State of Wyoming Performance Appraisal System for Supervisors.

State of WyomingState of WyomingPerformance Performance Appraisal System for Appraisal System for SupervisorsSupervisors

ObjectivesObjectivesEducational Goal:

Know the basic elements of the Wyoming Performance Appraisal System.

Learning Objectives: - Identify performance appraisal dates for all employees

covered under the performance appraisal system.- Know the three phases of a performance appraisal.- Know how to create effective goals with your employee(s).- Know how to conduct a meaningful appraisal.

IntroductionsIntroductions

What has been your experience with performance appraisals as being evaluated or as an evaluator?

What topic or question do you want to be sure is addressed during this training?

Please answer the following questions:

Why do we have Why do we have appraisals?appraisals?Major reasons why:- Knowledge of what employees are doing- Productivity monitoring- Job satisfaction- Career Counseling- Documentation for discipline- Planning future work activities or projects- Communication between supervisor and employee- Written measurement of employee performance

Wyoming Statute – WS 9-Wyoming Statute – WS 9-2 -10222 -1022“This system shall measure performance in writing as objectively as possible. The system shall relate differences in performance levels and provide a means of employee advancement within classification pay grades. Evaluators shall be trained in performance appraisal prior to assessing the performance of any employee. Evaluators shall be required to attend continuing personnel evaluation education programs as deemed necessary by the Personnel Division. All employees subject to appraisal may respond to the appraisal of their performance in writing.”

Employees covered Employees covered under performance under performance appraisalsappraisals

All probationary and permanent

employees are covered.

Employees Employees notnot covered under covered under performance performance appraisalsappraisals- Elected State Officials and their deputies- Directors, Deputy Directors, Agency Heads and Division Administrators who statutorily serve as at-will employees

- Emergency- Temporary / Intermittent- Interns- Provisional and contractual employees- Attorney General’s Office *

When are PA’s due?When are PA’s due?

Hired on/before 7/31/89 PA Date = July 1st

Permanent Employees

Hired after 7/31/89PA Date = 1st day of

the monthof permanent status


> The first day of the month the employee was given a permanent appointment.

> 365 days after given the probationary appointment. 10-10-1998 to 10-9-1999

> Performance appraisal date is now October 1, (10-1) of every year.

Permanent Employees


Probation after 7/31/89Date of probationary

appointment

Probationary Employees

Example: Jack was given a probationary appointment on October 1st, 2007. His final appraisal date would be Oct. 1, 2008.

Probationary Probationary EmployeesEmployees

Probationary Employee: an at-will employee who has no expectation of continued employment and may be dismissed at anytime during the probationary period without cause or reason.

When are PAs to be When are PAs to be Completed?Completed?Probationary employees

are appraised twice:

1st appraisal- completed during 5th month of employment

2nd appraisal- completed 30 days prior to the employee’s appraisal date

Probationary Appraisal

Dates

5th Month

30 Days Prior to Appraisal

Date

When are PAs to be When are PAs to be Completed?Completed?Permanent Employees:

Appraised annually within 90 days before their appraisal date.

When are PAs to be When are PAs to be Completed?Completed?Employees Changing Positions, Evaluators or

Agencies:

If employee is within 90 days of their appraisal date, the previous evaluator should complete the appraisal.

The new evaluator is responsible for establishing a new planning phase, conducting a midterm review and final performance appraisal report.

The employee’s performance appraisal date does not change!

EvaluatorsEvaluatorsEvaluators must be the direct supervisor with at least 90 days of supervision over

the employee.

Evaluators shall have received training on the Performance Appraisal system as

prescribed by A&I-HRD.

“Teamwork is a lot of people doing what I say.”

Marketing Exec. of the Citrix Corporation

Winning quote in a ‘Dilbert Quotes’ contest

Multiple EvaluatorsMultiple Evaluators

- Must be designated by agency

- All evaluators must meet minimum qualifications

- Cooperate in completing one Performance Appraisal report for the employee

Evaluator’s Evaluator’s SupervisorSupervisorResponsible for:

Consistency of ratings

Adherence to criteria set up in the plan

Checking the accuracy of:The evaluationWritten justificationDocumentation

SignaturesSignatures

1st

Probationary PA

FinalProbationa

ry PA

Permanent

Employee PA

Work Improvement

Plan

Employee

X X X X

Evaluator X X X X

Evaluator’s Supervisor

X

Agency Head

X

SignaturesSignaturesIf the employee refuses to sign:

- Evaluator writes “The employee refused to sign the appraisal.”

- Evaluator signs and dates

- Evaluator gives a copy to the employee.

Employee CommentsEmployee Comments

The employee must be given the opportunity to attach written comments (per Wyoming Statute – WS 9 - 2 - 1022).

