2010 Performance Evaluation Training PowerPoint Objectives Why is Performance Management so critical? Benefits Common Errors H-M-L Conversations Evaluation Techniques Goal Setting

SWUSWU 20102010Performance EvaluationPerformance Evaluation

TrainingTraining

SWUSWU ObjectivesObjectives

Why is Performance Management socritical?

Benefits

Common Errors

H-M-L Conversations

Evaluation Techniques

Goal Setting

New Online Evaluation Tools

SWUSWU The Gallup Path

SWUSWU

The Gallup Q12 and PerformanceThe Gallup Q12 and PerformanceManagementManagement

Q1 - I know what is expected of me at work

Q3 - At work, I have the opportunity to do what I dobest everyday.

Q4 - In the last seven days, I have received recognitionor praise for doing good work.

Q5 - My supervisor or someone at work seem to careabout me as a person.

Q6 - There is someone at work who encourages mydevelopment

Q11 - In the last six months, someone at work hastalked to me about my progress.

Q12 - This last year, I have had opportunities at work tolearn and grow.

CQ8. The performance appraisal process at Scott &White is able to distinguish between good performersand poor performers

SWUSWU Gallup and Employee EngagementGallup and Employee Engagement

Gallup asked a random sample of 1,003U.S. employees how much they agreedwith these two statements:

“My supervisor focuses on mystrengths or positive characteristics”and “My supervisor focuses on myweaknesses or negativecharacteristics.” All other employeeswere put into an “ignored” category(25%).

Who were the most engaged / least?

SWUSWU Gallup and Employee EngagementGallup and Employee Engagement

If your manager focuses on your strengths,your chances of being actively disengaged atwork are only 1 in 100

If your manager ignores you, though, you areabout twice as likely to be actively disengagedat work than if your manager focuses on yourweaknesses.

Being overlooked, it seems, is more harmful toemployees’ engagement than having todiscuss their weaknesses with their manager.

The best employees don’t want to be coddled;they want to matter. They want to be part ofsomething greater than themselves, and theywant to know how they contribute to thatsomething. -Gallup

SWUSWU

Studer Principles and PerformanceManagement

“If everyone in the organization doesn’t trulyunderstand the behavior that’s needed to besuccessful, the organization won’t achieve itgoals.”-Studer

Alignment – A mere 7% of employees todayfully understand their company’s businessstrategies and what’s expected of them inorder to help achieve company goals –Harvard Business School Press.

Action – Studer assessments reveal 40 to 60percent of the employees whom mangers sayare not meeting performance expectationsdon’t have the shortcomings documented andare not in any type of performance counseling

Accountability – How well does your currentevaluation system hold people accountable?The majority answer fair – not worldclass

SWUSWU

Why are Evaluations so Critical?Why are Evaluations so Critical?

Performance Management is an essential toolfor high performing organizations; it is one ofthe manager’s most important responsibilities,if not the most

Clarifies job responsibilities and expectations

Enhances individual productivity

Develops employee capabilities to their fullestextent through effective feedback and coaching

Drives behavior to align with the organization’score values, goals and strategy

Provides a basis for making operational humancapital decisions (pay)

Improves communication between employeesand managers

SWUSWU Performance Evaluation BenefitsPerformance Evaluation Benefits

Companies whose performance management facilitatedcommunication of quantitative objectives and linkedthem with pay for performance enjoyed the lowestturnover of all companies-Workforce Intelligence Report

Motivates your employees by giving them clearexpectations

Provides the basis for decisions regarding HML ratingsand Scott & White’s pay for performance plan

Provides legal protection for unemployment claims andwrongful terminations

Increases Staff Engagement and drives CustomerEngagement

SWUSWU Common ErrorsCommon Errors

Being indirect about problem areas

Not being specific enough

Not paying attention to the overall picture

Focusing only on recent history - not the entireevaluation period

Viewing appraisals as interruptions, an obligation torush through annually with minimal effort & disruption

– If you rush through an appraisal, the employee will feelas if they do not matter in the grand scheme of things

SWUSWU Common ErrorsCommon Errors

Rating all subordinates at about the same point on aranking scale, usually in the middle or judging allemployees too leniently or too strictly

Allowing one very good or very bad rating to affect allother ratings of the employee (the "halo effect")

Permitting personal feelings to bias the evaluation

Allowing irrelevant or non job-related factors toinfluence the evaluation (i.e., appearance, socialstanding, excused time off, EAP participation…)

Failing to include unfavorable comments on theevaluation, even when justified

Failing to follow up with action plansfor Low Performers

PROCRASTINATING!!!

