SWU Performance Evaluation Training

Transcription

1 2009 Performance Evaluation Training

2 Objectives Why are Evaluations so critical? Benefits Common Errors Outcomes of Poor Evaluations H-M-L Conversations Evaluation Techniques Goal Setting New Online Evaluation Tools

3 Why are Evaluations so Critical? Performing careful, well-planned, & insightful performance reviews allow you to develop people, shape organizational culture and get things done with greater efficiency & quality Performance reviews can be an effective retention tool We have learned from Gallup most employees want and need constructive feedback On the other hand, poor performance reviews can hamper performance and harm the company

4 Why are Evaluations so Critical? The Performance Evaluation is a Management Tool used to guide you and your staff members through a formal conversation about business results, development opportunities and career objectives

5 Performance Evaluation Benefits Provides an opportunity for a discussion about growth and career planning Staff are recognized for their achievements and contributions Gives staff a chance to share valuable insights on how their success has contributed to the overall success of the company Provides the basis for decisions regarding HML ratings and Scott & White s pay for performance plan

6 Performance Evaluation Benefits Provides an opportunity to set expectations and measures for performance Provides a chance to give constructive feedback helping staff become more efficient & productive Provides opportunity to establish goals and required objectives that drive performance Increased Staff Engagement (Gallup) and Patient Satisfaction (Press Ganey)

7 Common Errors Being indirect about problem areas Not being specific enough Not paying attention to the overall picture Focusing only on recent history - not the entire evaluation period Viewing appraisals as interruptions, an obligation to rush through annually with minimal effort & disruption If you rush through an appraisal, the employee will feel as if they do not matter in the grand scheme of things

8 Common Errors Rating all subordinates at about the same point on a ranking scale, usually in the middle or judging all employees too leniently or too strictly Allowing one very good or very bad rating to affect all other ratings of the employee (the "halo effect") Permitting personal feelings to bias the evaluation Allowing irrelevant or non job-related factors to influence the evaluation (i.e., appearance, social standing, excused time off, EAP participation ) Failing to include unfavorable comments on the evaluation, even when justified Failing to follow up with action plans for Low Performers PROCRASTINATING!!!

9 Outcomes of Poorly Delivered Performance Evaluations Achieve less than optimal business results The employee becomes disengaged (worse yet actively disengaged)/employee quits Leaves, walks out Throws a fit Becomes an enemy Negatively influences the performance of others May become passive aggressive Becomes de-motivated Becomes an obstacle to goal achievement An evaluation reflects on the evaluator as much as it does the person receiving it

10 High-Middle Middle-Low Those Crucial Conversations High Performer Conversations Re-recruit your best performers by giving specific positive feedback about: what they do well their accomplishments examples of positive attitude Share information about where the organization is going Ask if there is anything you can do for them to make their job better

11 High-Middle Middle-Low Those Crucial Conversations Middle Performer Conversations Use a support-coach-support technique Overall tone of the meeting must be positive Begin by reassuring these individuals that you value their contributions Your goal is to retain them for they are a valuable staff member Thank them for what they do well Identify and discuss one specific area for development Something you would like them to improve and include this area in your goals for next year Complete the conversation by reaffirming their good qualities and expressing your appreciation

12 High-Middle Middle-Low Those Crucial Conversations Low Performer Conversations Do not start the meeting out on a positive note Use the DESK approach: DESCRIBE - Describe what has been observed EVALUATE - Evaluate how you feel SHOW - Show what needs to be done KNOW - Ensure that employees know the consequences of the continued poor performance

13 High-Middle Middle-Low Those Crucial Conversations Low Performer Conversations There can still be positive aspects but if the overall outcome was below par, do not hide that fact, initiate that crucial conversation Develop an action plan to move the staff member from Low to Medium Involve the employee to identify and discuss the issues An action plan should detail the problem, the steps to take to solve the problem, and a timeframe when the plan will be implemented.

14 High-Middle Middle-Low Those Crucial Conversations Low Performer Conversations Clearly show and set expectations of what needs to change or be done differently Express consequences of continuing with same performance and behaviors Document and secure employee agreement

15 Key Evaluation Techniques Know your objectives going into the performance evaluation Review and rate prior year s performance Provide feedback regarding development opportunities Set goals and objectives for next year s performance Prioritize and focus on a few main points Do not give a whitewash evaluation, being honest and direct adds value Practice, practice, practice An evaluation should not take a long time. Performance reviews should be done in a pre-determined amount of time designated for the evaluation component, setting performance targets and goals Staff should be told about good/poor performance when it happens The review should not contain new information Employees should be aware of how their performance will be assessed before the review (on hire)

16 Key Evaluation Techniques Evaluate based on measurable & non-measurable components Remember, it is not about you, it is about the person receiving the feedback Give the employee specific constructive feedback Keep it simple Figure out which areas to emphasize and which to leave out Most evaluations can be broken into three areas: Content Organization Delivery Organization is critical when time constraints are tight Go into a review well-prepared with goals in mind and an attitude of enthusiasm Your evaluation will be more productive Employee will feel important and an integral part of the organization, become excited about the future, with increased energy, creativity and a great work ethic

