Performance Appraisal at UOEAP

Why do we need a Performance Management Plan?

Links employee performance to unit objectivesCommunicates performance goals to employees for shared understandingRecognizes and acknowledges good performanceRecognizes areas where performance must be improved

The Basics of Performance Appraisal

Performance and Development Planning

Clarify responsibilities and expectationsEstablish objectives for the year

Interim Coaching Formal Performance Appraisal and Development Review

Preplanning

Performance and Development Plan

InterimCoaching

ProgressReview

Interim Coaching

InformalFeedback on Performance

Employee Self Appraisal

Annual Performance Appraisal

Merit Determination(if available)

The Performance Management

Cycle

The Performance Management

Cycle

When:1) Annual Performance Review2) New hire or new position3) Change in organizational priorities

When: Ongoing; daily, weekly, monthly as needed

When: Annually

Planning

CoachingAppraisal

Reviewing Job Duties and Setting Performance Targets

Review your employee’s job description:

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

The Task of Performance and Development Planning

Tie performance to unit goalsIdentify evaluation criteria and expectationsIdentify “gaps” in knowledge or skillsDetermine specific development activitiesFoster communication

Effective Objectives are SMART

SpecificMeasurableAttainableResults-orientedTime-bound and trackable

The Task of CoachingGive performance feedbackEducate and developCounselSponsor or mentorConfront

Regularly Reinforce:

What is expected of employees How they are doingWhen they are doing a good jobHow they may improve

Constructive PraisingShould be immediate, genuine, and specificPraise learners when performance is approximately rightPraise seasoned employees when performance is exactly rightAvoid assigning more work along with praise

When you give praises:

Tell the employee what they did rightPause to allow the praising to be feltEncourage the employee to do more of the sameReaffirm that you value the employee and their performance

Constructive CriticismMust be immediate, specific, focused on behaviorTell employee what they did wrong and why it is a problemSolicit input from employeeClarify expectations for future behavior and ensure employee understandingReaffirm and validate the employee

Feedback Should be:Descriptive rather than evaluativeSpecific rather than generalFocused upon areas they can changeWell-timedChecked to ensure it is understood“Owned” by the giverBased on observed behaviorBalanced

Coaching for Improved Performance

Review status of objectiveTalk about past performanceSolicit inputDiscuss ways to changeClarify how you can helpAgree on action planSchedule follow-up and then follow throughReaffirm and validate employee

Annual Performance Appraisals

Purpose: To measure annual performance against objectives established in performance planSteps:1) Ask employee to complete feedback

form2) Complete appraisal form3) Schedule performance appraisal

discussion in advance

Completing the Appraisal Form

Consider: Performance notes

kept over course of the year

Employee’s feedback Feedback from key

“customers” Observations of

supervisor

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)

Rating PerformanceReview expectations and documentationConsider in light of performance factor descriptionsSelect most appropriate ratingOverall rating should balance ratings for most critical functions vs. less critical functions, not an average of all functions

Common Rating ErrorsThe Halo Effect: Letting one predominant

factor color your opinion of other factorsRecency: 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 “everyone’s late”

Common Rating ErrorsHolding a Grudge: Never letting go of a previous negative behavior – making them pay forever for something they did years agoPrejudice: Based on factors such as race, sex, religion, age, disability, etc.Favoritism: Overlooking the poor performance of “nice” employeesSunflower Effect: Rating everyone high to make yourself look good. Perhaps you are not expecting enough.

In Discussing Performance the Supervisor will:

Prepare in advance for meetingClarify responsibilities and expectationsReview performanceListen to employee’s point of viewDiscuss future plans/developmentClose the session on a positive note

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.

How to Prepare Individual Development Plans

Review training and educational recordsIdentify educational/training opportunitiesInvestigate cross-training possibilitiesConsider job rotationIdentify sources of assistanceFollow through on commitments