Performance appraisals presentation

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  • Copyright 2014 Supervisors Legal UpdateEffective Performance Appraisals

    Copyright 2014 Supervisors Legal Update*

    Todays topic is Effective Performance Appraisals. Effective evaluations can reduce companies legal risks and keep employers out of court.Today, well learn:How to prepare for appraisalsHow to hold an appraisal that benefits the employee and the organizationHow follow-ups help reinforce points made during evaluations How to make sure performance reviews are effective and legal, and How to avoid problems that typically follow poorly done performance appraisals.

    Suggestions for the SpeakerIcebreaker Ask trainees:Name 2 or 3 of the most helpful suggestions youve experienced in your own evaluations. What did the supervisor say or do that helped you?Think about 2 or 3 of the least effective comments youve heard in evaluations. Why werent the comments helpful?Often, the good traits will be the flip side of the bad ones. Example: Honesty vs. soft-soaping. Thats OK, since it proves the points youll be making. Share your own examples to get the group talking.

  • Copyright 2014 Supervisors Legal UpdateResults-oriented Performance AppraisalsAn effective appraisal is:FairHonestDocumentedA plan of action

    Copyright 2014 Supervisors Legal Update*

    Granted, its tempting to put off performance evaluations especially when you have to talk about problems. No one likes to be the bearer of bad news. But appraisals are important because:Awareness is half the battle. Many times, employees make mistakes without realizing it. Performance reviews help employees learn from their mistakes. When employees file lawsuits, the court always looks for documentation supporting the companys business reason behind its action.Effective performance reviews can help employees who have gotten off track, making them valuable and productive staff members again.By doing effective employee evaluations, supervisors can save the company money in potential legal battles.Plus, productive employees contribute more, making their salaries a better investment for the company. Last, but certainly not least: What supervisor doesnt want the most productive team possible?

  • Copyright 2014 Supervisors Legal UpdateWhy Do Appraisals?Performance appraisals are measuring devices:How am I doing?Rewards or corrective actionGoalsRecordkeeping

    Copyright 2014 Supervisors Legal Update*

    Performance evaluations are a measuring device for both employees and supervisors. People need to know where they stand how theyre doing. Decisions about promotions, bonuses, pay raises, demotions and terminations usually hinge on performance appraisals.When employees need help getting back on track, performance appraisals open the doors of communication and clarify expectations. When employees have made great strides, performance appraisals are a great time for pats on the back.Effective appraisals set up future goals. Everyone deserves a target to shoot at. Good reviews provide a road map, giving direction, taking you full-circle to the next appraisal when the employee wants to know, How am I doing? again. How close employees were to hitting the goals will answer the question.Well talk about this more later, but performance appraisals should end up being a key part of the paper trail. Sooner or later, youre going to have to justify your decisions positive or negative about an employee. Documentation gives you something to refer to later.

  • Copyright 2014 Supervisors Legal UpdateGetting Ready for the AppraisalTime and place mattersThe agenda (especially with newcomers)Documentation for:

    The employees performanceThe expectations of the position

    Copyright 2014 Supervisors Legal Update*

    Best time for an appraisal? Its usually mid-morning, after your start-of-day routine, but before folks get preoccupied with the day. Friday is the worst day to do an appraisal, especially on a marginal performer.Neutral conference rooms are better than your office or workplace. An appraisal that has you sitting behind your desk while the employee sits on the other side sets up a judge-defendant atmosphere. Beforehand, briefly outline what youll be covering without being specific. Ask employees to be ready to discuss the topics. Take time to explain the process to newcomers who may be undergoing their first appraisal. Remember to put together documentation that: Shows what the employee has and hasnt accomplished during the appraisal period.Defines performance levels, and the level where the employee should be. Suggestions for the SpeakerMention that supervisors should be doing mini-appraisals throughout the year to ensure there arent any surprises during the formal appraisal. Explain how youve done one or ask the participants to describe one theyve done. Example: Someone handed in an excellent report, but it was late. Good mini-appraisal: You did a great job on the contents of that report, but it has to be on time or else all the good work you did goes to waste.Bad mini-appraisal: You blew the deadline on that report.

