PERFORMANCE EVALUATIONS

Transcription

1 PERFORMANCE EVALUATIONS The Process The Evaluation Meeting Performance Planning Supervisors of Administrators

2 Objectives 1. Review the Performance Evaluation Process Important Forms, Eligibility Dates, Steps, and Deadlines 2. Overview of Performance Management Why a Merit system? Why Performance Management? 3. The Performance Evaluation Meeting Preparation, Tendencies and Best Practices 4. Creating PIP and Development Plans The SMART System 2

3 Foster a Culture of Learning Improve Communication and Feedback Prepared to all Opportunities! 3

4 Performance Evaluation Process Getting Started Log in to mymarist. Click on the Human Resources tab, and from the left hand navigation then click on the Performance Management page. Right click on the Administrative Performance Evaluation Form and save a copy to your Desktop for each individual employee. Example: John Doe, would be saved as JD.2016.PE 4

5 Eligibility The effective date of the merit program is July 1, The eligibility requirements are: Hire Date Hired prior to December 31, 2015 Hired January/February/March 2016 Hired April/May/June 2016 Eligibility Full merit increase ½ merit increase Not eligible for merit increase Eligibility Dates include: Special Recognition & Awards Bonus Pay 5

6 Performance Evaluation Process 1) Fill out the Evaluation Form Complete the evaluation form for each employee. Do not distribute or discuss the evaluation with the Employee at this point in time. Consider Merit increases, Special Recognition, and Bonus pay. 2) Vice President/Line Executive Approval Prior to Meeting with the Employee. For awarding of merit, Vice Presidents are considered the appropriate Line Executives. All completed evaluations are reviewed by your Line Executive between now and May 13 th. (Prior to any meeting with the employee.) 3) Performance Evaluation - Meet with the Employee Review the performance evaluation with the employee face-to-face. Discuss key points, and allow employee feedback and contributions. Amend the Evaluation as needed after meeting with the employee. 4) Line Executive delivery to Human Resources When all appraisals have been conducted and evaluations are in their final form, Line Executives will forward all performance evaluations and final roster with indicated merit increases to Human Resources by May 27. 6

7 Organizational Development Conducting Employee Performance Appraisals MARIST COLLEGE Communicate Goals & Expectations Coaching for Performance & Development 7

8 Why Merit? 1) Recognition of Hard Work SHRM reports that the #1 Reason an employee leaves an organization is. Their relationship with their Supervisor. 2) Correct misconceptions of the employee s performance Ensure both the employee and the supervisor are clear about the employee s goals. Differentiate between acceptable and unacceptable results 3) Documentation: Promotion, Pay, and Recognition Evidence of non-discriminatory promotion, pay, and recognition processes. Together with Special Recognition Awards and Bonus Pay, Merit can serve to recognize those who consistently Exceed Expectations 5) Gauge your performance as a Supervisor Determine if your current team has the tools to achieve the goals of the department, the division, and the Strategic Plan. A performance evaluation does not always result in an automatic salary increase. 8

9 Performance Evaluation Meetings Let s get started: Where do I begin? Preparation Documentation: Work Product - What is it? Records of Results Deliverables: Use of Resources Completed Projects Timely, as requested Improved Efficiencies Did they improve a process? Job Enlargement & Enrichment Depth and integration Successfully Completed Daily Tasks - Trust; Responsiveness Where does Documentation come from? Anywhere What is the manner and demeanor in which they perform their work? 9

10 Performance Evaluation Meetings Let s get started: Where do I begin? Preparation Work Product - What is it not? Emotionally Charged Voluntary Tasks/Non-Essential Functions Committees Misusing the performance evaluation process to address a disciplinary problem. This is a summary meeting, not the first instance of addressing on-going problems. Holding employees responsible for events/problems beyond their control. Too Much Be precise. Start with the job description. 10

11 Evaluation Tendencies Decide on a percentage, then evaluate. Personality Performance Self Comparison Past Record Office of Human Resources Bias an appraiser s values and prejudices distort ratings. Ex: Experience, Years of Service, Age, Education. Leniency occurs when an appraiser does not want to give low scores. Central Tendency an appraiser believes all employees should fall within a narrow range. 11

12 Evaluation Tendencies Halo/Horn effect - Strong skills in one area, and is therefore rated high in all areas. The horn effect may occur when one weakness overshadows all areas. Recency recent events (positive or negative) outweigh previous occurrences. Primacy discounting recent occurrences, and more weight given to earlier events. Strictness reluctance to give any high ratings. Office of Human Resources Contrast Error an employee s rating is done based on how his/her performance compares to another employee and not against objective performance standards 12

