performance review training for cmes, inc managers

September 30th 2016Sponsored by HR Dept.

Performance Review

Training for CMES, INC Managers

• Opening Statements

• Importance of Feedback

• 8 Great Guiding Principles for Supervisors

• Supervisor Planning Checklist

• Performance Review Agenda

• Benefits and the “Who, What, When and Where's”

• “Good” and “Bad” Examples

• Helpful Supervisor Examples and Tips

• Importance of Daily Tracking of Performance

• Closing Q&A

Agenda

Performance Review Training for CMES INC managers

is intended for presentation to all Supervisory staff working at CMES INC. It is designed to be a tool to

assist supervisors and employees as they prepare their bi-annual

performance reviews.

Welcome!

Who can remember? Opening Statements

• Improves employee morale, builds employee confidence, and encourages the heart

• Crucial to organization’s ongoing development and growth

• Supervisors need to give effective, constructive feedback regularly, which is what most employees want

• Learning how to give constructive feedback is a learned communication skill and one that can be achieved through thought and planning

Importance of feedback

Feedback

Feedback is a GIFT if given and received constructively!

Feedback is ongoing,

open two-way communication

between two or more people

Feedback

Feedback cont. characteristics

• Specific

• Honest

• Timely

• Helpful

• Ongoing

• Supportive

• Unhelpful• Accusatory• Personal• Judgmental• Subjective

Constructive Destructive

1. Gather information on employees throughout the year

2. Include the “Small Picture” (vs. Big Picture)

3. Offer Constructive Feedback

4. Stop Holding Feedback Hostage

5. Accept Feedback

6. Remember that Employees are Unique

7. Keep Reviews Positive

8. Know Thy Employees

8 Great Guiding Principles for Supervisors

Gather information on employees throughout the year• Keep separate files (manual / electronic)• Direct and Indirect Observations• E-mails• Handwritten notes• Work results

1st Guiding Principle for Supervisors

Focus on:Performance

Behavior

Include the Small Picture (vs. Big Picture)

• Include descriptive examples

2nd Guiding Principle for Supervisors

Angie displayed stupendous communication skills when 7 of 10 customers provided

negative feedback about the recent implementation of online bill payment. Having

listened to each customer patiently, she provided a sound justification for their issue, and promised to resolve those with potential

impact on the new guidelines.

Offer Constructive Feedback• Specific• Honest • Timely• Helpful• Ongoing• Offers Support

3rd Guiding Principle for Supervisors

Stop Holding Feedback Hostage•Set it Free!•Timely feedback•No surprises during annual review

4th Guiding Principle for Supervisors

Accept Feedback•Allow employees to•share their ideas •ask questions

5th Guiding Principle for Supervisors

active

listening

Remember Employees are Unique•Work may be similar but performance is not

6th Guiding Principle for Supervisors

Keep Reviews Positive•Reward for performance•Constructive feedback for development

7th Guiding Principle for Supervisors

Know Thy Employees •Direct observation• Frequent informal conversations• Indirect observations from others• ALWAYS KEEP IT PROFESSIONAL

8th Guiding Principle for Supervisors

• Supports 2-way conversations

• Allows employees to ‘think’ instead of ‘react’• Builds trust and openness

Asking powerful questions to your employees

Supervisor Planning Checklist• Review the employee’s position description

• Review the goals and competencies you and your employee established at the beginning of the year

• Seek input from others who interact frequently with the employee

• Ask the employee for a self-evaluation, provided to you in advance

• Identify variances between your evaluation and the employee’s self-evaluation and be prepared to discuss these differences

• Includes examples of positive incidents and any opportunities for development based on the employee’s work

• Plan for career development opportunities for the employee

• Develop questions that can be used to engage the employee in the review session so it’s a two-way conversation

• Prepare a review meeting agenda to ensure all key points are covered and provide to employee in advance

• Plan for a positive close to the review meeting

Performance Review Agenda

AgendaMeeting start timeMeeting stop time

Meeting locationTopics for Evaluation

Goals/Objectives

Supervisor’s and Employee’s self Evaluation part of the discussion

Career Development Next Steps

•K•I•S•S

In a nutshell…

eep it simple

nformation is gathered throughout the yearurprises…there are none!

upervisor and employee participates – 2 way conversation

• Provide feedback• increase communication

• Improved• morale• behavior• performance

• focus on the person sitting in front of you daily feedback eliminates “UGH!!”

