Performance Appraisal at UOEAP

1

• Performance Appraisal at UOEAP

2
Why do we need a Performance Management Plan?

• Links employee performance to unit objectives
• Communicates performance goals to employees for
  shared understanding
• Recognizes and acknowledges good performance
• Recognizes areas where performance must be
  improved

3
The Basics of Performance Appraisal

• Performance and Development Planning
• Clarify responsibilities and expectations
• Establish objectives for the year
• Interim Coaching
• Formal Performance Appraisal and Development
  Review

4
Preplanning
When 1) Annual Performance Review 2) New hire or
new position 3) Change in organizational
priorities
The Performance Management Cycle
Performance and Development Plan
Planning
Interim Coaching
Merit Determination (if available)
When Ongoing daily, weekly, monthly as needed
Annual Performance Appraisal
Progress Review
Coaching
Appraisal
Employee Self Appraisal
Interim Coaching
When Annually
Informal Feedback on Performance
5
Reviewing Job Duties and Setting Performance
Targets

• Review your employees job description
• Does it accurately describe current duties?
• Are the job duties doable, observable,
  measurable?
• Do they fully represent your expectations?

6
The Task of Performance and Development Planning

• Tie performance to unit goals
• Identify evaluation criteria and expectations
• Identify gaps in knowledge or skills
• Determine specific development activities
• Foster communication

7
Effective Objectives are SMART

• Specific
• Measurable
• Attainable
• Results-oriented
• Time-bound and trackable

8
The Task of Coaching

• Give performance feedback
• Educate and develop
• Counsel
• Sponsor or mentor
• Confront

9
Regularly Reinforce

• What is expected of employees
• How they are doing
• When they are doing a good job
• How they may improve

10
Constructive Praising

• Should be immediate, genuine, and specific
• Praise learners when performance is approximately
  right
• Praise seasoned employees when performance is
  exactly right
• Avoid assigning more work along with praise

11
When you give praises

• Tell the employee what they did right
• Pause to allow the praising to be felt
• Encourage the employee to do more of the same
• Reaffirm that you value the employee and their
  performance

12
Constructive Criticism

• Must be immediate, specific, focused on behavior
• Tell employee what they did wrong and why it is a
  problem
• Solicit input from employee
• Clarify expectations for future behavior and
  ensure employee understanding
• Reaffirm and validate the employee

13
Feedback Should be

• Descriptive rather than evaluative
• Specific rather than general
• Focused upon areas they can change
• Well-timed
• Checked to ensure it is understood
• Owned by the giver
• Based on observed behavior
• Balanced

14
Coaching for Improved Performance

• Review status of objective
• Talk about past performance
• Solicit input
• Discuss ways to change
• Clarify how you can help
• Agree on action plan
• Schedule follow-up and then follow through
• Reaffirm and validate employee

15
Annual Performance Appraisals

• Purpose To measure annual performance against
  objectives established in performance plan
• Steps
• 1) Ask employee to complete feedback form
• 2) Complete appraisal form
• 3) Schedule performance appraisal discussion in
  advance

16
Completing the Appraisal Form

• Consider
• Performance notes kept over course of the year
• Employees feedback
• Feedback from key customers
• Observations of supervisor

17
Writing Performance Appraisals

• 1) Consider performance relative to job
  description and performance objectives
• 2) Focus on job-related performance and
  behaviors, not attitudes
• 3) Information about performance must be
  verifiable and complete (positive and negative)

18
Rating Performance

• Review expectations and documentation
• Consider in light of performance factor
  descriptions
• Select most appropriate rating
• Overall rating should balance ratings for most
  critical functions vs. less critical functions,
  not an average of all functions

19
Common Rating Errors

• The Halo Effect Letting one predominant factor
  color your opinion of other factors
• Recency Rating only on recent performance. Data
  should be representative of the entire rating
  period since last review
• Central Tendency Checking all middle or average
  boxes as an easy way out
• Grouping Attributing poor performance to group
  characteristics such as everyones late

20
Common Rating Errors

• Holding a Grudge Never letting go of a previous
  negative behavior making them pay forever for
  something they did years ago
• Prejudice Based on factors such as race, sex,
  religion, age, disability, etc.
• Favoritism Overlooking the poor performance of
  nice employees
• Sunflower Effect Rating everyone high to make
  yourself look good. Perhaps you are not
  expecting enough.

21
In Discussing Performance the Supervisor will

• Prepare in advance for meeting
• Clarify responsibilities and expectations
• Review performance
• Listen to employees point of view
• Discuss future plans/development
• Close the session on a positive note

22
Preparing Individual Development Plans

• Develop performance plans for each employee
  based upon the areas of past performance that
  need improvement and the areas of future
  development that an employee can strive to
  attain.

23
How to Prepare Individual Development Plans

• Review training and educational records
• Identify educational/training opportunities
• Investigate cross-training possibilities
• Consider job rotation
• Identify sources of assistance
• Follow through on commitments