SWUSWU

HighHigh--MiddleMiddle--LowLowThose Crucial ConversationsThose Crucial Conversations

High Performer Conversations

– Re-recruit your best performers by givingspecific positive feedback about:

what they do well

their accomplishments

examples of positive attitude

– Share information about where theorganization is going

– Ask if there is anything you can dofor them to make their job better

SWUSWU


Middle Performer Conversations

– Use a support-coach-support technique

– Overall tone of the meeting must be positive

Begin by reassuring these individualsthat you value their contributions

Your goal is to retain them for they are avaluable staff member

Thank them for what they do well

Identify and discuss one specific areafor development

– Something you would like them to improve andinclude this area in your goals for next year

Complete the conversation by reaffirming theirgood qualities and expressing your appreciation

SWUSWU


Low Performer Conversations

– Do not start the meeting out on a positive note

– Use the DESK approach:

DESCRIBE - Describe what has been observed

EVALUATE - Evaluate how you feel

SHOW - Show what needs to be done

KNOW - Ensure that employeesknow the consequences of thecontinued poor performance

SWUSWU



– There can still be positive aspects but if theoverall outcome was below par, do not hide thatfact, initiate that crucial conversation

– Develop an action plan to move the staff memberfrom Low to Medium

– Involve the employee to identify and discuss theissues

– An action plan should detail the problem, thesteps to take to solve the problem, and atimeframe when the plan will be implemented.

SWUSWU


– Clearly show and set expectationsof what needs to change or be donedifferently

– Express consequences of continuing withsame performance and behaviors

– Document and secure employeeunderstanding – receipt of feedback

– If they don’t agree let them provide feedbackon why and have a voice even though it doesnot change your assessment


SWUSWU Key Evaluation TechniquesKey Evaluation Techniques

Know your objectives going into the performanceevaluation

– Review and rate prior year’s performance

– Provide feedback regarding development opportunities

– Set goals and objectives for next year’s performance

Prioritize and focus on a few main points– Do not give a “whitewash” evaluation, being honest and direct

adds value

Practice, practice, practice– An evaluation should not take a long time.

– Performance reviews should be done in a pre-determinedamount of time designated for the evaluation component,setting performance targets and goals

Staff should be told about good/poor performancewhen it happens

– The review should not contain “new” information

Employees should be aware of how their performancewill be assessed before the review (on hire)

SWUSWU Goal Setting PrioritiesGoal Setting Priorities

Goals need to be difficult enough as to be challengingbut “simple” enough to be attainable

Goals should be Specific, Measurable, Attainable,Relevant/Results-oriented & Time sensitive (SMART)

Goals should be both short-term & long-term,covering a variety of objectives, depending on theemployee's current job responsibilities and futureaspirations

Individual strengths and organizational objectivesshould be used to determine future goals

SWUSWU

Employee should take an active part in theformulation of goals and action plans

Communicate to the employee how theirgoals align with organizational objectives

Have an open mind about employee’sfuture goals

New performance goals should berecorded, reviewed regularly and modifiedas needed

Goal Setting PrioritiesGoal Setting Priorities

SWUSWU HLC VerificationHLC Verification

All staff members are required tocomplete all HLC courses by Nov. 1 toreceive a merit increase.

Managers should log into InSite toverify that all employees havecompleted.

– Go to InSite, HR, Education/Training,HLC Completion Report

SWUSWU Online Evaluation ToolsOnline Evaluation Tools

The dates for the Manager Portion of thePerformance Evaluation process will be10/1/2010 to 11/19/2010 (5 pm)

We encourage you to have your staff do aself assessment

Please do not wait until the last week tocomplete your evaluations

We encourage all supervisors tocomplete the evaluation process as soonas possible following 10/1/2010


Access the PeopleSoft website

There are two options for accessing this site:

1) From any computer with internet access type

mybenefits.sw.org in the browser address box

2) Click on InSite from your computer


Select “BUZZ” in the top toolbar


Enter your User ID and Password,then click “Sign In”– Note: This User ID and Password is the same as your

regular Novell log-in information. If you needassistance with your User ID or Password, pleasecontact the Help Desk: 254-724-2501.