  • Copyright 2014 Supervisors Legal UpdateAcross the Table: Conducting the Appraisal InterviewTwo-way interview

    Begin with a positiveAsk open-ended questionsEncourage employees to take active roles in career development

    Copyright 2014 Supervisors Legal Update*

    Effective communication is an exchange of information, not a one-way street. Here are a few strategies to engage employees:Start the meeting off on a positive note. If employees are anxious, youll put them at ease by starting with some good news. Talk about whats on employees minds, too. Job satisfaction affects attitude, productivity and retention. Open-ended questions cant be answered by a simple yes or no, so they get employees talking.Lets talk about the different responses to the questions below: Do you think youre doing a good job? Not helpful because the employee is likely to say yes and nothing more.How do you think youre doing? Probably wont result in an answer thats much better than the first.Which parts of the job do you feel youre doing well? And as a follow-up: Which parts of the job do you feel you need to improve? Why?Suggestions for the SpeakerAsk: How do you find out an employees career goals?Here is a good example: Tell me three things we can do to create more opportunities for you to reach your career goals.

  • Copyright 2014 Supervisors Legal UpdateConstructive Criticism Leads to Improvement You a double-edge sword Performance, not the person Clear standards Avoid generalizations and absolutes

    Copyright 2014 Supervisors Legal Update*

    You is a great word when you're delivering a compliment: You closed that deal for us when no one else could. But you can cripple a conversation when its harsh criticism, such as, You blew the deadline. Instead of using you when delivering criticism, try to talk in terms of performance. Then, the problem becomes about the action instead of the person.Consider this example which includes generalizations and absolutes: Youre always late with your reports.Two elements of the statement put employees on defense: (1) It uses you to personalize the problem, which makes it about a person instead of performance. (2) It uses always, which gives employees a chance to prove youre wrong, and not credible.Suggestions for the SpeakerAsk trainees to write down a better way of delivering the criticism. Sample response: Half of your reports were finished after deadline. Almost everyone else who does the same job here manages to get their reports in on time. Those two statements (1) describe the problem in terms of performance and (2) establish a standard for acceptable performance.

  • Copyright 2014 Supervisors Legal UpdateWhen the Meetings Over You should have:Rated the employeeDescribed accomplishments and improvement needsExplored goals Planned how to reach the goalsDocumented the review

    Copyright 2014 Supervisors Legal Update*

    You and the employee should have a clear picture of the employees rating. You can use: A number scale, such as 1 to 10 Words, such as poor to excellent, or A narrative, such as met or exceeded all goals established last year. Be specific. What did the employee do to deserve the rating? Accomplishments and improvement needs are the foundation for the ratings. Clearly describe the employees targets: What are the future expectations? This is the contract you and the employee agree on. Set realistic goals. Consider using intermediate goals, or contracts, for marginal performers. Several small successes can add up to a big one. Goals arent enough. Plan how the employee will reach the goals. What behavior will the employee follow to do it: More training? More time? Changing work habits? What will you do to help: Make more training available? Provide more hands-on guidance? Give the employee more independence about making decisions?Document every part of the review. Peoples memories of an incident rarely agree. Best practice: Both parties sign the document and retain a copy for future reference.

  • Copyright 2014 Supervisors Legal UpdateSet SMART GoalsWhen setting goals, use the following formula for the best results:

    S: SpecificM: MeasurableA: AchievableR: RelevantT: Timely

    Copyright 2014 Supervisors Legal Update*

    When managers use the SMART formula to set goals, theyre also setting employees up to succeed. S is for specific. Goals are more likely to be met if employers are specific about what they expect employees to do. Employees who understand exactly what supervisors want know where to focus their efforts.M is for measurable. Goals have to be measurable in order to be met. Employees need a scale to figure out where theyre at and where theyre going.A is for achievable. Goals need to be achievable or employees will get discouraged. When setting goals, ma