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Performance Appraisal
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Performance Appraisal Process
What is Performance Appraisal?
A performance appraisal is a review and discussion of an employee'sperformance of assigned duties and responsibilities. The appraisal is
based on results obtained by the employee in his/her job, not on the
employee's personality characteristics.
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The appraisal measures skills and accomplishments with reasonable
accuracy and uniformity. It provides a way to help identify areas for
performance enhancement and to help promote professional growth.
It should not, however, be considered the supervisor's only
communication tool. Open lines of communication throughout the
year help to make effective working relationships.
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Each employee is entitled to a thoughtful and
careful appraisal. The success of the process
depends on the supervisor's willingness tocomplete a constructive and objective
appraisal and on the employee's willingness to
respond to constructive suggestions and to
work with the supervisor to reach future goals.
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Why Appraise Performance?
Periodic reviews help supervisors gain a better
understanding of each employee's abilities.
The goal of the review process is to recognize
achievement, to evaluate job progress, and
then to design training for the further
development of skills and strengths.
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A careful review will stimulate employee's
interest and improve job performance. The
review provides the employee, the supervisor,
the Vice President, and Human Resources a
critical, formal feedback mechanism on an
annual basis, however these discussions
should not be restricted solely to a formal
annual review.
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A Pay-for-Performance Structure
Annually, the appropriate supervisor evaluates
each employee's performance. In the case
where an employee has changed jobs part-way
through the appraisal period, both of the
employee's supervisors during the appraisalperiod should submit an appraisal of the
employee's performance.
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During the performance evaluation process,
the most recent job description on file with
Human Resources will be reviewed and
updated if necessary, by both the employee
and the supervisor.
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Employees are reviewed for a salary increase,
annually, effective July 1st. The amount of the
salary increase pool of funds is recommended
by the administration and approved by the
Board of Trustees. The method for allocating
funds is based on rewarding meritoriousperformance.
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Merit increases will be awarded on a pay-for-
performance basis and are based on individual
performance. When used as intended, a pay-
for-performance structure achieves the goal of
rewarding truly top performers with merit
increases that match their achievements andcontributions.
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Tips for Employees
Tips for Employees on Navigating the Performance Appraisal ProcessThe self-appraisal process provides you with the opportunity to review and
consider your accomplishments, challenges, and performance of the past
year from your perspective.
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Be positive and open. While we all have the tendency to be overly critical of
ourselves, this self-appraisal is meant to bring out your positive qualities and
consider areas for improvement.
In the same spirit, give constructive suggestions to your supervisor when it
applies. When you cite an area that needs attention, offer suggestions for
improvement.
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Take sufficient time to prepare for your performance meeting with your
supervisor. Even if you choose not to complete a formal self-appraisal, this
meeting is one of the best opportunities you have to freely discuss your
performance and goals with your supervisor.
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Tips for SupervisorsTips for Supervisors on Navigating the
Performance Appraisal Process
In preparation of the appraisal, familiarize
yourself with all aspects of the process. To
properly complete the performance appraisal
form, it is essential that you thoroughlyunderstand the duties and requirements of the
position held by the employee.
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Therefore you shouldreview the Position
Description, which was distributed at the start
of the performance appraisal process. If you donot have a copy, please contact the Human
Resources office on ext 5470 or via e-mail at
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After reviewing the Position Description and
holding an initial performance meeting with
the employee, complete an Employee
Appraisal form and determine an overall
performance rating keeping in mind the
following:
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Be objective. Eliminate personal prejudice and
feelings of favoritism.
Consider each performance area
independently. Do not assume that excellence
in one area implies excellence in all areas or
that poor performance in one area impliespoor performance in all areas.
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Base your appraisal on observed performance during the appraisal
period, not on what is expected in the future.
Evaluate overall performance throughout the entire appraisal period.
Do not base the ratings only on significant successes and failures.
These should be considered in context with the total performance.
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Consider various aspects of the employee's performance that you
want to discuss with the employee. The appraisal process should
serve as a stimulus forbetter communication between you and theemployee.
Consider your appraisal in terms of the employee's present duties,
not in terms of the duties of a future or past description.
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The appraisal should reflect your fair judgment
of an employee's work performance.Makehelpful suggestions and provide adequate
instruction. Be prepared to discuss these
items.
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Determining an Overall Performance Rating
On the last page of the Employee Appraisal Form for both exempt and
non-exempt employees, a summary box of the performance ratings
selected for each performance area is provided to assist the supervisor in
determining an overall performance rating.
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Determining the final performance rating is challenging because a
combination of performance area averaging and subjectivity must be
used. Using the summary box provided on the appraisal forms to
determine the overall rating should be the first step, but then the
supervisor must decide which performance areas evaluated should beweighted more heavily than others depending on the employees job
responsibilities. Depending on the performance ratings of the most
important performance areas, the overall performance rating may be
adjusted.
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Performance Appraisal Meetings
The Initial Performance Appraisal Meeting
The supervisor and employee meet to discuss
the employees performance during the
appraisal period and to discuss potential goals
for the upcoming appraisal period.
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Schedule the performance meeting in
advance, allowing sufficient time to prepare
for the meeting. Select a time free of stress for
both participants. If possible, hold the meeting
in a room that is neutral ground, not in the
supervisors office where interruptions couldoccur.
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Two-wayDiscussion of the employees
performance during the appraisal period is one
of the most critical parts of the process. Allow
adequate time for this meeting. Recognize that
the review process is a high priority and isintended to be a constructive and cooperative
process.
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Its primary emphasis is to foster development
and growth. To help create such a tone and
setting, consider these suggestions:
Ask questions and listen. Be open-minded to
the information and opinions presented.
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Discuss strengths. This will sustain and reinforce high
performance.
Make suggestions constructive. When you point out a
need for growth or change, offer suggestions for
improvement.
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Consider each other's point of view. Remember each
person will respond differently in a performance meeting.
Keep comments job-centered. Avoid discussing
personality unless it adversely affects job performance or
your departments operation.Schedule a follow-up meeting to discuss the final
Employee Appraisal form.
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The Final Performance Appraisal Meeting
After the initial performance meeting, the
supervisor/department head constructs their
Employee Appraisal form and determines an
overall performance rating for each employee.
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The supervisor/department head then meets
with the Vice President to discuss the overall
performance of each employee and the
completed appraisal forms. Once the Vice
President is satisfied that the appraisal is
complete and accurate, the form(s) will be
signed.
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The supervisor then meets with the employee
to discuss the final Employee Appraisal formand overall performance rating, finalizes the
goals and professional development areas for
the upcoming year, and has the employee sign
and add any comments.
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Any comments written by the employee will be
initialed by the supervisor and the departmenthead. The employee then receives a copy of
the final version. The employee also has the
opportunity at this time to attach a copy of
their Self-Appraisal form, if they wish, and/or
any other materials that support their
performance during the appraisal period.
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All signed forms will be returned to the Vice
President/Division Head, who in turn willforward them to the Human Resources office.
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Performance Appraisal Forms
Employees and supervisors have the option to
choose the form they wish to use for the self-
appraisal and employee appraisal
processes. Guidelines and recommendations
on which forms to use can be found below.
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Mid-year Review
In order to facilitate frequent communicationand periodic reviews between supervisors and
employees, a mid-year review tool has been
created. The mid-year review is not a formally
monitored part of the performance appraisal
process, and can be used as frequently as
employees and supervisors see fit.
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It is recommended that the mid-year review
tool be used at least once during the appraisal
period, as it will help employees and
supervisors recalibrate their performance
objectives and goals throughout the year so
that the formal performance appraisal process
can be more rewarding.