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Conducting Performance Evaluations
at the University of Wyoming
Session Outline
Presentation/Discussion– Why performance evaluations are important– UW performance evaluation process– How to write objectives with performance
standards Video – “Continuous Performance Appraisal”
http://uwadmnweb.uwyo.edu/staffperformance1
It doesn’t have to be this way…
Why do performance evaluations?
They benefit everyone Document performance issues Communicate positive feedback Recognize accomplishments and reward outstanding
performance Correct deficiencies and improve performance Satisfy legal requirements Clearly communicate expectations Help achieve UW’s goals and mission Develop and motivate employees
Presidential Directive 4-2002-2
Time Requirements
At least one per year Must be completed by March 15th
– Send to Human Resources– Give copy to employee
Evaluation period is for the prior calendar year Mid-year change of supervision
– Prior to Oct. 1st – new supervisor conducts the eval– After Oct. 1st – previous supervisor conducts the eval
Presidential Directive 4-2002-2
Supervisor Responsibilities
Complete training on performance review and recognition
Establish departmental goals and objectives Seek input from employees Provide employees with clear expectations,
consistent measures, and achievable standards of performance
Support and provide resources
Presidential Directive 4-2002-2
Supervisor Responsibilities (cont.)
Engage in ongoing performance review Identify performance deficiencies and provide
assistance and support for correction Assist employees in identifying and participating in
career development and training programs Recognize outstanding performance Conduct an evaluation for each assigned employee
Presidential Directive 4-2002-2
Employee Responsibilities
Provide input to their supervisor in the development of individual goals that contribute to departmental goals and the University’s mission
Meet expectations and achieve performance standards
Presidential Directive 4-2002-2
Employee Responsibilities (cont.)
Discuss concerns and/or questions about any part of their job description or performance review with their supervisor
Identify and participate in career development and training opportunities
Presidential Directive 4-2002-2
Probationary Employees
Should be evaluated on the Probationary Staff Performance Evaluation and Planning Record
Highly recommended that each probationary employee receive one or more evaluations during their probation period
Will join the normal annual cycle of evaluation after successful completion of the probationary period
Presidential Directive 4-2002-2
Employee Disagreement with Written Review
The employee may:– Attach a written response to the review– Request consideration by the next level
supervisor/appointing authority
Final decision is made by the appointing authority
Presidential Directive 4-2002-2
Performance Ratings
Use the Staff Performance Evaluation and Planning Record (different form for probationary employees)
The criteria are:– Citizenship– Objectives
Each criteria is evaluated on a 0-4 scale, weighted based on importance (not on amount of time spent), and results added together to get a total score.
Presidential Directive 4-2002-2
Performance Ratings (cont.)
Presidential Directive 4-2002-2
Performance Ratings (cont.)
SMART Objectives
Specific
Measurable
Achievable
Results-focused
Time-bound
Objectives – Continued
In order to write S.M.A.R.T. objectives, UW has divided the objective into two components:– The general title of the objective– The standards
Standards are the specific measures by which the objective is defined, and by which it is measured.
Standards, whenever possible, should be measures of results rather than behaviors.
Objective Example - #1
Objective:“Attend computer training to improve office efficiency.”
Standards:“Attend two 5 hour classes on using Microsoft Access to create databases and developing queries for efficient data storage and retrieval by June 1, 2005. Develop new database, implement into office procedures, and train all staff on proper use by December 1, 2005.”
Objective Example - #2
Objective:
“Develop a new filing system.”
Standard:
“By June 1, 2005, develop a user-friendly filing system that can be implemented in no more than two weeks. Users will be able to find documents the first time they look, 98% of the time.”
Performance Standards
Every objective must have an associated standard They are the criteria against which the results of an
employee’s work are assessed Can evaluate two areas:
– Results – the outcome of the employee’s actions– Behavior – actions the employee performs
There are two types of standards:– Numeric or quantifiable– Descriptive or qualitative
Numeric Performance Standards
Provide a quantifiable objective measure about which no (or very little) interpretation is required
Examples:– Reduce expenses by 10%– No more than one complaint per month about
services
Descriptive Performance Standards
Are difficult to measure Communicate general expectations Open to interpretation Examples:
– Responsibly manage the budget– Provide courteous service to customers
Writing Performance Standards
Using an example from your own area, write one objective, along with the associated standard(s).
The Performance Evaluation Process
Step 1
Preparing for the Meeting
Involve the employee– Agree on a time and place well in advance– Ask the employee to prepare their ideas and objectives in
writing– Consider asking for a self-evaluation
Gather data– Talk to the employee’s co-workers– Job description– Past performance data– Training records
The Personnel-Management Cycle
Step 2
Conducting the Evaluation Meeting
Put the employee at ease State the purpose of the discussion and the advantages of the
evaluation system Build on the employee’s strengths Listen to the employee Compare performance to standards Assign performance ratings Develop an overall rating Agree on mutual objectives for the next year No surprises Close the discussion Avoid evaluator error
Evaluator Error
Varying standards Recency/Primacy Bias Evaluation patterns Halo/Horns effects Contrast error
Step 3
Following Up
Evaluate employees in their environment Communicate positive feedback regularly Coaching is the key