Performance Evaluation Tutorial
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Transcript of Performance Evaluation Tutorial
Performance Evaluations
Making Them Work for You
Instead of Letting Them Work You Over!
Cal Poly Pomona - Employee Relations
Focus of This Discussion:
Purpose and Vision of Performance Evaluations
Performance Evaluations and Their Place in Performance Management
Common Errors and Mistakes
Preparing for the Evaluations
Conducting the Evaluation
Dealing with the “Tough Situations”
Set Yourself up for Success!
Performance Evaluations: Why We Conduct Them
Level 1: The “Compliance” VisionEach Contract has Set Evaluation Requirements
(e.g., Frequency and Timing)
Level 2: The “Performance Management” Vision
To Guide Employees toward Best Performance Practices
To Help Employees Understand and Achieve Established
Work Performance Expectations
To Build Solid Working Relationships
“Maintaining Compliance is Important. Using Evaluations
to Improve Performance Benefits Everyone!”
Performance Management Communicating your Department’s Mission
Each Employee Plays a Part in Achieving the Mission
Through Task performance and skills utilization
Their development, as well as performance, is a continuous process, requiring on-going feedback
The Performance Evaluation is only one component of the feedback, and NOT the only communication the employee
receives about their performance.
“As a general rule: No Surprises!
Nothing communicated in the Performance Evaluation Should Come
as a Surprise to the Employee.”
Not-so-great Moments in Performance Evaluations, Part 1
HEY BOSS!
UH, YEAH?
?
IT’S BEEN FIVE YEARS SINCE MY LAST PERFORMANCE
EVALUATION! WHAT GIVES?
WELL, WHEN I SEE SOME
PERFORMANCE, I’LL EVALUATE IT!!!
Pitfalls and Obstacles to Evaluation Success
Evaluations are Not Performed on Time, or Not at All
Employee used to Over-Inflated Ratings
Employee Challenges Points Made on Evaluation
Employee Becomes Angry or Emotional
Employee Shifts Blame to You or Others
Employee Feels “Dumped On” or Whines
Employee “Knows-it-All” presumably more than You
…as a result, the Evaluation can be a painful experience for Both of You!
Performance Management – Common Errors or Mistakes
Timelines for Preparing or Delivering the Evaluation were not followed
Ratings were Over-InflatedRatings were Historically Over-Inflated, and ExpectedNarratives don’t match RatingsProcedures or Instructions were Not Followed
- Missing “Draft” date or disregarding it- Evaluation finalized without “input” time
The appropriate HEERA Manager was not involved with the preparation or delivery of the evaluation
Procrastination…
“Knowing where you can go wrong will help you avoid the
pitfalls”
Preparing for the Evaluations
The First Step in Preparation is Becoming Familiar with the Procedures and Forms
Know When Your Employees are Due for an Evaluation AND Schedule them! Now you’re committed.
Set Aside Sufficient Time for the Meeting
Let The Employee Know in Advance When theEvaluation Will Take Place
Treat the Evaluation like any other important appointment, because
to your employee, it IS!”
Know What Your Focus and Key Points Will Be Prepare in Advance What You Will Say!
Focus on actual performance and measurable performance attributes—stick to the facts and what you “know”
If the employee had an important project or took on new task(s) in the current evaluation period, make these a key focus of your discussion
If Goals, Development, or Improvement actions were identified in the last evaluation, be prepared to discuss progress
The focus of the Evaluation should be: How is the employee, through their
performance, supporting the Department in meeting its Mission, and how have their abilities grown.
“Encourage the Employee to Continue to Maintain the
Positives Things, while adding focus to those New Goals
and Improvement Areas.“
Preparing for the Evaluations
Remember The Mission and How The Evaluation Enables Both You and the Employee!
Identify—and prepare enough time to focus on—thepositive attributes of the employee’s performance
Identify—and be ready to discuss—the next steps in employee development, whether remedial steps, goals,
or growth-type activities
Not-so-great Moments in Performance Evaluations, Part 2
WHEN IT COMES TO WORK, YOU ARE
ABOUT AS LAZY AN EMPLOYEE AS I’VE EVER HAD HERE!!