Select the Perf/Merit Incentives Tab


•Select the Performance Evaluation Link


Follow the on screen instructions to initiateperformance review for your employees

The date to be used for all performanceevaluations is 10/01/2010– Only those employees who report to you as of

10/01/2010 will be visible


Select the employee you wish to create aperformance evaluation– Note: If any of your direct reports also supervise

employees, you will be able to review or initiate anevaluation for those indirect reports by selecting the“drill down” button located to the right of the manager

Mary Beth Garfield

Kate Myers

Noah Bowman

Victoria Bower


The Performance Evaluation has been designed inorder to provide supervisors a tool with flexibility

The Job Summary is displayed in the beginning of thePerformance Review and is in a bulleted format

Should you find any Job Descriptions that requiremodification, please have the director of yourdepartment contact Compensation after 1/1/2011


A 5-point rating scale is used to rate the overallperformance of each employee

One of the organizations goals by using this tool is toestablish consistency in ratings across theorganization, each point on the scale has been definedand provides guidelines for use


In the Expectations section you will enter up to8 tasks, goals or accomplishments your employeewill be evaluated against

– This may be copied from the job description or majorresponsibilities may be summarized

– This may also be copied from the goals you set during the2009 review

– You will then rate each line

Expectations (Goals) Section represents 60% of theemployee’s score


The next section to be completed is theOrganizational Competencies which represents40% of the employee’s score


Once you have entered the OrganizationalCompetencies, Click SAVE to calculate theemployee’s score

You will be able to make changes to theevaluation after you click SAVE


A sample of the recommended focusof H-M-L conversations is displayedfor your use


The online evaluation tool provides a sectionfor you to establish goals for 2011 with youremployees

The 2011 Goals section is required andassigned weights must equal 100%


Follow the on-screen instructions tocomplete the Performance Evaluation


You will be able to view when youremployee has reviewed and acceptedthe evaluation

SWUSWU

Online Evaluation ToolsOnline Evaluation Tools(Employee)(Employee)

Once the supervisor has completed the PerformanceEvaluation discussion with the employee and clickedEVALUATION CONVERSATION COMPLETE button,the employee will be able to review and accept theirevaluation on-line the next day

A process must run nightly to make this transactionpossible

– For example, If you complete the discussion with youremployee on Tuesday, they will not be able to accesstheir on-line evaluation until Wednesday

SWUSWU

Online Evaluation ToolsOnline Evaluation Tools(Employee)(Employee)

Employees will login to Buzz to access andwill select the Performance Evaluation Link

Employees will have the option to printand provide comments on the evaluation

HR will provide navigation instructionsfor you to share with your employees onOctober 1st

SWUSWU Year End Calendar

Please make sure that your people arein the right title and the right people arereporting to you by 9/24/10

The Online Performance Tool opens10/1/10

Evaluations must be submitted byFriday 11/19/10 at 5 pm to be includedin the Merit Worksheet

Discussions with your staff on theirreview should be completed by12/31/10

The Merit window is 11/29/10 – 12/10/10

SWUSWU Black Out Periods

Transfers, promotions, standard hourchanges, department re-organizationsand/or supervisor changes will not beaccepted or processed during the timeperiod of 11/19/10 to 1/02/11

Terminations, leave of absences,and/or new hires will be accepted andprocessed during this time period

SWUSWU Additional Information

Promotions processed before 11/19/10do not affect merit eligibility for staff

As each milestone approaches we willhave additional communications andtraining opportunities available

Questions can be asked through theCompensation email by going [email protected] or byphone at 4-6363

mailto:[email protected]

SWUSWU Q&AQ&A

Documents

2010 Performance Evaluation Training PowerPoint Objectives Why is Performance Management so critical? Benefits Common Errors H-M-L Conversations Evaluation Techniques Goal Setting