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Performance Appraisal at UOEAP
Why do we need a Performance Management Plan?
Links employee performance to unit objectivesCommunicates performance goals to employees for shared understandingRecognizes and acknowledges good performanceRecognizes areas where performance must be improved
The Basics of Performance Appraisal
Performance and Development Planning
Clarify responsibilities and expectationsEstablish objectives for the year
Interim Coaching Formal Performance Appraisal and Development Review
Preplanning
Performance and Development Plan
InterimCoaching
ProgressReview
Interim Coaching
InformalFeedback on Performance
Employee Self Appraisal
Annual Performance Appraisal
Merit Determination(if available)
The Performance Management
Cycle
The Performance Management
Cycle
When:1) Annual Performance Review2) New hire or new position3) Change in organizational priorities
When: Ongoing; daily, weekly, monthly as needed
When: Annually
Planning
CoachingAppraisal
Reviewing Job Duties and Setting Performance Targets
Review your employee’s job description:
Does it accurately describe current duties?Are the job duties doable, observable, measurable?Do they fully represent your expectations?
The Task of Performance and Development Planning
Tie performance to unit goalsIdentify evaluation criteria and expectationsIdentify “gaps” in knowledge or skillsDetermine specific development activitiesFoster communication
Effective Objectives are SMART
SpecificMeasurableAttainableResults-orientedTime-bound and trackable
The Task of CoachingGive performance feedbackEducate and developCounselSponsor or mentorConfront
Regularly Reinforce:
What is expected of employees How they are doingWhen they are doing a good jobHow they may improve
Constructive PraisingShould be immediate, genuine, and specificPraise learners when performance is approximately rightPraise seasoned employees when performance is exactly rightAvoid assigning more work along with praise
When you give praises:
Tell the employee what they did rightPause to allow the praising to be feltEncourage the employee to do more of the sameReaffirm that you value the employee and their performance
Constructive CriticismMust be immediate, specific, focused on behaviorTell employee what they did wrong and why it is a problemSolicit input from employeeClarify expectations for future behavior and ensure employee understandingReaffirm and validate the employee
Feedback Should be:Descriptive rather than evaluativeSpecific rather than generalFocused upon areas they can changeWell-timedChecked to ensure it is understood“Owned” by the giverBased on observed behaviorBalanced
Coaching for Improved Performance
Review status of objectiveTalk about past performanceSolicit inputDiscuss ways to changeClarify how you can helpAgree on action planSchedule follow-up and then follow throughReaffirm and validate employee
Annual Performance Appraisals
Purpose: To measure annual performance against objectives established in performance planSteps:1) Ask employee to complete feedback
form2) Complete appraisal form3) Schedule performance appraisal
discussion in advance
Completing the Appraisal Form
Consider: Performance notes
kept over course of the year
Employee’s feedback Feedback from key
“customers” Observations of
supervisor
Writing Performance Appraisals
1) Consider performance relative to job description and performance objectives
2) Focus on job-related performance and behaviors, not attitudes
3) Information about performance must be verifiable and complete (positive and negative)
Rating PerformanceReview expectations and documentationConsider in light of performance factor descriptionsSelect most appropriate ratingOverall rating should balance ratings for most critical functions vs. less critical functions, not an average of all functions
Common Rating ErrorsThe Halo Effect: Letting one predominant
factor color your opinion of other factorsRecency: Rating only on recent performance.
Data should be representative of the entire rating period since last review
Central Tendency: Checking all middle or average boxes as an easy way out
Grouping: Attributing poor performance to group characteristics such as “everyone’s late”
Common Rating ErrorsHolding a Grudge: Never letting go of a previous negative behavior – making them pay forever for something they did years agoPrejudice: Based on factors such as race, sex, religion, age, disability, etc.Favoritism: Overlooking the poor performance of “nice” employeesSunflower Effect: Rating everyone high to make yourself look good. Perhaps you are not expecting enough.
In Discussing Performance the Supervisor will:
Prepare in advance for meetingClarify responsibilities and expectationsReview performanceListen to employee’s point of viewDiscuss future plans/developmentClose the session on a positive note
Preparing Individual Development Plans
Develop performance plans for each employee based upon the areas of past performance that need improvement and the areas of future development that an employee can strive to attain.
How to Prepare Individual Development Plans
Review training and educational recordsIdentify educational/training opportunitiesInvestigate cross-training possibilitiesConsider job rotationIdentify sources of assistanceFollow through on commitments