormsForms

http://www.newschool.edu/hr/subpage.aspx?id=31003

InstructionsInstructions FormsForms Overall rating of performanceOverall rating of performance Senior and Executive FormSenior and Executive Form

Training ProgramsTraining Programs

For supervisorsFor supervisors For staffFor staff Union vs. Administrative staffUnion vs. Administrative staff

The New SchoolThe New School

Performance Appraisal Supervisor TrainingPerformance Appraisal Supervisor Training

Spring 2011Spring 2011

Performance AppraisalsPerformance Appraisals

University-wide initiativeUniversity-wide initiative Staff Forms:Staff Forms:

Self-Evaluation, Supervisor Form and Follow Up FormSelf-Evaluation, Supervisor Form and Follow Up Form A combination of quantitative and qualitative dataA combination of quantitative and qualitative data

Executive - Senior Staff FormsExecutive - Senior Staff Forms Union vs. Administrative ProcessUnion vs. Administrative Process

Where can you find them?Where can you find them?

http://www.newschool.edu/admin/hr/appraisal/forms.htmlhttp://www.newschool.edu/admin/hr/appraisal/forms.html

TimelineTimeline

Performance Appraisals should be Performance Appraisals should be conducted from June 1 – August 30conducted from June 1 – August 30

All performance appraisals must be turned All performance appraisals must be turned in to Human Resources no later than in to Human Resources no later than August 31, 2011August 31, 2011

The Big Picture of the Appraisal The Big Picture of the Appraisal ProcessProcess

An ongoing, year-round processAn ongoing, year-round process DonDon’’t wait until the last minute!t wait until the last minute!

Start a file for each of your direct Start a file for each of your direct reports on performance issuesreports on performance issues Add to file as good Add to file as good andand bad incidents bad incidents

occuroccur

Goal-SettingGoal-Setting Where do you want the staff member to Where do you want the staff member to

be 12 months from now?be 12 months from now?

Performance Appraisal ProceduresPerformance Appraisal Procedures

Supervisors should:Supervisors should:1. Ask staff member(s) to submit a Self1. Ask staff member(s) to submit a Self

Evaluation form as soon as possibleEvaluation form as soon as possible

2. Carefully review the Self Evaluation 2. Carefully review the Self Evaluation

3. Mark down areas agree/disagree3. Mark down areas agree/disagree

4. Write the Performance Appraisal4. Write the Performance Appraisal

Performance Appraisal ProceduresPerformance Appraisal Procedures

5. Set an agreed meeting time to discuss appraisal with 5. Set an agreed meeting time to discuss appraisal with staff member(s)staff member(s)

a. Two way conversationa. Two way conversation

b. No distractionsb. No distractions

c. Choose your words wisely.c. Choose your words wisely.

6. Within 1 week of meeting, staff member(s) submit the6. Within 1 week of meeting, staff member(s) submit the

final page of the Self Evaluation form to supervisor, final page of the Self Evaluation form to supervisor,

including any feedback/response to Performanceincluding any feedback/response to Performance

Appraisal.Appraisal.

Performance Appraisal ProceduresPerformance Appraisal Procedures

7. Supervisor and staff member(s) sign the7. Supervisor and staff member(s) sign the

Performance Appraisal and Self Evaluation forms.Performance Appraisal and Self Evaluation forms.

8. Completed forms are forwarded to Reviewer. 8. Completed forms are forwarded to Reviewer.

9. Once reviewer signs, copies are sent to Human 9. Once reviewer signs, copies are sent to Human Resources. Resources.

10. The Reviewer: Supervisor10. The Reviewer: Supervisor’’s Supervisors Supervisor

11. Submit forms via interoffice mail to: Mary Grueser, 11. Submit forms via interoffice mail to: Mary Grueser, Human ResourcesHuman Resources

So Why Is It So Scary?!So Why Is It So Scary?!