Copies of RecordsCopies of Records

Submit in a timely manner

Copy for agency personnel files.

Copy of Performance Appraisal given to the Employee.

Mandatory if employee’s Overall Rating is “Needs Improvement.”

Performance Performance Appraisal CycleAppraisal Cycle

Continuous Performance

Review, Documentati

on and Feedback

Performance Appraisal Interview

Work Plannin

g Session

Informal Feedback Session

Three Phases of PAThree Phases of PAPerformance Planning

Midterm Performance Review


Establish expectations

Establish work goals for performance period

Discuss performance for past few months

Make changes for goals/projects if necessary

Discuss individual and overall ratings

Begin planning process for next performance appraisal period

EstablishEstablish Expectations Expectations

- Expectations explain how the performance standards apply to the employee’s job on a day-to-day basis

Performance Planning

Definition of GoalsDefinition of Goals

- Goals are projects or assignments that an employee is expected to accomplish during the performance appraisal period.

- Goals may be related to specific, ongoing responsibilities that are a regular part of the job, or may be based on particular assignments or “special projects” that will be accomplished during the performance measurement period.


Establishing GoalsEstablishing Goals

1. What is the major function of the employee’s job?

2. What are the major outputs of the position?

3. How would the organization be impacted if the position did not exist?


Establishing GoalsEstablishing Goals

Activities vs. GoalsFor the manager of a bowling alley, oiling the lanes

& cleaning the pin-setting machines are the activities – ensuring that all lanes remain operational at least 90% of the time is the goal.

For a recruiter, interviewing is the activity – making a hiring recommendation or selection is the goal.

For a manager, delivering performance appraisals is an activity – ensuring that employees meet or exceed individual goals through an ongoing process of performance management is the goal.


Goal StrategiesGoal Strategies

S M A R T

Use the S.M.A.R.T. system to create effective performance goals for your

employees! “If you’re bored with life-you don’t get up every

morning with a burning desire to do things - you don’t have enough goals!”

Lou Holtz



SPECIFIC:

Make sure goal statements are specific. If the goals are too broad, you will have a difficult time measuring success.

NON-EXAMPLE: “Jane will do more projects this year.”

EXAMPLE: “Jane will successfully complete two additional projects this year. Those projects are the Community Employment Plan and the Century Business Plan.”


S M A R T


MEASURABLE:

- Measurements include cost, time, quantity, quality and percentage of change.


S M A R T


ATTAINABLE:

“Goals should be realistic, but not so easy that they are automatic.”- A&I Evaluator’s Guide to Performance Appraisal, pg. 20


S M A R T


Link your employee’s goal to

the mission and vision of the organization!


S M A R T

RELEVANT:


Establish periodic checks on your employee’s progress with their projects/goals

Helpful Hint!

Take the time to periodically check your employees’ progress! This will show them that you have interest in what they are doing and you can resolve problems as they arise and not after the fact!


S M A R T

TRACKABLE:

Cast Goals in Clay, Cast Goals in Clay, Not ConcreteNot Concrete

1. Goals may change during the appraisal period.

2. Regularly revisit goals with the employee.

3. Give feedback to the employee.

4. Modify goals as necessary.


ExerciseExercise

- Break into groups- Use Administrative Specialist 4 Handouts- Pick a Performance Standard and set a

Performance Expectation- Then develop a SMART goal for the “Goals –

Special Projects – Work Activities” section- Complete A&I-PM33 Form (Except for

Ratings)

S M A R T

Mid-term Performance Mid-term Performance ReviewReview

“The evaluator shall conduct at least one

midterm performance review with the

employee.”

A&I Evaluator’s Guide to Performance Appraisal,

Page 11

Midterm Performance Review

DocumentationDocumentation- Evaluator must adequately

document performance. - Comments must be job-

related.- Stick to the facts.- Identify goals and

standards and how the employee achieved or did not achieve them.

DocumentationDocumentation

Who is the documentation about?

When did the performance occur?

Where did this occur?

What was the performance (in relation to goals & standards)?

Why are you documenting this performance?

In your documentation:

Answer the Five W’s

DocumentationDocumentation

Avoid subjective comments that focus on your judgment of the employee…

Non-Example: “The employee can’t get the work done because the employee is lazy.”

Example: “The employee fails to meet established deadlines. I received the monthly training report late each of the last three months.”

Conducting the Conducting the Performance Performance AppraisalAppraisal1. Review & discuss task assignments

2. Review individual strengths3. Review individual development needs4. Acknowledge & discuss differences5. Define new or change old objectives6. Set follow-up data and meeting to

review goals and discuss future expectations.

PA FormsPA Forms

A&I-PM32 - for probationary employees

A&I-PM33 - for permanent employees

A&I-PM34 - for Work Improvement Plans.

