Performance Appraisals

Transcription

1 Performance Appraisals 2018 Kristen L. Taylor Director of Employee Relations Pam Hartwell Sr. Employee Relations Consultant

2 Agenda Performance Management Philosophy Performance Appraisal Process Goal Setting Forms New for 2019 Q & A 2

3 3

4 Who? All Staff Members in Regular Positions Hired Prior to January 1, 2019 Long-term, Temporary Staff encouraged 4

5 Why Conduct Appraisals University-wide measurement of employees performance Provides feedback and coaching Links appraisal and reward for merit-based pay considerations Provides documentation Supports employees career plans discussion 5

6 When? Performance appraisals due in HR no later than 5:00 pm Thursday, January 31,

7 Preparing for the Appraisal Supervisor Employee Provide year-round, constructive feedback Provide at least five business days to submit NEW self-appraisal, job description edits and proposed goals for new year Review job description (independently) Maintain or adjust performance/behavior based on feedback Submit NEW self-appraisal, proposed new goals and job description updates by deadline Evaluate performance of essential duties & accomplishment of goals objectively (independently) Review documentation (independently) Complete the appraisal and assessing performance towards goals/job description and include any written counseling Schedule meeting in advance Prepare for meeting by reviewing selfappraisal and prioritizing questions and comments for discussion. 7

8 Rating Pitfalls Leniency using a less stringent set of standards Halo Effect overall positive rating based on a single performance objective Horns Effect overall negative rating based on a single performance objective Central Tendency tendency to avoid high or low extremes Impressions tendency to rate on gut feelings/impressions rather than concrete, observable examples Recency Effect tendency to rate entire review period on their most recent performance 8

9 Considering Legal Aspects Do not consider nor comment on employee's age, race, color, religion, sex, sexual orientation, gender, gender identity, gender expression, national origin, ethnic origin, disability, genetic information, covered veteran status or any other basis protected by law. Do not hold Family Medical Leave Act (FMLA)- covered leave against an employee. 9

10 Considering Legal Aspects Assess the following prior to issuance: Are ratings/narrative objective? Are ratings/narrative based solely on skills and abilities? Is the appraisal comprehensive over the full year and thorough? Does the employee know what is expected of them? Did you communicate with the employee about their performance throughout the calendar year? Was equal time and attention spent on each employee s performance? Is the appraisal free from personal opinions and non-essential comments? Do specific examples on the appraisal demonstrate the employee s strengths and/or weaknesses? 10

11 Rephrasing Comments Problematic Phrases Pat doesn t seem interested in learning the new system. She will need to master the material within the next two months or consider retirement. Issue: Age Discrimination John needs to find alternative childcare arrangements to minimize unplanned absences. Issue: Protected Leave Rephrased Pat needs to master the new system so that she is proficient and navigation is instinctual. John has been advised of protected leave coverage. Continued unplanned absences, not covered by protected leave, should be minimal. 11

12 Conducting the Appraisal Conduct appraisal privately Allow for two-way discussion o Review job description o Review employee s self-appraisal, job description & career plans o Actively listen o Discuss 2018 performance o Finalize 2019 goals Ask employee to sign and provide them a copy Allow employee time to respond with written comments within a specified timeframe Submit original to HR by January 31,

13 Developing 2019 Goals Supervisor Employee Review employee s submitted goals and confirm the 3-5 annual goals with the employee. (May need to review with next level of supervision to ensure support of department goals). Review University s Strategic Plan and core values Review previous year s goals Submit list of professional development goals to supervisor noting desired training, skills to acquire/develop further, new tasks/responsibilities, etc. Meet regularly at least quarterly to discuss progress towards goals. 13

14 SMART Goals

15 Goal Template 2019 Goals VIA: Lead On Target Completion Date Goal/Objective Rationale for Goal/Expected Outcome(s) How will success be measured? Status (updated throughout the year) Strengthen Academic Profile & Reputation Q {} Complete. In progress (ahead, on target, behind). Not initiated (ahead, on target, behind). No longer applicable. Strengthen Endowment Q {} Complete. In progress (ahead, on target, behind). Not initiated (ahead, on target, behind). No longer applicable. Strengthen TCU Experience & Campus Culture Q {} Complete. In progress (ahead, on target, behind). Not initiated (ahead, on target, behind). No longer applicable. Strengthen Workforce (Both Employees & Graduates) Q {} Complete. In progress (ahead, on target, behind). Not initiated (ahead, on target, behind). No longer applicable.

16 Scheduled Check-in January October April July 16

17 Goal Example Michael will implement the self-service module. 17

18 SMART Goal Michael will implement a self-service module to streamline the data entry process, reduce errors by 5% and improve customer experience by 8% by December

19 SMART Goal VIA: Lead On Strengthen TCU Experience & Campus Culture Strengthen Workforce (both Employees and Graduates) Goal/Objective Implement a self-service module to streamline data entry process to reduce errors by 5% and improve customer experience by 8%. Rationale To increase team productivity by reducing data entry to focus on data validation Measurement Approved implementation plan by end of Q1 (March 31) Completion of module implementation by Q4 (December 15) 19

20 Forms Location

21 Self-Appraisal Form New form for 2018 appraisal period Highly recommended, but not required Creates an opportunity for: Self-reflection and accountability Productive dialogue 21

22 Non-Exempt Form EE: Exceeds Expectations ME: Meets Expectations NPD: Needs Performance Development DNM: Does Not Meet Expectations Define 2019 goals and training needs. Provide narrative with examples to support EE, NPD and DNM ratings. 22

23 Exempt Form Performance Strengths and Weaknesses Consider areas such as job knowledge, quality of performance, working relationship with supervisor, problem solving, creativity, initiative, leadership and supervisory responsibilities. Current Goals Identify progress made on any established for the current appraisal period. Future Goals Identify mutually agreed-upon goals and identify training needs for the next appraisal period. 23

24 Questions & Answers 24

25 Annual Performance Review Review Period: January-December 2018 Platform for Discussion of Work Recognize Accomplishments Discuss Ways to Grow Performance or Career Establish SMART Goals for 2019 Accomplished in Three (3) Stages Self Appraisal ** New form this year** Manager Appraisal Scheduled Performance Review Meeting 25

26 Next Steps Contact HR regarding unique circumstances Submit completed forms (including completed Goal Template) via or, if necessary, submit originals to HR **Retain a copy in a secure location (hard copy or e-copy) 26

27 Dates to Remember Performance Appraisals Due in HR no later than 5:00 p.m., Thursday, January 31, 2019 Salary Planning ~ February 4,

28 Resources TCU s Vision in Action: Lead On TCU s Core Values Appraisal Forms (Exempt & Non-Exempt) Manager Toolbox 28

29 How? Communicating for Best Results: B Sessions (COMM18) October 31 November 2 November 8 November 14 November 29 December 5 Register: my.tcu.edu 29