Annual review guide for managers

Transcription

1 Annual review guide for managers The annual review guide for managers includes step-by-step instructions and other information for completing the review, how to write effective s and a recap of the performance management rating system. Step-by-step instructions to complete the annual review process 1. Each of your employees completes a self-assessment. Please encourage them to do this and follow up with them if they do not do so by the deadline. You will receive a notification if they miss the deadline and you can check the status in the career management system. 2. After your employee completes his or her self-assessment, review the form, make s and assign ratings. 3. Once you have added your s and ratings, forward the form to the HR checkpoint in the career management system. 4. Schedule a meeting with each of your employees to discuss their annual review form. Be sure to allow enough time to have a meaningful conversation. 5. Before each annual review meeting, review and prepare by reading through the employee s self-assessment and your s from the review form. Think about what points you would like to emphasize and how you can do it in a constructive way. 6. After the meeting, go to the career management system, electronically sign the form and route it to the employee for their signature. The employee s electronic signature confirms the annual review conversation has taken place 7. The Final Comments section allows both the employee and you to make notations about the annual review conversation that occurred. Encourage your employee to fill out this section if they have additional to share. 8. Once both electronic signatures are on the form, it moves to the Completion step in the career management system, and the annual review process is complete. Please remember, the annual review form will not be complete without the signature of both you and your employee. Feedback is an important part of the manager-employee relationship. Please continue to look for ways to provide thoughtful to your employees all year round. 1

2 Writing effective s When writing s about your employee's progress on his or her core and job-specific competencies and SMART goals, you and your employee can benefit greatly when you provide that is relevant, example-based and performance-focused. Below are examples of meaningful that can help you build your skills when writing that takes into account your employee's own perspective of his or her performance from their self-assessment s. Core competency example Core competency Effective manager / Broad Discernment Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. This year I had to make a lot of tough decisions about the budget for my department; for example, delaying the purchase of the new equipment so we could bring an expert in to train our staff on the new data entry process. Both were important but staff training was a higher priority. I am sure you ll remember that I came to you a few times for guidance when I was not sure if my instincts and analysis were in line with your expectations. Other times I felt that I was able to make the decision required because of my in-depth knowledge and the research I had reviewed with you in advance. I also felt that my efforts to complete an objective review of various situations set a good example for the supervisors who report to me. Thank you for your efforts to improve in the area of broad discernment. I agree that you have made this an area of focus in the past year and yet still feel strongly that you will benefit from more effort in this area. You acknowledge the need to follow directions closely and to deliver high quality results when we talk about this competency but when you actually complete the work, you do not demonstrate consistently that you are actually paying attention to both as you work. Consistency is key; so continue to ask questions and seek clarity from me so that you can then demonstrate your understanding of what s required which will in turn lead to higher quality in your work. 2

3 Job-specific competency example Job-specific competency Effective manager / Quality & Attention to Detail Balances potentially conflicting demands to deliver accurate and interesting content while upholding Scripps ethical and quality standards. When reviewing work of oneself or others, quickly recognizes and resolves issues or errors. I think this has been a good year for me. I have worked hard to make sure that I deliver high quality work every step of the way. I have improved in this area this year and I think there are two main reasons for this improvement: I have paid extra close attention to the direction that you ve given to me to each week and I've checked then double checked my work to make sure it is accurate. I agree with the s you made in your self-assessment that you have had good success in demonstrating this competency in the last year. Your efforts to follow directions carefully and to check, check and double check your work have certainly been effective this year. You have been more productive and more accurate in the work you ve produced. Congratulations in meeting expectation on this competency. Smart goal example SMART Goal Effective manager / Close ten new accounts worth $50,000 before the end of the year Metric: # of accounts; value of accounts in $ This year, I closed eight new accounts worth $40,000. I am disappointed that I missed the goal both in terms of the number of accounts I closed and the overall value of them. In the process, however, I honed my sales presentation skills and my product knowledge so next year I will focus on improving my time management skills so I can make more calls. Also, I d like to ask your help in determining how to identify some more promising (potentially lucrative) accounts. It is always difficult to see that a hard worker like you does not meet a goal, especially one that is the central focus of your job, is achievable and tied to revenue. That you had some success, tells me that you are on your way to becoming an effective seller but we need to agree upon a couple of strategies to help you move the bar. Perhaps improved time management and determining viable leads are good strategies to explore; let s consider both and also look beyond these when we meet to agree on a plan that will allow for greater success next year. 3

4 Performance rating calculations CCore competencies 2020%% JJob-specific competencies 3030%% GGoals 50% 3050%% Goals Goals make up 50 percent of an employee's overall rating on the annual review. The weighting of each goal is determined by you and your employee. Job-specific competencies Job-specific competencies make up 30 percent of your overall rating on the annual review and each competency is equally rated. Some employees have three job-specific competencies assigned to their role, while others have four job-specific competencies assigned to their role. For employees with four job-specific competencies assigned to them, each job-specific competency counts 7.5 percent toward the overall performance rating, or 30 percent divided by four. For those with three job-specific competencies assigned to them, each job-specific competency counts 10% toward their overall performance rating, or 30% divided by three. Core competencies Your six Scripps core competencies make up 20 percent of your overall rating on the annual review. Each competency is weighted equally. That means each core competency makes up 3.3 percent of your total overall rating, or 20 percent divided by six. 4

5 Scripps rating scale RRatingg DDescription Does not meet expectations Performance, accomplishments and behaviors do not meet the expectations of the position. Significant and sustained improvement must be demonstrated Partially meets expectations Performance, accomplishments and behaviors often meet expectations but there is a need for additional consistency, further development and possibly more time on the job to fully meet expectations of the position Fully meets expectations Performance, accomplishments and behaviors clearly meet all expectations of the position in terms of quality and quantity of work. All are described as solid with thorough and on-time results Frequently exceeds expectations Performance frequently exceeds requirements and expectations. Accomplishments and behaviors are regularly above expected levels. All are sustained at a level beyond expectations, and the quality of work is uniformly high Far exceeds expectations Performance, accomplishments and behaviors far exceed typical expectations. This category is reserved for performance that truly stands out and consistently achieves exceptional accomplishments and behaviors in terms of quality and quantity of work, all of which is easily recognized as truly exceptional by others. The overall rating is calculated within the annual review form based on the ranges below: Rating Range