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Performance Appraisals
2018
Kristen L. TaylorDirector of Employee [email protected]
Pam HartwellSr. Employee Relations [email protected]
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Agenda
• Performance Management Philosophy• Performance Appraisal Process• Goal Setting• Forms• New for 2019• Q & A
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Who?
• All Staff Members in Regular Positions
• Hired Prior to January 1, 2019
• Long-term, Temporary Staff encouraged
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Why Conduct Appraisals
• University-wide measurement of employees’ performance
• Provides feedback and coaching• Links appraisal and reward for merit-based
pay considerations• Provides documentation • Supports employees’ career plans
discussion
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When?
• Performance appraisals due in HR no later than 5:00 pm Thursday, January 31, 2019
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Preparing for the Appraisal
Supervisor Employee
Provide year-round, constructive feedback Maintain or adjust performance/behavior based on feedback
Review job description (independently)
Provide at least five business days to submit NEW self-appraisal, job description edits andproposed goals for new year
Submit NEW self-appraisal, proposed newgoals and job description updates by deadline
Evaluate performance of essential duties & accomplishment of goals objectively (independently)
Review documentation (independently)
Complete the appraisal and assessing performance towards goals/job description and include any written counseling
Prepare for meeting by reviewing self-appraisal and prioritizing questions and comments for discussion.
Schedule meeting in advance
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Rating Pitfalls
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Leniency – using a less stringent set of standards Halo Effect – overall positive rating based on a single
performance objective Horns Effect – overall negative rating based on a single
performance objective Central Tendency – tendency to avoid high or low extremes Impressions – tendency to rate on gut feelings/impressions
rather than concrete, observable examples Recency Effect – tendency to rate entire review period on
their most recent performance
Considering Legal Aspects
Do not consider nor comment on employee's –age, race, color, religion, sex, sexual orientation, gender, gender identity, gender expression, national origin, ethnic origin, disability, genetic information, covered veteran status or any other basis protected by law.
Do not hold Family Medical Leave Act (FMLA)-covered leave against an employee.
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Considering Legal Aspects
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Assess the following prior to issuance:Are ratings/narrative objective? Are ratings/narrative based solely on skills and abilities? Is the appraisal comprehensive over the full year and thorough? Does the employee know what is expected of them?Did you communicate with the employee about their performance
throughout the calendar year?Was equal time and attention spent on each employee’s performance? Is the appraisal free from personal opinions and non-essential
comments? Do specific examples on the appraisal demonstrate the employee’s
strengths and/or weaknesses?
Rephrasing Comments
Problematic Phrases Rephrased
Pat doesn’t seem interested in learning the new system. She will need to master the material within the next two months or consider retirement.Issue: Age Discrimination
Pat needs to master the new system so that she is proficient and navigation is instinctual.
John needs to find alternative childcare arrangements to minimize unplanned absences.
Issue: Protected Leave
John has been advised of protected leave coverage. Continued unplanned absences, not covered by protected leave, should be minimal.
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Conducting the Appraisal
• Conduct appraisal privately • Allow for two-way discussion
o Review job description o Review employee’s self-appraisal, job description &
career planso Actively listen o Discuss 2018 performanceo Finalize 2019 goals
• Ask employee to sign and provide them a copy • Allow employee time to respond with written comments
within a specified timeframe• Submit original to HR by January 31, 2019
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Developing 2019 Goals
Supervisor Employee
Review University’s Strategic Plan and core values
Review previous year’s goals
Submit list of professional development goals to supervisor noting desired training,
skills to acquire/develop further, new tasks/responsibilities, etc.
Review employee’s submitted goals andconfirm the 3-5 annual goals with theemployee. (May need to review with next level of supervision to ensure support of department goals).
Meet regularly – at least quarterly – to discuss progress towards goals.
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SMART Goals
Goal Template
2019 GoalsVIA:
Lead OnTarget
Completion Date
Goal/ObjectiveRationale for
Goal/Expected Outcome(s)
How will success be measured?
Status (updated throughout the year)
Strengthen Academic Profile &
ReputationQ {}
Complete. In progress – (ahead, on target, behind).
Not initiated – (ahead, on target, behind).No longer applicable.
Strengthen Endowment
Q {}Complete.
In progress – (ahead, on target, behind). Not initiated – (ahead, on target, behind).
No longer applicable.
Strengthen TCU Experience &
Campus CultureQ {}
Complete. In progress – (ahead, on target, behind).
Not initiated – (ahead, on target, behind).No longer applicable.
Strengthen Workforce
(Both Employees & Graduates)
Q {}Complete.
In progress – (ahead, on target, behind). Not initiated – (ahead, on target, behind).
No longer applicable.
Scheduled Check-in
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January
April
July
October
Goal Example
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Michael will implement the self-service module.
SMART Goal
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Michael will implement a self-service module to streamline the data entry process, reduce errors by 5% and improve customer experience by 8% by December 15.
SMART Goal
VIA: Lead On• Strengthen TCU Experience & Campus Culture• Strengthen Workforce (both Employees and Graduates)Goal/Objective• Implement a self-service module to streamline data entry
process to reduce errors by 5% and improve customer experience by 8%.
Rationale• To increase team productivity by reducing data entry to focus
on data validationMeasurement• Approved implementation plan by end of Q1 (March 31)• Completion of module implementation by Q4 (December 15)
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Forms Location
Self-Appraisal Form
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• New form for 2018 appraisal period• Highly recommended, but not required• Creates an opportunity for:
– Self-reflection and accountability– Productive dialogue
Non-Exempt Form
• EE: Exceeds Expectations• ME: Meets Expectations• NPD: Needs Performance Development• DNM: Does Not Meet Expectations
Define 2019 goals and training needs.
Provide narrative with examples to support EE, NPD and DNM ratings.
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Exempt Form
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• Performance Strengths and Weaknesses – Consider areas such as job knowledge, quality of performance, working relationship with supervisor, problem solving, creativity, initiative, leadership and supervisory responsibilities.
• Current Goals – Identify progress made on any established for the current appraisal period.
• Future Goals – Identify mutually agreed-upon goals and identify training needs for the next appraisal period.
Questions & Answers
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Annual Performance Review
– Review Period: January-December 2018– Platform for Discussion of Work
• Recognize Accomplishments• Discuss Ways to Grow Performance or Career• Establish SMART Goals for 2019
– Accomplished in Three (3) Stages• Self Appraisal ** New form this year**• Manager Appraisal• Scheduled Performance Review Meeting
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Next Steps
• Contact HR regarding unique circumstances• Submit completed forms (including completed
self-appraisals) via [email protected] or, if necessary, submit originals to HR
**Retain a copy in a secure location (hard copy or e-copy)
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Dates to Remember
• Performance Appraisals Due in HR no later than 5:00 p.m., Thursday, January 31, 2019
• Salary Planning ~ February 4, 2019
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Resources
• TCU’s Vision in Action: Lead On –https://strategicplan.tcu.edu/
• TCU’s Core Values –https://strategicplan.tcu.edu/about/tcu-mission-vision-values/
• Appraisal Forms (Exempt & Non-Exempt) –https://hr.tcu.edu/forms-library/employee-relations-forms/
• Manager Toolbox –https://hr.tcu.edu/employee-services/manager-toolbox/performance-management/
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How?
Communicating for Best Results: B Sessions (COMM18)
October 31November 2November 8November 14November 29December 5Register: my.tcu.edu
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