13 What is poor documentation? Documentation Documentation that is not accurate and is not factual. Bad: Good: The XYZ report must be completed more quickly. Your XYZ reports are expected by the 15 th of each month. Not the 30 th. You turned in your report on time, once, in the last 12 months. Doesn t describe the problem. Bad: Good: Susan, you make too many mistakes. Susan, we have a high volume of mistakes in the formulas in your reports, how can we improve the process to increase the accuracy? (Include examples) The documentation is emotionally charged. Bad: Your last-minute s are frustrating. Good: Please consider the tone and timeliness of your messages to staff. 13

14 Awarding Merit Some factors to consider in awarding merit increases: Long-term and intermediate potential to contribute significantly to the College and its overall mission. Mission critical competencies and the strategic value/contribution to the College. Consistency in performance and continued improvement demonstrated year-over-year. Current salary placement in the salary range. Significant salary increase resulting recently from a promotion, reclassification, or equity increase. 14

15 Performance Evaluation Meeting I have my documentation, what do I do with it? Compare: Employee Performance vs. The Job Description Review job descriptions vs. real-time employee functions. Have critical and/or progressive duties and tasks become part of their job description? Turnover and/or growth. How to Develop/Revise a Job Description via the Employee or Recognition See Attachment 15

16 Performance Evaluation Meeting Steps to the Evaluation Meeting 1. Explain the Purpose of the Meeting Do not assume the employee understands by default. Discuss expectations from the prior performance evaluation meeting, or basis of their hiring. 2. Discuss the Preparation involved, and Process of the Meeting How you came to this stage, & the preparation involved. Outline how the meeting will proceed. 3. Allow the employee to share their assessment of their own performance Do not allow the employee to play manager and give you an evaluation, or conduct performance evaluations of the rest of the department. 4. Share your Evaluations of the employee This is your opportunity to refer to the documentation and analysis you have prepared. 16

17 Performance Evaluation Meeting Steps to the Evaluation Meeting, cont. 5) Guide discussion: Your Evaluation vs. the Employee s perception. Correct misconceptions of the employee s performance Ensure both the employee and the supervisor are clear about the employee s goals and the relationship of the goals to their job description. 6) Receive feedback and suggestions from the employee. Understand motivations and department inner workings. Be engaged and mindful of your Body language. 7) Set Performance Expectations for the next period. Discuss an Action Plan PIP or EDP. 17

18 Performance Improvement Plan Office of Human Resources Tied strictly to an employee s performance as part of the performance appraisal; is intended to identify and correct performance deficiencies. There is a gap. Attendance, behavior, policy adherence, interpersonal interactions with other staff, and other topics aside from the job description are secondary. Consider each area of their performance and the interconnection between them. 18

19 Development Employee Development Plan Through mentoring, assigning advanced projects, identifying improvement areas and offering opportunities to expand their skills and experience. Improvement Both professional skills and the department s productivity. Joint Outcome: Supervisors are more familiar with the department s future direction and the employee is more aware of specific, individual opportunities and steps. 19

20 PIP or EDP The SMART System Office of Human Resources As the supervisor, it is your responsibility to execute action plans for improvement and development. Action plans should be Specific and Measurable, as well as Accurate, Relevant and Time-bound, otherwise known as the SMART system. This system assures a complete plan has been developed. Specific A concise statement of the goal including what needs to be accomplished - the specific outcomes expected. Measurable Include in the specific goal statement (above) the measurements to be used to determine that the outcomes expected have been achieved. Attainable The expected outcomes must be within the authority, skill and knowledge level of the individual. Relevant The plan results are tied to efforts in support of the College s Strategic Plan and the Departmental mission. Timely Deadlines for achieving expected results/outcomes should be set. Deadlines can be moved if circumstances warrant but those circumstances should also be documented. Remember, the SMART system is more than just basic steps to follow, it is an opportunity to: Link improvements & development to the mission Support work processes Further assess individual performance Communicate expectations Measure business outcomes Rewarding excellence 20

21 PIP or EDP The Smart System Office of Human Resources My Evaluation Meetings have occurred, employees now have an EDP or PIP. Now what? Be Organized Take the time to management performance often, and deliver recognition for improvements and results. Refer to the EDP or PIP frequently. Be Committed If you can not adhere to managing the deadlines and plans you are asked to accomplish, how can we expect the employee to deliver? Reduce the Scale Manage performance often and enjoy continued success! 21

22 If you have questions about the merit program, please contact Eva Jackson at ext. 2392, or via 22