Benefits of Performance Reviews

•Bi-Annually •November •May

When is our evaluation process?

• Private office setting • Private Remote Office Setting • (Office Trailer)

Where are evaluations conducted?

• Reporting Supervisors

Who is responsible for employee performance and evaluations:

•To identify high performing employees •To identify training needs •To identify whether employees are meeting goals for projects and company goals

Why are performance evaluations necessary for a company?

• Attendance • Behavior

• Competencies • Job Description • Team Building • (Not Attitude)

How will they be evaluated?

• Giving mixed messages.

• Waiting too long to give feedback.

• Using the employee’s self appraisal as the final appraisal, without the manager adding any of his or her own comments.

• Holding people to expectations and standards but not sharing those expectations.

• Not clarifying at the beginning of the year what the expectations are and what a good job looks like.

• Writing performance appraisals and documenting performance issues, but giving none of the written or verbal feedback to the employee.

• Evaluations that are filled with personal feeling of the employee, and letting emotions deter the report.

“Bad” or Negative Examples

•Describe the performance problem.•Reinforce performance standards.•Offer your help.• Alternate negative and positive comments.• Emphasize potential.

“Good” or Positive Examples

• During performance reviews, use clear, nonjudgmental language that focuses on results and behavior. Notice the positive and negative aspects of these statements:

• “Your work has been sloppy lately.” (Negative: too vague)• “Your last three reports contained an unacceptable number of statistical errors.” (Positive: cites specifics)

• “You’re obviously not a mathematician.” (Negative: focuses on the person, not on performance)• “I know you’re capable of producing more accurate work.” (Positive: reaffirms confidence in employee’s abilities)

• “Don’t let it happen again.” (Negative: blanket demands)• “How can we prevent errors from creeping into reports?” (Positive: asks for feedback on improving performance)

Performance Review Examples and Tips

• 1. Evaluation of attitude, not performance. Vague statements that attack an employee’s demeanor could be interpreted as some kind of illegal age, race, gender or disability discrimination. Instead, supervisors should use concrete, job-based examples to illustrate any criticism.

Never use the word “attitude” when writing employee reviews. Employment lawyers and courts often see that as a code word for discrimination.

2. Evaluation inflation. Supervisors too often rate mediocre employees as competent; competent employees as above average; and above-average employees as superior. The problem comes when an employee is fired for poor performance, yet his history of reviews tells a different story. The employee then has a supposed proof that the real reason for the firing was something else, maybe something illegal.

To determine if you inflate reviews, ask yourself the following questions: Who are my worst performers? Knowing what I know about them, would I hire them again? Do their reviews reflect their true performance?

Performance Review Examples and Tips

• Writing employee reviews is always a daunting task for supervisors, for many legitimate reasons: Judging others’ work often appears exceptionally perception-driven (vs. fact-driven), and providing honest feedback is potentially confrontational. Plus, if you overinflate grades, you create a record that may not withstand legal scrutiny if you later want to terminate or discipline the employee.

Performance Review Examples and Tips

•Our brains are not file cabinets. •Employee Performance changes daily. •Goals and projects can change from time to time. •Keep a separate file in a folder to store employee logs.

Importance of Daily Tracking Performance

Examples of Daily Employee Tracking Sheet

CMES Process of Evaluation

Review a Copy of Evaluation and 2016/2017 Calendar Form • One moment please…

• Each employee must have a planned private meeting/session to go over evaluation and must sign it. • Every employee must have a evaluation.• Every employee must sign off on corrective action forms.

Remember!

Closing Q&A

Thank you!