HR FundamentalsHR Fundamentals

Classified Performance Evaluation

Susan Alt

Director

Employee and Labor Relations

March 12, 2009

Classified Performance Evaluation

Susan Alt

Director

Employee and Labor Relations

March 12, 2009

Performance EvaluationsPerformance Evaluations

Non-Academic Professionals & Administrators

Due date: April 15, 2009 Human Resources/Affirmative Action 110 Hamilton Hall, 994-2042 Marj Brown (marjb@montana.edu) Diane Letendre

(dletendre@montana.edu)

Non-Academic Professionals & Administrators

Due date: April 15, 2009 Human Resources/Affirmative Action 110 Hamilton Hall, 994-2042 Marj Brown (marjb@montana.edu) Diane Letendre

(dletendre@montana.edu)

Performance EvaluationsPerformance Evaluations

Faculty Due Date: March 31, 2009

Faculty Handbook specifies the policies and procedures for annual review of tenurable and non-tenurable faculty

Provost’s Office 212 Montana Hall, 994-4371

Faculty Due Date: March 31, 2009

Faculty Handbook specifies the policies and procedures for annual review of tenurable and non-tenurable faculty

Provost’s Office 212 Montana Hall, 994-4371

Performance ManagementPerformance Management

Definition: process in which management and employees work together to accomplish the mission, goals and objectives of their organization

More than an annual paper shuffle A constant ongoing process (few jobs

remain constant)

Definition: process in which management and employees work together to accomplish the mission, goals and objectives of their organization

More than an annual paper shuffle A constant ongoing process (few jobs

remain constant)

Performance ManagementPerformance Management

Requires continual communication and gathering of information about performance

Cyclical process Planning, setting expectations, and

communicating Observation and communicating Evaluation and communicating

Requires continual communication and gathering of information about performance

Cyclical process Planning, setting expectations, and

communicating Observation and communicating Evaluation and communicating

Performance EvaluationPerformance Evaluation

Definition: a more involved feedback session, with discussion, covering many aspects of performance over a period of time

Formal, Written Done WITH the employee, not TO the

employee Communicate, communicate,

communicate! No surprises!

Definition: a more involved feedback session, with discussion, covering many aspects of performance over a period of time

Formal, Written Done WITH the employee, not TO the

employee Communicate, communicate,

communicate! No surprises!

Purpose, Process, ProcedurePurpose, Process, Procedure

Purpose – why do it?

Process – how to do it?

Procedure – how we do it at MSU!

Purpose – why do it?

Process – how to do it?

Procedure – how we do it at MSU!

PurposePurpose

Purpose - Why Do It? Personnel Policy 600 –

http://www2.montana.edu/policy/performance evaluation policy.htm

An annual performance evaluation is required for classified and contract professional employees; the formal annual evaluation will identify job responsibilities and performance objectives and measure actual performance against identified job duties and expectations.

Management Best Practice – aids in making management decisions; ensures that department and unit mission, goals, and objectives are in alignment and being met

Purpose - Why Do It? Personnel Policy 600 –

http://www2.montana.edu/policy/performance evaluation policy.htm

An annual performance evaluation is required for classified and contract professional employees; the formal annual evaluation will identify job responsibilities and performance objectives and measure actual performance against identified job duties and expectations.

Management Best Practice – aids in making management decisions; ensures that department and unit mission, goals, and objectives are in alignment and being met

Purpose, cont’dPurpose, cont’d

Provides on-going, two-way communication between employee and the manager

Sets clear expectations to employees Employees want to know what is expected of them Facilitates employee development and growth Retain good employees – attract, focus, and keep your

most talented employees Satisfactory participation in the performance evaluation

process is required before considering a supervisor’s request to award …

Flexible Pay Options available through the MUS Staff Compensation Plan

Provides on-going, two-way communication between employee and the manager

Sets clear expectations to employees Employees want to know what is expected of them Facilitates employee development and growth Retain good employees – attract, focus, and keep your

most talented employees Satisfactory participation in the performance evaluation

process is required before considering a supervisor’s request to award …

Flexible Pay Options available through the MUS Staff Compensation Plan

ProcessTools

ProcessTools

Updated job/role description Review and/or update duties, tasks, activities Set/establish expectations and/or goals

Focus on job related skills or activities – realistic and achievable

Work performance and behaviors – objectively observable and measurable

Reasonable indicators of successful performance are expressed in terms of quality, quantity, timeliness, cost

Performance measures/indicators are subject to change, are not permanent, are not perfect

 

Updated job/role description Review and/or update duties, tasks, activities Set/establish expectations and/or goals

Focus on job related skills or activities – realistic and achievable

Work performance and behaviors – objectively observable and measurable

Reasonable indicators of successful performance are expressed in terms of quality, quantity, timeliness, cost

Performance measures/indicators are subject to change, are not permanent, are not perfect

 

ProcessFeedbackProcess

Feedback Definition: information about performance

communicated to the employee soon after the performance occurs or the information is gathered

Characteristics of good feedback Immediate (delayed) Objective (subjective) Attentive (domineering) Descriptive (evaluative) Specific (general)

One of the most effective ways to reinforce or increase productivity involves providing employees with specific feedback about their performance, at a high frequency, immediately following performance

Definition: information about performance communicated to the employee soon after the performance occurs or the information is gathered

Characteristics of good feedback Immediate (delayed) Objective (subjective) Attentive (domineering) Descriptive (evaluative) Specific (general)

One of the most effective ways to reinforce or increase productivity involves providing employees with specific feedback about their performance, at a high frequency, immediately following performance

Process, Do’sProcess, Do’s

Plan ahead, plan for the desired outcome No Interruptions In writing, face-to face Done WITH the employee, not TO the

employee Job related skills and activities Communicate, communicate,

communicate

Plan ahead, plan for the desired outcome No Interruptions In writing, face-to face Done WITH the employee, not TO the

employee Job related skills and activities Communicate, communicate,

communicate

Process, Dont’sProcess, Dont’s

Formal official document! Do not discriminate on basis of race, sex,

ethnic origin, marital status, religion, sexual orientation, or disability

Do not focus on personality No surprises!

