Augustana Performance Management

ProcessManagers & Supervisors

2013

Our Time Today…

• Overview of the new feedback tool & process

• Ways to use the tool to improve performance

• Preview topics in staff training• Review of legal issues/concerns• Practice with the annual evaluation

tool• Discussion of sticky situations• Timeline for next activities

September & October

Goal Setting by all employees

December/January

Optional Informal Quarterly Check-In

March 15- May 15Complete Appraisal

SummerOptional Quarterly Check-

in•Encouraged for 12 month

employees

On-going discussions,

coaching feedback &

goal revision

•Performance Management Timeline

Appraisal data used for merit component of

wage/salary adjustments.

Optional Employee Self-Appraisal

Augustana Process

Database for Form Completion

1. Login for assigned employees• Check in next 48 hours – email HR if the

list is not correct.

2. Encourage employee to complete self-appraisal (print or e-version available)

3. Complete form for each employee.4. Once complete, HR is notified via e-

mail, will review and return with any comments or suggested changes.

5. Print out final form, meet, sign and return paper copy to HR for filing.

Employee Meetings.

• Notifications and meeting options via e-mail in next few days.

• Offered to all non-supervisory staff• Overview of the entire process• Understanding of the end goals and

consistency.• Overview of the new tool• Best practices for the self-evaluation• Q&A

Tips for Self-Evaluation Success

• Performance Journal• File folder, spreadsheet, word document where you

collect good, bad, unusual issues during the year. Work samples, written feedback, goal documents, can all be housed here.

• Be realistic – the goal is to create discussion on areas for improvement

• Avoid temptation toward over-rating• Specific examples & comments are most helpful• Be ready to discuss how your manager/supervisor

might be able to help with your improvement• Check your assumptions• Strive for 2-way communication – balance

listening with speaking

With your group…

•Discuss how you would handle each of the following self-appraisal situations in your handouts.

Self-Appraisal Sticky Situations

• Employee refuses to complete a self appraisal.

• Overstating his/her accomplishments.

• Asks for unrealistic training/development.

• Comments on the performance of others.

“I’d rather wait and see what you think of my performance.”

“Created improved student satisfaction without increasing department budget. Increased workload by 50%.”

Would like to attend National Conference as well as computer training offered out of town.

Put in significantly more overtime than others in the department. Display a much better attitude than my peers.

Appraisals are Legal Documents!

All evaluation documents are legal documents. Staying fact focused is essential.

Promises or perceived promises can be considered an enforceable contract.

Our Goal – a fair & accurate representation of performance for the review period.

Will be reviewed before any employment action can be taken, either positive or negative.

Be prepared to defend your ratings – specific examples are the best defense!

Documents can not be altered or removed from the system. It’s imperative that attention is paid to the words that are used. Context or intention does not matter.

Performance Related Legal Issues

• At-will issues: verbal promises are enforceable!

• Vicarious Liability• Disparate Treatment• Disparate Impact• Wrongful Termination• Negligent Retention

Key Pieces of evidence – performance documentation!

10 Deadly Sins of Performance Appraisals

1. Not Done on Time2. Relying on your

memory 3. Rating everyone

about the same 4. No specific examples5. Spelling Errors/ Poor

Attention to Detail6. Not using the full

scale

7.Discussion of non-job related behaviors

8. Words that don’t match the rating

9. Action Items that don’t motivate

10. Comparing employees to one another instead of the expectations

Mortal Sin of Performance ManagementFeeling responsible for

employee performance

Your Role• Create Clear Expectations• Employee Chooses Behavior• Employee Chooses

Consequence – good or bad• You summarize employee’s

behavior choices• Provide feedback formally &

informally on employee’s chosen performance.

Performance Categories

•Reliability•Job Knowledge•Professionalism•Quantity & Quality of Work

•Workplace Relationships•Personal Leadership•Supervisory Skills

•Consistent expectations of all managers & employees regardless of position, length of service, management status or department. Behavioral statements provided on the appraisal documents.

Annual Evaluation

• Part 1: Augustana Expectations• Reliability• Job Knowledge• Professionalism• Quantity & Quality of Work• Workplace Relationships• Personal Leadership• Supervisory Skills (if applicable)

• Part 2: Goal Setting & Achievement• Part 3: Overall Rating• Part 4: Additional Comments• Part 5: Signatures

Electronic Form

Unlimited capacity for adding comments & examples

Adding Comments & Examples

• Possibly the MOST important words on the page!• Specific instances of behavior that support the

competency rating you have chosen.• Vague or general comments lack impact &

diminish credibility

Do

1. Use specific examples of good or bad behavior. Use the personal journal or notes to house examples

2. Provide praise for those behaviors you want the employee to repeat.

3. Support lower ratings with examples of shortfalls.

4. Be honest & direct

Don’t

1. Mention employee’s personal concerns, health issues, etc.

2. Make assumptions about the past or predictions about the future.

3. Skim over serious issues.

4. Undo the rating with your comments. Words and ratings should match.

Powerful Comments

Good•Work volume & accuracy still needs to improve

Better•You achieved 85% of the goal for work volume & accuracy. During the next 90 days this needs to become a consistent practice. Please keep a work log of each week’s efforts. Schedule a time with me in 90 days to review the results of the log.

Powerful Comments

Good•Need to improve interaction with your co-workers.

Better•As previously discussed, you must find a way to balance your personal work activities with those of the team. Additional examples of abrasive behavior and angry outbursts to co-workers is unacceptable.

Powerful Comments

Good•I appreciate your hard work and dedication.

Better•You continue to be a role model of professionalism for our team. One example is when you helped Jayne with a difficult student. You did a great job diffusing the situation and showed Jayne how to handle these types of issues in the future. I appreciate your willingness to help without being asked & these types of efforts continue to build all of our skills. Thanks!

Portfolio Exercise

Working in your new group, use the materials in your portfolio to complete an Annual Evaluation for Paul Performer.

Your group will have to reach consensus on the most appropriate rating based on the materials provided. It’s up to you to decide how much weight to give any of the items.

You’ll have about 30 minutes to complete your evaluation, adding useful comments and examples. Be prepared to share & defend your ratings with the large group.

Portfolio Lessons Learned

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Holding the Appraisal Meeting

•Schedule more than enough time – employees don’t want to be rushed.•Should be held in a private area where you will not be overheard.•Turn off phones – interruptions should only happen in a true emergency.•Consider an overview first – and then discuss the details.•Send in advance?

•No need to read the appraisal – discuss highlights.•Make sure it is a two-way discussion, not a lecture or presentation.•7-11 x rule of communication.•Make changes as necessary and agreed upon.•Ensure employee signs & the opportunity to add comments

Coaching or Discipline?

• Can’t do vs. Won’t Do• Situational• Severity of the problem• Length of employment• Return on investment of time• Desire for retention• Employee’s motivation • Tried coaching and no improvement and/or didn’t

follow through.• May depend on employee style• May depend on desire to keep the employee

Either tool is available at your discretionAlways document performance discussions at least

informally.

Questions, Questions, Questions

Next Steps…

• Use the worksheet on the next page to create your action plan• Share the new tools with your employees• Begin assembling documentation for this

year and system for documenting good, bad & unusual situations to prepare for next year.

• Self-evaluations• Prepare for your own self-evaluation• Remind employees about self-evaluations.

• Create timeline to complete all appraisals by May 15, 2013.

• Remember to build in time for HR Review.

• Consider strategies for creating frequent discussions with direct reports