Performance Appraisal forms are available in hard or electronic formats. Contact your agency HR Representative or A&I-HRD.


Performance Performance StandardsStandards

The 12 Performance Standards

Reference Handout

Policies, Procedures and Planning

Analysis and Decision Making

Teamwork

Dependability

Quantity

Quality

Communication

Customer Service

Employee Supervision (Supervisors Only)

Applies Knowledge and Skills

Program Organization and Output (Supervisors only)

Fiscal and Resource Management (Supervisors Only)


Performance RatingsPerformance Ratings

Exceeds Expectations

Meets Expectations

Needs Improvement

“This level of performance consistently exceeds expectations for the position. The employee’s performance contributes significantly to the attainment of the work unit goals and objectives in a way that is important and highly obvious.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12

“Above and beyond the call of duty!”




Meets Expectations

Needs Improvement

“This level of performance meets the expectations of the position. Work productivity is acceptable. The day-to-day performance meets expectations and any shortcomings are generally offset by occasionally exceeding expectations.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12




Meets Expectations

Needs Improvement

“This level is often below expectations for the position. The employee requires closer supervision and needs special urging, reminders, pressure and follow through to get the work accomplished. Improvement is needed and may require a Work Improvement Plan.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12



Needs Improvement

REMEMBER! “If the employee receives an overall rating of Needs Improvement a Work Improvement Plan shall be implemented immediately.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12


Calculating RatingsCalculating Ratings

Option #1

Exceeds Expectations: If half or more of all areas are rated as ‘Exceeds Expectations’ with the remainder as ‘Meets Expectations’ then the overall rating would be ‘Exceeds Expectations’.

Meets Expectations: If half or more of all performance areas are rated as “Meets Expectations” with the remainder as ‘Exceeds Expectations’ and/or ‘Needs Improvement’ then the overall rating would be ‘Meets Expectations’

Needs Improvement: If more than half the areas are ‘Needs Improvement’ with the remaining areas rated as ‘Meets Expectations’ then the overall rating would be ‘Needs Improvement’.

A&I Evaluator’s Guide to Performance Appraisal, Pg.12

3 Recommended Options for Establishing Rating Scores

Option #2 Option #3


Option #1

Visual diagram of Option #1


‘Exceeds Expectations’

‘Meets Expectations’

= +

1/2 OR MORE AREAS REMAINING AREAS

Meets Expectations


‘Exceeds Expectations’ and/or ‘Needs Improvement’

= +

Needs Improvement

‘Needs Improvement’


= +

OVERALL RATING


Option #1

Exceeds Expectations- “Depending on the impact of the performance to the work unit or agency, the evaluator may choose to give the employee an overall rating of ‘exceeds expectations’ even though the rest of the employee’s performance meets expectations. This exceptional performance must be documented on the Performance Appraisal Report and the evaluator is also required to provide a written justification of the overall rating.” A&I Evaluator’s Guide to Performance Appraisal pg. 13.

3 Options for Establishing Rating ScoresOption #2 Option #3


Option #1

Assign values to the Performance Ratings.

Exceeds Expectations = 3

Meets Expectations = 2

Needs Improvement = 1

Average the values in all relevant categories including performance goals to determine overall rating. You can round decimals up to the next whole number for .5-.9 and down to the next whole number for .1 to .4.

3 Options for Establishing Rating Scores

Option #2 Option #3

Work Improvement Work Improvement PlanPlan - Required if the employee

received overall rating of Needs Improvement.

- Must give employee copy of evaluation.

- Supervisor must advise employee of their appeal rights (reference Chapter 14 Section 16 and Chapter 12 ).

Appeals ProcessAppeals ProcessNotice of performance appraisal rating

> Evaluator provides employee with a Performance Appraisal with an overall rating of “needs improvement.”

Request for reappraisal> Employee shall have 20 days from receipt to submit a

“request for reappraisal” to the performance evaluator.

Response to request for reappraisal> Within 10 days of receipt of “request for reappraisal”

the evaluator must respond to the employee> Failure to respond to the request for reappraisal;

employee appeals to the agency head.

Appeals ProcessAppeals ProcessRequest for review

> If no change in rating by evaluator, the employee shall have 10 days to submit written request to agency head.

Response to Review> The agency head shall respond to

employee within 10 days.Appeal to State Human Resources

Administrator> Within 10 days.> State HRA then has 45 days to respond.

Contact:

Your Human Resources Professional or Chuck Crews (777-6742 / [email protected])

Questions or Feedback?

State of Wyoming Performance Appraisal System for Supervisors.

Documents

Transcript of State of Wyoming Performance Appraisal System for Supervisors.