A tour of the process and some tips. Overview Performance Evaluation

Transcription

1 A tour of the process and some tips Overview Performance Evaluation

2 Our mission today Why annual performance evaluation? What is part of the evaluation? UF process Evaluation best practices and giving feedback Tips Where are you headed? Goals

3 HELLO INTRODUCTIONS your NAME where you WORK favorite part of your job

4 Why is evaluation important? What am I doing well? How can I improve? What are the skills, knowledge, and behaviors I need to be successful? Two way conversation STOP - look back and take stock

5 STOP Listen Learn

6 What am I evaluated on? 1 Job performance Skills knowledge 2 Work-related behavior Competencies

7 What am I evaluated on? 1 Job performance includes: Position Description Goals from last year Additional endeavors? Initiatives?

8 What am I evaluated on? Observable behaviors Teamwork Communication Interpersonal Skills 2 Work-related behavior

9 UF Process

10 Annual Evaluation March 1 February 28 Self assessment To supervisor Supervisor completes evaluation 2 nd level supervisor review Share with employee Meet with employee Finalize evaluation Submit to employee Submit to Libraries HR By March 25th

11 UF provides two USPS and TEAMS evaluation formats The Form For All USPS and hourly TEAMS employees The Cover Sheet & Letter For TEAMS exempt employees

12 UF provides two USPS and TEAMS evaluation formats The Form For All USPS and hourly TEAMS employees BOTH Available as writable Word document Libraries require 2 nd level supervisor signature Strongly encourage employee self assessment Top section information provided by HR Include a statement about conflict of interest Require overall rating The Cover Sheet & Letter - For TEAMS exempt employees

13 Overall Ratings Exceeds Above Average Achieves Minimally Achieves Below Performance Standards Contact Libraries HR

14 The Form All USPS and TEAMS non-exempt

15 Performance Categories Work Performance Attendance and Reliability Customer Service Initiative and Productivity Teamwork and Interpersonal Skills

16 Work Performance What types of things might you evaluate or be evaluated on in this category?

17 Attendance and Reliability What types of things might you evaluate or be evaluated on in this category?

18 Customer Service What types of things might you evaluate or be evaluated on in this category? Assistance Presentation/Demeanor Communication/Respect Service Phone manner Electronic communication

19 Initiative and Productivity What types of things might you evaluate or be evaluated on in this category?

20 Teamwork and Interpersonal Skills What types of things might you evaluate or be evaluated on in this category? Cooperation Collaboration Flexibility Consensus Supportive

21 Performance Category Ratings Exceeds Above Average Achieves Minimally Achieves Below 2 1 Rate Each Performance Category

22 Overall Ratings Exceeds Above Average Achieves Minimally Achieves Below Contact Libraries HR

23 The Cover Sheet and Letter TEAMS exempt

24 Writing the letter Use Performance Categories Use Position Description Don t forget past and future Goals Give an Overall Rating on Cover Sheet

25 Best practices for creating a Learning Organization with a culture that strengthens collaborative initiatives. Best Practices

26 Think about it Employees want to work for people who have their back the more real and authentic you are the more you build your relationship

27 Think about it To build rapport you need to express a real interest in the employee s contributions to the work of the Libraries Spend time preparing Read the self evaluation Be thoughtful in your delivery Create dialogue

28 Think about it During the evaluation meeting: Biggest mistake is when the manager does all the talking Do NOT read the appraisal during the evaluation session this is supposed to be a conversation

29 Think about it Specificity builds trust and dialogue Vague, not so much

30 Think about it As a manager it is your job to become an expert at giving feedback.

31 Giving feedback What specific feedback could you give your employees that would make them feel part of the team and informed about what they are doing well?

32 Giving feedback Hard to give negative (constructive) feedback but in reality we need/want it because without it we don t grow Put the employee in the best place possible to be successful

33 8 Steps to giving constructive feedback 1. Introduce the conversation 2. Be empathetic (if appropriate) 3. Describe the behavior I ve noticed 4. State the impact of the behavior 5. Ask the person for their perception of the situation What are your thoughts? 6. Be clear about your expectations Would you be willing to do that? if not then how will the employee meet your expectations? 7. Build an agreement on next steps 8. Say thank you thanks for having this conversation with me I know it s been awkward

34 Giving feedback What? Are you serious? That s not true It s just a rumor. Who said that? You want to fire me don t you? After all I do for them this is what I get Nobody is perfect we all have faults That s just the way I am take it or leave it. If that s the thanks I get for working hard then How can I best use this feedback? What can I do to improve? Who can help me change?

35 review of last year is important but well written GOALS help predict future success GOALS a goal without a plan is just a wish

36 GOALS Based on the position description Outline objectives and specific activities Discussed

37 Considerations Review position description (update it!) TRAINING Writing and Updating Position Descriptions 3/9 LW 3/13 ILF 3/17 - MSL Review prior year s goals and comment on whether or not they were accomplished Review employee s goals for coming year if provided

38 Considerations HAVE A CONVERSATION Consider training needs Consider departmental goals Refer to the Libraries Strategic Directions Consult the Competencies Training Matrix TRAINING Staff Competencies Training Matrix 2/17 MSL 3/5 LW

39 Tips for writing goals Don t wait for your supervisor to suggest writing goals. Write 3 4 goals. Discuss each goal with supervisor Understand how they relate to the goals of the department/why they matter

40 Ask yourself: What results will you produce? What will be different in your department or the libraries? What will you do and when will you do it? How will you know you ve made progress?

41 SMART GOALS Performance Goals must be: S M A R T Specific & Strategic Outline exactly what you hope to accomplish and what the impact will be. Measurable There must be some way of measuring and verifying whether the objective has been achieved and to what level. Appropriate The objectives must be relevant to the level at which the individual is at in his/her career, to the priorities and workload of the specific department. Realistic Attainable; not so lofty that you can t achieve them and not so simple that you won t be challenged. Timely Need to have clear time frames attached to them.

42 Example 1 Develop 3 new trainings [that respond to training gaps in the competencies training matrix] - One training on improving presentation skills, one on emergency procedures and one on customer service - Trainings delivered in April, August and January

43 Example 2 Collaborate with other circulation supervisors to design an online guide for student assistants [to improve the time it takes to train them and make it more consistent throughout the Libraries] - The guide should include links to key documents and other resources. - And should be available for Fall 2015 incoming student assistants.

44 SMART GOALS Performance Goals must be: S M A R T Specific & Strategic Outline exactly what you hope to accomplish and what the impact will be. Measurable There must be some way of measuring and verifying whether the objective has been achieved and to what level. Appropriate The objectives must be relevant to the level at which the individual is at in his/her career, to the priorities and workload of the specific department. Realistic Attainable; not so lofty that you can t achieve them and not so simple that you won t be challenged. Timely Need to have clear time frames attached to them.

45 ? Have we missed anything?

46 ! What is your take away?

47 Joe Piazza & Bonnie Smith Overview Thank You