HOW CAN YOU SAY THAT? I WORK HARD AROUND HERE AND EVERYONE
EXCEPT YOU SEEMS TO SEE IT!!!!
OH, AND YOU DON’T TAKE CRITICISM
WELL, EITHER
Start with the good points, first because the employee deserves to
hear it; and second, because it reinforces that you see all aspects,
especially when discussing improvement issues.
Conducting the Evaluation
Your Aim is to Communicate the Necessary Performance Information While Retaining Respect
Respect time: conduct it at the scheduled time unless absolutely unavoidable (formally reschedule)
Respect the employee: begin by commenting on the positive and the contributions the employee makes to Department performance
Thank the employee for the good behavior/performance
The most effective improvement plans are those in which
both supervisor and employee share ownership.
Conducting the Evaluation
Improvement Areas and Unsatisfactory Performance
Tell the truth, in a respectful but direct manner. Remember to focus on actual performance issues (based on data);
Do not attack the employee’s character under ANY circumstances. Always maintain Mutual Respect.
For each issue, solicit the employee’s ideas about how to adjust and improve—but also have a plan of your own
Ensure you communicate clearly with the employee what progress is necessary, in what timeframe, how it will be measured and how you will aid the effort
When It Gets Hot—Respond, Don’t React! The Angry Employee – Blames or Attacks
Stay Focused, Do Not Let It Get PersonalRefer Discussion Back to the Facts, Remind the employee that you have a plan for the employee to improve
The Disagreeable Employee - ArgumentativeDisagreeing can be healthy; respect differences of opinion, but
stay on TopicDisrespecting you is NOT healthy. IF the conversation gets
“ugly” stay calm and focused, but firmly let the employee know that unprofessional behavior will not be tolerated.
The instant people perceive disrespect in a conversation, the interaction is no longer about the original purpose… it is about defending dignity.
When It Gets Hot—Respond, Don’t React!
Lack of Accountability:
Lack of Accountability or Denial takes many forms: “I should not be expected to do that,” “well, I’m better than so-and-so,” “I didn’t get trained well,” among others
Keep the focus on the employee and department requirements, and keep “returning the ball to their court.”
I have made clear what the department expectations are, and you are expected to comply with them.
The answers to each of the denial statements above are:
You are being evaluated against the standards for department performance, not against other employees.
If you believe you are not adequately trained to perform a task, you can always come to me and express your concern.
Understanding Emotions
Recognize that People have Different Motivations, Needs, Styles, & Fears
Anger & ControlUnderstand that Stress and Fear lead to angerHe Who Angers Me Controls MeWe cannot be in Control when AngryHe Who’s In Control Wins
Mutual Respect If people Perceive that Others Do Not Respect them, the conversation immediately Become Unsafe and EndsWatch for defensiveness, highly charged, fear turns to anger,
pouting, name-calling, yelling, and threats.Do Others Believe that You Respect Them?
Evaluations: A Successful Conclusion
Review High Points
Even with difficult evaluations, bring the employee and conversation back to the positives
Clarify Expectations Going Forward
Ask the employee to give you feed back about what the expectations are; Listen and refine responses
Thank the employee and tell him/her that you are confident that they can succeed in performing the improvement actions necessary
Much Better Moments in Performance Evaluations!
YOU’VE DONE WELL IN SOME AREAS, BUT WE
BOTH AGREE THAT YOU MUST IMPROVE IN A
COUPLE AREAS…
UH HUH, AND THE PLAN FOR IMPROVEMENT IS VERY WORKABLE AND I
APPRECIATE YOUR SUPPORT
I KNOW YOU CAN SUCCEED. LET ME KNOW HOW I CAN
HELP!
I LOVE THIS
JOB!!!
Don’t Go It Alone!
Quick Link to the Procedures and Forms in the Employee Relations Website within Cal Poly Pomona Human Resources: http://www.csupomona.edu/~dhrsrp/hr/performance_eval.html
Contacts are:Angie Hernandez, Manager, Employee Relations Ext. 5392 [email protected]
U’Pal King, Lead Employee Relations Coordinator Ext. 3729 [email protected]
Nolan Dyo, Employee Relations Assistant Ext. 5391 [email protected]
Ann Overman-Scott, Director, Human Resources Ext. 4987 [email protected]