Formal official document! Do not discriminate on basis of race, sex,

ethnic origin, marital status, religion, sexual orientation, or disability

Do not focus on personality No surprises!

ProcessRating Performance

ProcessRating Performance

Exceeds – Frequently exceeds performance standards for the position. Employee makes unique and significant contributions to the department.

Meets – Meets performance standards for the position. Consistently and effectively performs job duties.

Needs Improvement – Fails to meet performance standards for the position. Improvement is needed.

Exceeds – Frequently exceeds performance standards for the position. Employee makes unique and significant contributions to the department.

Meets – Meets performance standards for the position. Consistently and effectively performs job duties.

Needs Improvement – Fails to meet performance standards for the position. Improvement is needed.

ProcessCommon Rating Errors

ProcessCommon Rating Errors

Central tendency Leniency Halo effect Devil effect Contrast and similarity Recency effect

Central tendency Leniency Halo effect Devil effect Contrast and similarity Recency effect

How To Do Them, the MSU Way! Forms to use –

http://www.montana.edu/pps/EmployeeRelations.htm Version 2, historical form If you wish to design an alternate evaluation tool for

classified employees, it must be pre-approved by Employee & Labor Relations.

Version 1, developed with MPEA – ad hoc labor management committee

How To Do Them, the MSU Way! Forms to use –

http://www.montana.edu/pps/EmployeeRelations.htm Version 2, historical form If you wish to design an alternate evaluation tool for

classified employees, it must be pre-approved by Employee & Labor Relations.

Version 1, developed with MPEA – ad hoc labor management committee

ProcedureProcedure

Procedure, cont’dProcedure, cont’d

New this year - cover sheet to facilitate administrative processing

Employee’s signature acknowledges that the evaluation was discussed, and has been provided a copy; does not necessarily indicate agreement with the content

Submit completed classified evaluations to Employee & Labor Relations, 201 Montana Hall

Deadline – no later than April 15

Ultimately all performance evaluations will be retained in the employee’s official personnel file maintained by the Human Resources office, 19 Montana Hall

New this year - cover sheet to facilitate administrative processing

Employee’s signature acknowledges that the evaluation was discussed, and has been provided a copy; does not necessarily indicate agreement with the content

Submit completed classified evaluations to Employee & Labor Relations, 201 Montana Hall

Deadline – no later than April 15

Ultimately all performance evaluations will be retained in the employee’s official personnel file maintained by the Human Resources office, 19 Montana Hall

Procedure, cont’dProcedure, cont’d

Rebuttal process; No grievance process An employee who disagrees with the evaluation of his or

her supervisor may submit a written request for review by the supervisor’s supervisor.

The written request must outline the specific areas of disagreement and the reasons the employee disagrees with the supervisor’s evaluation.

The decision of the supervisor’s supervisor will be the final decision on the evaluation.

The employee’s written disagreement will be included with a copy of the final performance evaluation and placed in the employee’s personnel file.

Rebuttal process; No grievance process An employee who disagrees with the evaluation of his or

her supervisor may submit a written request for review by the supervisor’s supervisor.

The written request must outline the specific areas of disagreement and the reasons the employee disagrees with the supervisor’s evaluation.

The decision of the supervisor’s supervisor will be the final decision on the evaluation.

The employee’s written disagreement will be included with a copy of the final performance evaluation and placed in the employee’s personnel file.

FAQ’sFAQ’s

Should probationary employees be evaluated during the probationary period?

Rec: conduct the discussion immediately upon conclusion of the probationary period

My supervisor asked me to fill out my own evaluation. Is this legit?

Yes. This method may meet multiple managerial needs.

Should probationary employees be evaluated during the probationary period?

Rec: conduct the discussion immediately upon conclusion of the probationary period

My supervisor asked me to fill out my own evaluation. Is this legit?

Yes. This method may meet multiple managerial needs.

FAQ’s, cont’dFAQ’s, cont’d

A supervisor can’t possibly know about everything employees do. They can’t be constantly be looking over the employee’s shoulder, nor, do employees want this. Yet, the supervisor does need to gather information to determine when and what to communicate to the employee.

Aids the discussion Self evaluation by the employee may help establish the

thought processes for an effective discussion May help align employee and supervisor understanding

of the job duties

A supervisor can’t possibly know about everything employees do. They can’t be constantly be looking over the employee’s shoulder, nor, do employees want this. Yet, the supervisor does need to gather information to determine when and what to communicate to the employee.

Aids the discussion Self evaluation by the employee may help establish the

thought processes for an effective discussion May help align employee and supervisor understanding

of the job duties

Thank-you!Thank-you!

MSU Human Resources

Kathy McNeill Lead Management Trainer Professional Development Center (PDC) State Human Resources Division MT Department of Administration

MSU Human Resources

Kathy McNeill Lead Management Trainer Professional Development Center (PDC) State Human Resources Division MT Department of Administration