Performance Management:

Focus on Performance
Appraisals

facilitated by:

Aaron Greenberg and

Maureen Simunek-Appelt
Office of Human Resources

Nova Southeastern University

 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, what
went wrong?
Performance Management
An iterative process of goal-setting, communication,
observation and evaluation to support, retain and develop
exceptional employees for organizational success.

Set Goals Communicate

Evaluate Observe
 Why Manage
Performance?

 To reach organizational mission and goals

 Encourage and reward behaviors aligned with

organizational mission and goals

 Curb or redirect non-productive activities

 What do Employees Expect?
 Clear expectations
 Positive/constructive feedback
on a regular basis
 Involvement in goal setting
 Be treated fairly and consistently
 Sharing of information and
resources
 Job/career enrichment
opportunities
Planning for the Process

 Review employee’s job

description
 Understand the
performance
measurement 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 fully achieve
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 the

position.
 Competently perform most aspects of the job
function, responsibility or goal.
 May require improvement in one or two areas
of consistent weakness.
 Employee requires coaching in a weak area or
may need additional resources or training to
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 and the
unit.
 A performance improvement plan must be submitted
to OHR.
 Scheduling the Meeting

 Notice
 Location
 Self-evaluation
 Appropriate form
 Comments
 Supervisory approval
 Filling out the Form
 Review notes
 Behaviors vs. value
judgments
 Align categories on form
with employee’s job
responsibilities
 Optional categories
 Set goals
 Setting Effective Goals
 Quick Tips
 S.M.A.R.T. Goals
 Specific
 Measurable
 Achievable/Agreed Upon
 Relevant
 Time-bound Set Goals Communicate

 Aligned
 Adjustable Evaluate Observe
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 employee background
 Rewrite Performance Appraisal
using tools reviewed today
 Make sure to fill out the form
completely including the Goals
section
Common
Performance
Appraisal
Challenges
Conducting the Meeting
 Review rating system
 Discuss employee’s self review
 Let employee talk
 Be aware of all three parts of
the messages you send:
 Words
 Tone
 Body Language

 Stay focused on performance

Dates to Remember
 Appraisals due to your
HR contact before May 1,
2009
 Review form with HR
contact before meeting
with employee
 No reclassifications
between April 1 and
July 31, 2009