17 Goal Setting Priorities Goals need to be difficult enough as to be challenging but simple enough to be attainable Goals should be Specific, Measurable, Attainable, Relevant/Results-oriented & Time sensitive (SMART) Goals should be both short-term & long-term, covering a variety of objectives, depending on the employee's current job responsibilities and future aspirations Individual strengths and organizational objectives should be used to determine future goals

18 Goal Setting Priorities Employee should take an active part in the formulation of goals and action plans Communicate to the employee how their goals align with organizational objectives Have an open mind about employee s future goals New performance goals should be recorded, reviewed regularly and modified as needed

19 HLC Verification All staff members are required to complete all HLC courses prior to receiving a merit increase. In prior years there was a check box on the performance evaluation to record if the employee had completed all HLCs. This is no longer required as an element of the performance evaluation, however, managers should log into Manager s Corner to verify that all employees have completed.

20 Access InSite HLC Verification Select the HR tab Manager s Corner User name is : manager Password is : manager

21 HLC Verification Select HLC Completion Report Then select the department(s) you are responsible for.

22 New Online Evaluation Tools The dates for the Manager Portion of the Performance Evaluation process will be 10/5/2009 to 11/20/2009 Please do not wait until the last week to complete your evaluations We encourage all supervisors to complete the evaluation process as soon as possible following 10/5/2009

23 New Online Evaluation Tools Access the PeopleSoft website There are two options for accessing this site: 1) From any computer with internet access type mybenefits.sw.org in the browser address box 2) Click on InSite from your computer

24 SWU New Online Evaluation Tools Select BUZZ in the top toolbar

25 SWU New Online Evaluation Tools Enter your User ID and Password, then click Sign In Note: This User ID and Password is the same as your regular Novell log-in information. If you need assistance with your User ID or Password, please contact the Help Desk:

26 SWU New Online Evaluation Tools Select the Perf/Merit Incentives Tab

27 SWU New Online Evaluation Tools Select the Performance Evaluation Link

28 SWU New Online Evaluation Tools Follow the on screen instructions to initiate performance review for your employees The date to be used for all performance evaluations is 10/01/2009 Only those employees who report to you as of 10/01/2009 will be visible

29 SWU New Online Evaluation Tools Select the employee you wish to create a performance evaluation Note: If any of your direct reports also supervise employees, you will be able to review or initiate an evaluation for those indirect reports by selecting the drill down button located to the right of the manager Mary Beth Garfield Kate Myers Noah Bowman Victoria Bower

30 SWU New Online Evaluation Tools The Performance Evaluation has been redesigned in order to provide supervisors a tool with more flexibility The Job Summary is displayed in the beginning of the Performance Review and is now in bulleted format (Excel documents are no longer required) Should you find any Job Descriptions that require modification, please have the director of your department contact Compensation after 1/1/2010

31 SWU New Online Evaluation Tools In order to more accurately rate the performance of each employee, a 5-point rating scale will now be used One of the goals set forth in developing this new tool was establishing consistency in ratings across the organization, each point on the scale has been defined and provides guidelines for use

32 SWU New Online Evaluation Tools In the Expectations section you will enter up to 8 tasks, goals or accomplishments your employee will be evaluated against This may be copied from the job description or major responsibilities may be summarized You will then rate each line Expectations (Goals) Section represents 60% of the employees score

33 SWU New Online Evaluation Tools The next section to be completed is the Organizational Competencies which represents 40% of the employee s score

34 SWU New Online Evaluation Tools Once you have entered the Organizational Competencies, Click SAVE to calculate the employee s score You will be able to make changes to the evaluation after you click SAVE

35 SWU New Online Evaluation Tools A sample of the recommended focus of H-M-L conversations is displayed for your use

36 SWU New Online Evaluation Tools The new online evaluation tool provides a section for you to establish goals for 2010 with your employees The 2010 Goals section is required and assigned weights must equal 100%

37 SWU New Online Evaluation Tools Follow the on-screen instructions to complete the Performance Evaluation

38 SWU New Online Evaluation Tools You will be able to view when your employee has reviewed and accepted the evaluation

39 SWU New Online Evaluation Tools (Employee) Once the supervisor has completed the Performance Evaluation discussion with the employee and clicked EVALUATION CONVERSATION COMPLETE button, the employee will be able to review and accept their evaluation on-line the next day A process must run nightly to make this transaction possible For example, If you complete the discussion with your employee on Tuesday, they will not be able to access their on-line evaluation until Wednesday

40 SWU New Online Evaluation Tools (Employee) Employees will login to Buzz to access and will select the Performance Evaluation Link Employees will have the option to print and provide comments on the evaluation HR will provide navigation instructions for you to share with your employees on October 5th

41 SWU Summary: Successful Performance Evaluations are up to you! How do your employees view you when it comes to evaluation time?

42 SWU Q&A