performance management (tqm)

8/2/2019 Performance Management (TQM)

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Nova Southeastern University

facilitated by:

Aaron Greenberg and

Maureen Simunek-AppeltOffice of Human Resources

Performance Management:

Focus on Performance

Appraisals



Course Objectives

After completing this workshop, the learner will be able to:

Understand NSU’s performance

rating scale

Fill out a Performance Appraisal

Form

Conduct meaningful performance

appraisal discussions Be prepared for some common

challenges of the appraisal process

Set effective goals with employees



Your Experience

Think about your

last review:

What thoughts come to

mind?

What went right, whatwent wrong?



An iterative process of goal-setting, communication,

observation and evaluation to support, retain and develop

exceptional employees for organizational success.

Performance Management

Communicate

Observevaluate

Set Goals



Why Manage

Performance?

Curb or redirect non-productive activities

Encourage and reward behaviors aligned with

organizational mission and goals

To reach organizational mission and goals



Planning for the Process

Review employee’s job description

Understand theperformancemeasurement system

Review notes from

the year Understand employee

expectations



Types of Appraisal Forms

Exempt

Exempt Managerial

Non-Exempt

Senior Administrator

Forms are available online at:

http://www.nova.edu/cwis/hrd/ohrforms.html





Rating Scale

4 - Excellent (Exceeds Standards)

3 - Good (Fully Meets Standards)

2 – Acceptable (Usually Meets Standards)

1 – Unsatisfactory (Fails to Meet Standards)



Excellent (Exceeds Standards)

Clearly considered to be exceptional performers.

Consistently exceed the communicated

expectations of the job function, responsibility or

goal. Demonstrate unique understanding of work

beyond assigned area of responsibility.

Identify needs and provide unique, innovative and

workable solutions to problems.

Achievements and abilities are obvious to

subordinates, peers, managers and customers.



Good (Fully Meets Standards)

These employees are “on track” and fullyachieve expectations.

Independently and competently perform all

aspects of the job function, responsibility, or

goal.

Performance consistently meets the

requirements, standards, or objectives of the

job. Occasionally exceeds requirements.

Recognizes, participates in, and adjusts to

changing situations and work assignments.



Acceptable

(Usually Meets Standards)

Generally meet expectations required for theposition.

Competently perform most aspects of the jobfunction, responsibility or goal.

May require improvement in one or twoareas of consistent weakness.

Employee requires coaching in a weak areaor may need additional resources or trainingto meet expectations.



Unsatisfactory

(Fails to Meet Standards) Employees with this rating fail to satisfactorily

perform most aspects of the position (or function).

Performance levels are below established

requirements for the job. Employee requires close guidance and direction in

order to perform routine job duties.

Performance may impede the work of others andthe unit.

A performance improvement plan must besubmitted to OHR.



Scheduling the Meeting

Notice

Location

Self-evaluation

Appropriate form

Comments

Supervisory approval



Filling out the Form

Review notes

Behaviors vs. valuejudgments

Align categories on formwith employee’s jobresponsibilities

Optional categories

Set goals



Common Mistakes

Labeling

Recency

Central Tendency Leniency

Horns/Halo Effect

Constancy

Similarity



Performance Appraisal Practice

Review Performance Appraisal for items that are: Under-rated

Over-rated

Poorly stated

Refer to employeebackground

Rewrite Performance Appraisal using tools

reviewed today

Make sure to fill out the formcompletely including theGoals section



Common

Performance

Appraisal

Challenges



Dates to Remember

Appraisals due to your

HR contact before May

1, 2009

Review form with HRcontact before meeting

with employee

No reclassifications

between April 1 and

July 31, 2009

performance management (tqm)

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