Performance Appraisal Training

Presented by: DREXEL UNIVERSITYS Human Resources Department

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Todays Agenda

Managements role in the performance appraisal process Performance Appraisal Form FAQs
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First Agenda Item

Managements role in the performance appraisal process. This section covers: The performance appraisal as an important management tool for the organization, supervisor and employee The supervisors planning checklist How to complete a performance appraisal form Standards for documenting performance Guidelines for setting goals and coaching employees Responding to employee reactions
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An Important Management Tool For The Organization

Communicates organization & department

goals
Builds stronger working relationships Improves productivity Supports HR decisions: promotions, raises, etc. Assures HR decisions are based on objective criteria Identifies poor/marginal performers
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An Important Management Tool For The Supervisor

Demonstrates your management skill

Improves rapport and builds morale

Identifies the employees general training needs Improves the employees productivity
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An Important Management Tool For The Employee

Recognizes the employees accomplishments Helps the employee to set goals and improve performance Employees have a chance to communicate their career goals & ask about opportunities for career development Employees become aware of needed improvement Assures them that appraisals are fair
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Planning Checklist for the Appraisal Meeting

Notify employee of date, time and place for the self-appraisal Give the employee a blank appraisal form Notify employee of date, time and place for the formal appraisal meeting Assemble and review employees:
Job description Past appraisals Performance goals Your critical incident logs
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Prepare The Performance Appraisal Form

When you complete the employees appraisal form, Make sure that you follow the format Be detailed and use specific examples Be sure the appraisal is
Job-related and objective Goal-related and based on performance/behavior Free of personal likes/dislikes and stereotypes Not overly strict or lenient Not overly weighted by a single or recent incident
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Appraisal Documentation For An Employee Must Be:

Consistent: use same standards for people in the same job Personalized: use each employees progress toward individual goals Measurable: use numbers to document accomplishments wherever possible

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Appraisal Documentation Must Be:

Continued

Results oriented:

Track results, such as number of jobs completed

Effort oriented:

Track dependability, attendance, or ability to follow instructions

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Appraisal Documentation Must Be:

Continued

Accurate:

Be specific & correct about incidents, dates, etc. Focus on events during appraisal period

Timely:

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Use The SMARRT Criteria For Setting Goals:

Specific: so the employee knows exactly what is expected so the employee knows when the goal is achieved accomplished with effort and/or skill doable within reason focus on end-result identify deadlines

Measurable:
Achievable: Realistic: Results oriented: Time bound:

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Positive Motivation & Feedback

Performance Appraisal process is an excellent coaching opportunity Emphasize the positive, when possible, before noting areas for improvement Coaching discussions should be: * Frequent * Immediate to the behavior * Specific about accomplishments & desired improvements * Invite employee discussion
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Motivation & Feedback Through Coaching-Example #1

General Coaching
Thanks for keeping track of my mail while I was away. It made returning from vacation easier. Its important to me to know that I can always depend on you to do what you say you will and do it right.
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Motivation & Feedback Through Coaching-Example #2

Average Performer You do an excellent job greeting students who come to our department. Your ability to engage them in conversation using open ended questions helps you understand what they need so you can direct them to the right person on the first try. This shows respect for students time and helps us to better meet their needs. Do you have any thoughts about how we could encourage even more people in the department to interact with students as effectively as you do?
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Motivation & Feedback Through Coaching-Example #3

Marginal Performer
The error in reporting year-to-date applications occurred again this morning, as you know. I thought we reviewed the data entry process and sorting criteria carefully before you ran the report. What did we miss? What do you think we should do to prevent another error?

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Motivation & Feedback Through Coaching-Example #4

Needs Improvement You consistently meet deadlines in producing all requested documents. However, the quality of your work does not consistently meet the departments standard. For example, your last 3 quarterly reports had basic formatting errors and several typos. Do you have any thoughts about why thats happening and how we can bring you to the level we need to meet our department standards?
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Responding to Reactions The Angry Employee

Let him/her blow off steam but dont respond in kind Listen & ask open-ended questions to find true nature of resistance State your point-of-view calmly

Dont try to reach agreement if employee stays angry. Set a 2nd meeting.
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Responding to Reactions The Employee Who Wants Too Much

Explain that promotions reward performance over time, perhaps years Make no promises to the employee

Dont let the employee infer any commitments Provide realistic picture of future prospects
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Second Agenda Item

Performance Appraisal Form

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Performance Appraisal Forms

To view the DUCOM appraisal form and its instructions: http://www.drexel.edu/admin/hr_hs/
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To view the Drexel appraisal form and its instructions: http://www.drexel.edu/hr/

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Third Agenda Item

Frequently
Asked Questions (FAQ)

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Q. What is the purpose of performance appraisals?

A. Performance appraisals permit you and your employee to review the employees accomplishments of the year. Performance appraisal sets the foundation of the goals and objectives for your employee for the upcoming year.
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Q. How should I use the selfevaluation process?

A. After your employee completes his/her performance evaluation, review it with him/her, come to an agreement on the self-assessment and , if appropriate, incorporate the employees comments along with your own. The evaluation should not be 100% the employees selfappraisal.

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Q. Is there a special formula to use to reach the overall rating?

A. No, there is not. Supervisors/managers must look objectively at the employees competencies and responsibilities and ask yourself, On the whole, how did this employee do?.

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Q. Who do I contact if I have further questions about performance appraisals?

A. Please e-mail your question(s) to Christine Kowalski, in the Human Resources Department, at ck55@drexel.edu .

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