Preparing for Your Performance Appraisal Discussion A Briefing for Employees Office of Human Capital Management Professional Development Center Lynda Jones and Sara Walser Career Coaches 301-286-5794

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Preparing for Your Performance Appraisal
DiscussionA Briefing for EmployeesOffice of
Human Capital ManagementProfessional Development
CenterLynda Jones and Sara WalserCareer
Coaches301-286-5794
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Workshop Objectives

• Employees will learn
• preparation techniques to ensure the performance
  appraisal discussion is productive, positive, and
  motivating.
• to document, articulate and communicate their
  performance, accomplishments, developmental goals
  and improvement needed.

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Understanding the Supervisors Role in Your
Performance Appraisal

• Supervisors should
• consider input from all relevant sources,
  including the employee.
• communicate, provide encouragement, provide
  constructive feedback and show appreciation.
• discuss training and development
  needs/requirements discuss IDP.
• assess performance against performance standards
  and indicators in performance plan.
• justify the summary performance rating with
  outcomes and results linked to performance plan
  goals and objectives.

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Preparing for the Discussion

• Review and be familiar with your performance
  plan.
• Review your achievements/accomplishments
  considering
• challenging assignments, deadlines met, special
  projects assigned and completed, problems solved
  using cost, time and other efficiency measures
• promotion, awards or commendations from
  customers/clients
• general feedback from customers
• your expertise in your field as recognized by
  GSFC, NASA, or national and/or international peer
  communities
• Document and submit to your supervisor
• work outcomes and results for goals/objectives
  outlined in each performance element and
• an honest evaluation of yourself

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Documenting Your Work Outcomes and Results

• Include accomplishments that clearly demonstrate
  outcomes and results for as many of the
  performance indicators with one or more examples.
• Clearly state whether your contribution for an
  activity has been completed or if it is still
  under development. If still under development,
  identify major milestones completed and the
  impact to the overall outcome.
• Utilize the Challenge-Action-Result (CAR) method
  to draft your self-evaluation.

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Documenting Your Work Outcomes and Results
(Contd))

• Challenge State the challenge, problem, need,
  opportunity or goal you met.
• Action Describe the specific actions you took to
  address the challenge.
• Result Give specific examples of the outcomes
  and results of your action (quantify when
  possible).

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Sample Element Narrative Statements

• Element Implement Mentoring Program
• Created and implemented a new agency-wide
  mentoring program with 80 participation.
• Provided training and mentoring to first year
  students through superior planning.
• Element Initiate Volunteer Program
• Expanded agencys service and maximized staff
  effectiveness by researching and recommending a
  new volunteer program with a full-time volunteer
  coordinator.

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Important Self-Evaluation Messages to Relay
During Your Appraisal Discussion
Accomplishments Areas for Development
1. 1.
2. 2.
3. 3.
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Articulating Accomplishments Areas for
Development

• Choose one accomplishment and one area for
  development from your earlier list.
• Write down a statement for each that you can use
  during your appraisal session.
• 1.
• 2.

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During the Discussion

• Convey your accomplishments and developmental
  goals.
• Be specific and give examples that show outcomes
  and results for each of your performance
  elements.
• Ensure supervisors awareness of significant work
  performed not captured in goals/objectives
  covered by the performance elements.
• Highlight awards, promotion, or commendations
  received.

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During the Discussion (Contd)

• Identify areas of needed development
• Discuss training needs, requirements, and
  desiresdiscuss goals in IDP/plan IDP discussion.
• Identify changes you would like to include in the
  performance plan for the next appraisal period.
• Consider what resources or policy changes would
  make your work challenges more manageable.
• Keep a record of the performance appraisal
  discussion with your supervisor
• Document feedback received and feedback given to
  your supervisor.

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After the Discussion

• Acknowledge that the discussion occurred by
  signing the appraisal.
• Signing the appraisal does not imply agreement or
  disagreement with the rating received.

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How to Enhance Appraisal Discussion
Communications

• Actively listen
• Speak from the I perspective
• Be assertive, not aggressive
• Effectively articulate your accomplishments and
  developmental goals
• Stay positive
• Ask clarifying questions on feedback given

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Dealing With Critical Communication Styles

• Some people have a naturally critical
  communication style, often quick to find faults
  and slow to give praise. If you are motivated by
  praise, the discussion will be strained if your
  supervisor has a critical communication style.
• Recognize his/her personality style
• Anticipate a learning experience
• Acknowledge criticisms but dont get defensive
• Approach potential problem areas with a positive
  attitude.
• I am disappointed to see that I received a
  low rating on writing, I have always felt I was a
  strong writer and I was not aware that you were
  not happy with my writing skills. Can you help
  me to improve by being more specific?
• Ascertain how you can improve these areas (i.e.
  training, mentoring, career coaching, reading,
  practicing, professional associations)
• Ask for positive feedback
• Remind your manager of the accomplishments you
  have
• achieved

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Request for Reconsideration

• If you are dissatisfied with the appraisal rating
  or narrative you may request reconsideration.
• SEE HANDOUT FOR THE RECONSIDERATION AND
  GRIEVANCE PROCESS STEPS FOR BARGAINING UNIT AND
  NON-BARGAINING UNIT EMPLOYEES.

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Lessons Learned

• Three things I can do to have a successful
  performance appraisal discussion.
• 1.
• 2.
• 3.

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Contacts

• General Performance Management
• Cheryl Rosanova, Program Manager
• Performance Management Programs
• [phone]
• Recognition
• Awards Officer
• [phone]
• Handling Poor Performance
• Tina LaFountain
• Employee Relations Officer
• [phone]
• Individual Development Plans
• Lynda Jones and Sara Walser
• Career Coaches
• [phone]