ManagersManagers Afraid of antagonism/resentment from staffAfraid of antagonism/resentment from staff Many managers donMany managers don’’t want to be t want to be ““the bad the bad

guyguy””

Staff MembersStaff Members Afraid of criticism/blameAfraid of criticism/blame Afraid this means they will lose their jobsAfraid this means they will lose their jobs

Effective Performance Appraisals Effective Performance Appraisals should minimize these feelingsshould minimize these feelings

What Every Employee Wants to What Every Employee Wants to Know..Know..

What is expected of me?What is expected of me? How well am I doing?How well am I doing? If I do well, what is my reward?If I do well, what is my reward? If IIf I’’m not doing well, how do I get help?m not doing well, how do I get help? Am I being treated fairly and consistently Am I being treated fairly and consistently

in comparison to other employees where I in comparison to other employees where I work?work?

Why Performance Appraisals are Why Performance Appraisals are ImportantImportant

Staff members value feedbackStaff members value feedback Review past yearReview past year’’s highlightss highlights Establishes a good working relationshipEstablishes a good working relationship Identify areas where training is neededIdentify areas where training is needed Helps to set goals for the next appraisal Helps to set goals for the next appraisal

periodperiod Establish objective, defensible Establish objective, defensible

documentation in the event the employee documentation in the event the employee is terminated for performance problemsis terminated for performance problems

What's New This Year?What's New This Year?

Extended deadlineExtended deadline

New question: Expanded questions about New question: Expanded questions about management (on Senior and Executive management (on Senior and Executive Staff form)Staff form)

Connect goals from previous yearConnect goals from previous year

Highlighted QuestionsHighlighted Questions

Attitude, Internal Customer Service, Attitude, Internal Customer Service, CommunicationCommunication

Goals for Supervisory RelationshipGoals for Supervisory Relationship Performance AppraisalPerformance Appraisal Goals for Upcoming YearGoals for Upcoming Year

* Development Plans / Connect with * Development Plans / Connect with

Career Development when possibleCareer Development when possible

Writing the Performance AppraisalWriting the Performance Appraisal

Be specific – write down examplesBe specific – write down examples Keep it simple Keep it simple Watch out for:Watch out for:

Recency Effect: last eventRecency Effect: last event Halo/Horn Effect: overrating/underratingHalo/Horn Effect: overrating/underrating ““Same-As-MeSame-As-Me”” Tendency Tendency First Impression ErrorFirst Impression Error

Guidelines for a Smoother Guidelines for a Smoother ConversationConversation

Try to place the staff member at ease at Try to place the staff member at ease at the start of the session.the start of the session. ItIt’’s normal if the both of you are nervous!s normal if the both of you are nervous! Acknowledge that the purpose is to help grow Acknowledge that the purpose is to help grow

the working relationshipthe working relationship DonDon’’t assume you know the scope of their t assume you know the scope of their

responsibilities – always ask!responsibilities – always ask! Listen, without interrupting, to the staff Listen, without interrupting, to the staff

membermember’’s inputs input

Guidelines to a Smoother Guidelines to a Smoother ConversationConversation

Be Open and HonestBe Open and Honest Performance issue should be a consistent Performance issue should be a consistent

pattern of behavior, not a one-time pattern of behavior, not a one-time incident – No Surprises!incident – No Surprises!

Start and end on a positive noteStart and end on a positive note Set new goals together for the next Set new goals together for the next

appraisal periodappraisal period Mark your calendars to meet again to Mark your calendars to meet again to

follow up on progressfollow up on progress

Giving Negative FeedbackGiving Negative Feedback

Describes the specific job behavior that Describes the specific job behavior that needs to be improvedneeds to be improved

Explain how the behavior negatively Explain how the behavior negatively impacts the employee and departmentimpacts the employee and department

Ask the employee for comments, then Ask the employee for comments, then listen and discusslisten and discuss

Focus on the behavior, not the employeeFocus on the behavior, not the employee

Continued….Continued….

