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Hitting the Jackpot with Your Hitting the Jackpot with Your Performance ReviewPerformance Review
SWON Staff Symposium
Objectives
• Discuss Why Evaluations Fail• Behaviors of Effective Supervisors• Common Errors• Roles the Employee Plays• What You Can Do to Prepare and Be
Engaged• Setting Goals• Managing Performance All Year• Assess Performance Issues
Advantages of Evaluations
• Establishes expectations and standards
• Provides written documentation
• Communication tool
• Identifies strengths & weaknesses
• Identifies areas of improvement
• Sets goals for the future
Top 10 Reasons WhyPerformance Evaluations Fail
1. Evaluator does not know what employee has done.
2. Performance high points and low points are discussed in generalities vs. specifics.
3. Evaluator is not skilled in determining current level of performance.
4. Evaluator fails to set specific objectives for the interview.
5. Neither evaluator nor employee is adequately prepared.
6. Self-evaluation is ignored or minimized.
7. Evaluation is only historical rather than historical and developmental.
8. Evaluation interview is one-way communication.
9. Too much emphasis on filling out the form and not enough on problem solving or planning.
10. No mechanism for follow-up prior to next review.
Common Rating ErrorsCommon Rating Errors
• Halo/Horns
• Central Tendency
• Leniency or Strictness
• Past Performance
• Recency Effect
• Potential Error
Halo/horns effect
• Inappropriate generalizations from one aspect of an employee’s performance to all areas of that person’s performance
Central Tendency
• Inclination to rate people in the middle of the scale even when the performance clearly warrants a substantially higher or lower rating
Leniency or Strictness
• Opposite of central tendency
• Rates all employees high or low than their performance actually warrants
Past Performance
• Permitting an employee’s performance (poor or excellent) in a previous rating period to color the supervisor’s judgment about performance in this rating period.
Recent Performance Error
• Tendency for minor events that have happened recently to have more influence on the rating than major events of many months ago.
High Potential Error
• Confusing an individual’s future performance with current performance
INEFFECTIVE
Gives little or no advance notice.
EFFECTIVE
Gives advance notice.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Has not documented evidence.
EFFECTIVE
Presents documentation.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Quotes hearsay.
EFFECTIVE
Sticks to observed behaviors.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Springs surprises.
EFFECTIVE
Discusses evidence available to both supervisor and
employee.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Loses control of interview.
EFFECTIVE
Controls the interview.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Gives general feedback with few
specifics.
EFFECTIVE
Gives specific feedback.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Is relatively uninterested in
employee’s explanation.
EFFECTIVE
Listens to the employee.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Does not ensure that employee
understands problem.
EFFECTIVE
Makes sure employee
understands problem.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Fails to get commitment to
change.
EFFECTIVE
Gets a commitment to change.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Fails to get plan for improvement.
EFFECTIVE
Gets a plan for improvement.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Restricts interview time.
EFFECTIVE
Allows for sufficient time.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Rejects employee’s feelings and
emotions.
EFFECTIVE
Accepts employee’s feelings.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Uses interview to punish employee.
EFFECTIVE
Uses interview time to give employee
constructive feedback.
Ineffective vs. Effective Performance Interview Behaviors
of Supervisors
What To Expect From Your Supervisor
1. Controlled Environment
2. Schedule in Advance
3. Discuss Your Role in the Big Picture
4. No Surprises
5. Direction, Support, and Coaching
6. Have Examples and Documentation on Performance Issues
7. Review and Modify Goals and Objectives Throughout the Year
8. Ensure You Receive a Signed Copy
8 Step Process to Conducting Evaluation Meetings
1. Control the environment
2. State the purpose
3. Ask for employee’s opinion
4. Present your assessment
5. Build on employee’s strengths
6. Get employee’s reaction to your assessment
7. Set specific goals
8. Close the discussion
Your Role in the Process
1. Prepare
2. Relax, Be Attentive and Ready to Discuss
3. Be Open
4. Discuss Your Role in the “Big Picture”
5. Be Honest
Your Role in the Process
6.React to Criticism Calmly and Objectively
7.Discuss Goals for Improvement
8. Ask for Help or Training if Needed
9. Take Pride in Your Accomplishments
10. Plan for the Future
Self-Assessment
• Tool on page 7 and 8
• Diagnosing Performance Issues (handout)– Perception– Resources– Training– Aptitude– Expectation– Incentives– Salience
Goal - Setting
• What is a goal?– A goal is a specific and measurable
accomplishment to be achieved within time and cost constraints.
• SMART Goals– Specific– Measurable– Action-oriented– Realistic– Time and resource constrained
Goal-Setting Process and Motivation
Motivation Performance Outcomes Satisfaction
Six Elements of Integrating Goals and Motivation
Managing Performance All Year
1. Communication2. Tracking3. Self-Assessment4. Performance Discussions5. Recognizing Need to Change Goals and/or
Priorities
You Be the Evaluator
QUESTIONS?
