Performance evaluations for supervisors

Performance Reviews for SupervisorsKevin R.Thomas, Manager,Training & Development · Office of Human Resources · kevin.r.thomas@williams.edu · 413-597-3542

May 19, 2016

kevin.r.thomas@williams.edu413-597-3542

Manager, Training and DevelopmentOffice of Human Resources

Presented by Kevin R. Thomas

Performance Evaluations for Supervisors

• Name• Where you work• What you hope will come from reviewing

your employee/s

Introductions

• Confidentiality• Participation• Listening• Judgement free zone

Click icon to add picture

Ground RulesProgram Overview

1.Nuts & Bolts2.Build Trust3.Provide Positive Feedback4.Provide Feedback5.Ask for feedback6.Describe the Path Forward

Agenda

Performance Development ProcessNuts & Bolts

Update job dx

Anatomy of the FormNuts & Bolts

Agenda

• Accountability – timelines, follow through

• Meeting decorum• Warm up –

demonstrate interest in them personally

• Find out about their path to progress

• Demonstrate commitment to bringing out the best in them

Build TrustBuild Trust

With your partner, find 1 strategy you will use to develop trust or 1 trust building message you will communicate.

Your Turn!Build Trust

1.Nuts & Bolts2.Build Trust3.Provide Positive Feedback4.Provide Constructive Feedback5.Ask for feedback6.Describe the Path Forward

Agenda

The Key FormulaProvide Positive Feedback

Behavior

Impact

A vivid pictur

your employee’saccomplishments

• Examples of positive feedback.

Your TurnProvide Positive Feedback

• Brainstorm with your partner:– How can you measure

the quantity and quality of your employee’s work?

– How can you develop new measures?

Measuring PerformanceProvide Positive Feedback

1.Nuts & Bolts2.Build Trust3.Provide Positive Feedback4.Provide Constructive Feedback5.Ask for feedback6.Describe the Path Forward

Agenda

• Social Needs Are Primary• Brain is Wired to Notice

Threats• Feedback can easily be

seen as a threat to:o Statuso Certaintyo Autonomyo Relatednesso Fairness

• When the threat response is triggered, fight and flight reactions are likely.

Managing the Threat ResponseProvide Constructive Feedback

• Imagine your boss comes by your desk and says:“Can you come into my office?

• How do you feel?• When you come into the

office, your boss closes the door and says:“I need to give you some feedback.”

• Now how do you feel?

Threat Response: ExampleProvide Constructive Feedback

Explain what you don’t intend as well as what you really want.

Example:“I don’t want to communicate any disrespect for you or your expertise. I just want to explore some options for how we can solve this problem together.”

Use Contrasting StatementsProvide Constructive Feedback

• Feedback works best when it is:– Immediate– Specific– Behavioral– Supportive

Principles

Constructive Feedback: DirectiveProvide Constructive Feedback

• Use for simple, minor situations, as a first attempt to solve a problem.

Behavior Impact

Positive Future

Alternative

Constructive Feedback: Non-directiveProvide Constructive Feedback

1. Use behavior + impact to describe what you are seeing.2. Ask if they have additional information you should know.

Listen.3. Ask them for their interpretation. Listen.4. Ask questions to ensure they are taking ownership of the

problem.5. Brainstorm solutions, negotiate, set a time to check in on

progress.Behavior Impact

Problem Solving Inquiry

Fishbowl!Provide Constructive Feedback

Agenda

• Do you:• Want to know how you can support your direct

reports in bringing their best?• Open to changing your behavior the same way

you are willing to change the behavior of others?

• Believe your staff may have information and expertise that could be useful to you?

How Open Are You to Upward Feedback?

Ask for Feedback

• Employees resist offering feedback because:

• They have been burned in the past.

• They don’t believe the invitation is genuine.

• They fear threatening your status, as you may retaliate.

Threat Response, Part 2Ask for Feedback

• Routinely invite feedback

• Appreciate feedback immediately, consistently.

• Listen attentively.• Take some action,

however small, on the basis of feedback.

Creating SafetyAsk for Feedback

• Encouraging cues / body language

• Open-ended questions• Mirroring statements

“I hear you saying x.”• Validating statements

“I can understand where you are coming from when you say x, because y.”

Basic Listening SkillsAsk for Feedback

You don’t have to agree.You don’t have to agree totally.You don’t have to agree right away.

Identify interests

Follow through on your commitments.Set a time to check in on progress.

Responding to RequestsAsk for Feedback

Agenda

• Identify critical goals for:– success in their current

role– long term professional

development

Define GoalsDescribe the Path Forward

• Improve the procedure for responding to student health emergencies.

• Minimize the amount of food waste.

• Communicate more clearly with clients.

• Complete entry of 20,000 records into database with 0 errors by the end of next week.

How could these goals be improved?

Describe the Path Forward

• Get to know their strengths by asking them about their peak professional experiences.• Offer a strengths

assessment.• Include a goal that

builds on their strengths.

Find Opportunities to Help Them Use Their Strengths

Describe the Path Forward

• Goal Setting Worksheet

Your Turn!Describe the Path Forward

Links coming via email:

Contact Kevin Thomas at 413-597-3542or email kevin.r.thomas@williams.edu

Performance Reviews for Supervisors

Questions?

• Course page link to all course materials• Program evaluation link, feedback welcome

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