Review the standards of performance, Review the standards of performance, discuss and agree on a plan to meet the discuss and agree on a plan to meet the standards.standards.

Ask how you can help the employee meet Ask how you can help the employee meet standards in the futurestandards in the future

Express your support and confidence in Express your support and confidence in the employees ability to meet and maintain the employees ability to meet and maintain the level of performance. the level of performance.

Why Performance Appraisals are Why Performance Appraisals are Viewed NegativelyViewed Negatively

The information is poorly writtenThe information is poorly written Comments are general and not specificComments are general and not specific No link of employeeNo link of employee’’s job descriptions job description Employees perceive them as unfairEmployees perceive them as unfair Too much focus is on the overall ratingToo much focus is on the overall rating Evaluation is the same year after yearEvaluation is the same year after year

Results of a Poorly written Results of a Poorly written appraisalappraisal

Employee does not feel valuedEmployee does not feel valued Loss of respect and trust for the supervisorLoss of respect and trust for the supervisor Low morale in the departmentLow morale in the department May lower productivityMay lower productivity Perceived underlying reasons: retaliation, Perceived underlying reasons: retaliation,

discrimination, doesndiscrimination, doesn’’t like me, etct like me, etc

Results of an Inflated AppraisalResults of an Inflated Appraisal

Gives a false sense of security and Gives a false sense of security and accomplishmentaccomplishment

Makes him/her feel superior to co-workersMakes him/her feel superior to co-workers Limits the goal setting processLimits the goal setting process Difficult to defend if the employee is Difficult to defend if the employee is

terminated at some pointterminated at some point

How Do I Deal With…How Do I Deal With…

Staff who embellishes accomplishments?Staff who embellishes accomplishments? Staff who downplays accomplishments?Staff who downplays accomplishments? Defensive, hostile staff members?Defensive, hostile staff members? Staff who circumvents supervision?Staff who circumvents supervision? Staff who refuses to accept accountability?Staff who refuses to accept accountability? Staff who refuses to be open?Staff who refuses to be open?

Additional QuestionsAdditional Questions

What if somebody reports to more than What if somebody reports to more than one person?one person?

What if my staff member is new? What if my staff member is new? (Less than 3 – 6 months)(Less than 3 – 6 months)

What if I am too new to evaluate?What if I am too new to evaluate?

Questions?Questions?

Benefits of Streamlined ProcessBenefits of Streamlined Process

Supervisors feel support and have access Supervisors feel support and have access to Human Resourcesto Human Resources

Fairness and justice for employeesFairness and justice for employees Documentation and process supports Documentation and process supports

promotions, discipline and terminations promotions, discipline and terminations Helps Human Resources recognize Helps Human Resources recognize

patterns of problematic managementpatterns of problematic management

OutcomesOutcomes

Stronger connection between performance Stronger connection between performance and merit increasesand merit increases

Opportunity to develop relevant Opportunity to develop relevant professional development opportunities for professional development opportunities for staffstaff

Issue spot for employee relations issuesIssue spot for employee relations issues

Future Goals for New School Future Goals for New School systemsystem

Use more fully integrated 360 feedback systemUse more fully integrated 360 feedback system Turn performance appraisal system into a more Turn performance appraisal system into a more

integrated performance management process.integrated performance management process. Continue to implement with legally sound Continue to implement with legally sound

procedures including: standardized procedures including: standardized communications, training, unbiased raters, and communications, training, unbiased raters, and system to detect potentially discriminatory system to detect potentially discriminatory effects or abuses of the system.effects or abuses of the system.

Questions and Comments?Questions and Comments?

No question is too large or too small!No question is too large or too small!

Thank you for having me as a guest lecture Thank you for having me as a guest lecture this week.this week.

Contact info: Contact info: levitti@newschool.edu

(212) 229-5671 x3842(212) 229-5671 x3842