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

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