Performance ManagementPerformance Management

Performance Management is Performance Management is one of the most important one of the most important

aspects of a manager’s role.aspects of a manager’s role.

“It’s enabling and encouraging the right people to do the right things at

the right time.”

Performance Management: Performance Management: A four step processA four step process

Step 1: Performance Planning and Communication

Step 2: Coaching/Feedback

Step 3: Performance Review

Step 4: Staff Development

Purpose of the Institute’s Purpose of the Institute’s Performance Evaluation Program.Performance Evaluation Program.

Promote communication Assure employee goals are aligned with

supervisor’s and Institute’s goals. Assess past performance. Assure position description is up to date. Set objectives and goals.

An Overview of the An Overview of the CAI ProcessCAI Process

Supervisor completes evaluation and sends draft to HR.

Supervisor reviews the form with her/his own supervisor for approval and signature.

Supervisor schedules a meeting with staff. Supervisor provides copy of evaluation to staff

prior to meeting.

The first part of the The first part of the Performance Evaluation FormPerformance Evaluation Form1. Supervisors must comment on and rate

how the employee met the responsibilities outlined in the position description.

2. Supervisors of exempt staff must comment on and rate separately the success of the employee in meeting each individual objective.

Ratings for the Position Description Ratings for the Position Description and Objectives Sectionand Objectives Section

Consistently exceedsOften exceedsAchieves expectationsBelow expectations

The actual performance The actual performance evaluation form is divided into evaluation form is divided into

3 main sections3 main sections1. Job Performance2. Job Delivery3. Interpersonal communicationsFeel free to list other performance

indicators from the reference guide.

Performance CharacteristicsPerformance CharacteristicsA Reference GuideA Reference Guide

The performance evaluation form is flexible.

Utilize extra characteristics to fully measure performance for your staff.

This guide is found on the Artranet under Learn/Human Resources.

Performance indicator measurement.Performance indicator measurement.

Consistently Exceeds Expectations: Performance nearly always exceeds the requirements of the position.

Often Exceeds : Frequently exceeds the expectations of the requirements of the position.

Achieves Expectations: Fully achieves the expected .

Below Expectations: Performance is below the accepted standards in this area. Improvement is needed and expected. Requires additional training or coaching in order to consistently meet standards; completed tasks often need follow-up or an excessive amount of supervision is needed.

This last section is on staff This last section is on staff developmentdevelopment

How can the employee enhance performance? Are there skills & abilities they could learn to help

improve what they do? Professional development conversations take

place here. It is important to ask the employee what would

they like to do? What does the employee feel would be helpful for them?

Organizing your thoughts and Organizing your thoughts and materialmaterial

Review the long range plan for this div/dept.

Any strategic initiatives for this area?

Review last year’s performance review. How does it compare? (note improve, decline, or status quo).

Review the individual’s position description. Note any changes you will want to discuss.

Review your weekly or monthly meeting notes.

Where does your dept need to be in the future? (Will they need different skills & abilities to fit into that future model?)

PreparingPreparing for the Evaluation for the Evaluation

Staff completes activity report, drafts objectives and gives to supervisor.

Staff completes supervisor evaluation form and gives to HR.

Supervisor reviews activity report and goals for the full year.

Supervisor and staff person reviews position description (P.D.)

Meeting PreparationMeeting Preparation

No interruptions Private space. Giving uninterrupted time conveys the

importance of the conversation.This is your chance to share the many

positives with staff as well as any areas where there are development opportunities.

Conducting the performance Conducting the performance meetingmeeting

Supervisor’s main responsibility is to listen in this meeting. Review P.D. Note any suggested changes from either

perspective if appropriate. Go through written evaluation with staff and share

expectations. Review goals and note any items from activity reports. Review performance indicators. Set objectives and goals for next period. Staff signs the review. Supervisor sends completed form to HR with any suggested

changes to PD.

CoachingCoaching

Note where an exceptionally good job was done. (Typically it will be repeated if it has been positively reinforced.)

Write a summary or bullet points of the above to cover in the performance meeting.

Be sure to point out items that were important and worked to move the dept. ahead.

Beware: Performance PitfallsBeware: Performance Pitfalls

An employee should not hear something negative for the first time at a performance evaluation.

Be careful of allowing one event (either overly positive or overly negative) to eclipse their performance for the year.

The key to good performance The key to good performance dialogue.dialogue.

This meeting needs to be a two way conversation.

The supervisor’s message needs to be clearly communicated.

The conversation needs to be kept on track.

Objective setting: Be sure it’s Objective setting: Be sure it’s S.M.A.R.T.S.M.A.R.T.

Specific Measurable Achievable Results Oriented Time bound

5 Coaching Steps5 Coaching Steps

1. Both agree on successes and where a problem may exist & what it is.

2. Discuss solutions.3. Agree on plan of action.4. Plan follow-up.5. Positive reinforcement

on action items or schedule more coaching.

TipTip

It is often helpful for the staff person to turn in a self-appraisal. It is especially useful if you feel there may be divergent views on performance.

If you want to explore this tip have your staff person turn in a self-appraisal prior to you scheduling the evaluation meeting.

When Feedback works: Feedback from When Feedback works: Feedback from the employee’s perspective. the employee’s perspective.

((adapted adapted from Tom Coens & Mary Jenkinsfrom Tom Coens & Mary Jenkins) ) The giver of feedback had my best interests at heart and that

I could benefit from it. I was open to listening at the time. The giver knew what she was talking about -I valued her

opinion. The feedback was heartfelt - sincere and I didn’t feel like I

was being judged. Their advice was specific with examples and clear advice. There was information I needed to hear -it showed me a

blind spot.

All forms and the reference guide are available on the artranet. The forms are in both word and PDF formats for your convenience.