OIT Preparing for your 2010 Performance
Download
Report
Transcript OIT Preparing for your 2010 Performance
2010 Performance Evaluation Process
Information Session for Staff
Discussion Overview
Effective Performance Management Process Components
2009 Performance Evaluation Summary
Process Enhancements
Results
Preparing for your 2010 Performance Evaluation
Process Enhancements
Tools and Tips for Completing Your Self-Evaluation
Components of an Effective Performance
Management Process
Connects individual performance to SU’s Mission, Vision,
Values and Strategic Initiatives
Measures and Recognizes Individual Performance and
Contributions
Promotes Excellence and Professional Development
Connects to Mission, Vision, Values &
Strategic Initiatives
Job Description
Professional Dev.
Individual
Mission, Vision, Initiatives
Policies, Procedures,
Expected Competencies
Division/Department
Mission, Vision and Values
Strategic Initiatives
Policies, Procedures, Expected Competencies
University
2009 Performance Evaluation Summary
Enhancements
Professional Competencies linked to University Mission,
Vision and Values
Option of Narrative or Structured Format
Overall Rating, expanded to 5-point scale
Refined Goals Section
Solicited information on Development Needs and,
Supervisory Support and Improvement Opportunities
2009 Performance Evaluation Summary
Results
Overall University Completion Rate = 84%
Professional Skill Development Needs Expressed
Supervisory
Communications
Project and Time Management
Software/ OIT
Preparing for your 2010 Performance Evaluation
2010 Evaluation Process Enhancements
Performance Evaluation Overview/Timeline
Tips on Preparing Performance Evaluations
2010 Staff Evaluation Process Enhancements
Further Refined Rating Definitions
Created separate Self-Evaluation and Supervisor
Evaluation Forms
Addition of Supervisory/Leadership Competency
Section
Performance Evaluation Overview and
Timeline
Set date and time for an evaluation meeting
Prepare for the meeting, including completion of a
performance evaluation form
Exchange evaluations forms prior to the meeting date
Meet to review and discuss performance and set forth
plans for the future
Supervisor and employee finalize evaluation forms, and
submit to HR by August 31st
Preparing your Self-Evaluation
Review your personal performance over the past year.
Assess your performance and accomplishments against
your goals.
Identify your accomplishments and achievements.
(planned and unplanned)
Identify areas in which you need to develop or improve
Consider your current level of job satisfaction and what’s
behind it.
Consider what suggestions you would make to improve
and develop your work unit and/or department.
Helpful Information
Job Description
Your Resume/Application
Previous Performance Evaluations, Goals
Feedback from students, colleagues, others
Notes from Performance Meetings, Work Samples,
Training Sessions Attended, etc.
Suggestions and Ideas
Solely for Employee’s Reflection/Comment:
What feedback do you wish to offer your direct
supervisor on ways he/she can help you excel in your
position and support you in achieving your
professional goals?
What suggestions do you have for your position, work
group, department or the university?
Overall Performance Rating
The scale of 1-5 is used with specific definitions for each
point on the scale.
Consistency between ratings and comments on
performance, goals and professional development needs
Use whole numbers when rating a specific job
performance area or overall performance.
Performance
Not Acceptable
Needs
Performance
Development
1
2
Performance is
Performance meets
consistently below most of the job
job expectations.
requirements but
A corrective action requires more than
plan has been or is usual supervisor
being developed to follow-up and
achieve specific
direction.
results.
Employee will
Employee’s
require additional
performance will
education and
be review again
coaching from the
according to the
supervisor in order
corrective action
to consistently
plan’s objectives
meet job
and timeline.
expectations.
Meets
Expectations
3
Performance
consistently meets
and sometimes
exceeds job
requirements. All
critical goals are
achieved. Results
are consistent with
those of a fully
trained, highly
competent
employee. Over
the past year has
made the expected
contributions to the
department.
Exceeds
Expectations
4
Performance
consistently meets
and frequently
exceeds job
requirements and
established goals.
Results frequently
exceed competent
peers in the same
or similar
positions. Over the
past year has made
a significant
contribution to the
department.
Outstanding
5
Performance and
demonstrated
expertise is
consistently at a
superior level.
Employee achieves
outstanding results
and models
effective behaviors
that are an
inspiration to
others. Over the
review period,
employee has
consistently made
exceptional or
unique
contributions to the
department.
Goal Setting
Goal setting is completed as part of the annual evaluation process.
As you review accomplishments and performance for the previous
period, you also set goals for coming year.
Both the employee and supervisor should agree on the goals.
What’s a goal?
Specific statements that describe results to be achieved
What’s a task?
The steps needed to accomplish a goal
SMART Goals
Specific
Results Oriented
Measurable
Time Bound
Achievable
Evaluation Meeting Preparation
What are the important items you want to discuss at the
meeting?
Is there one central message or critical point to be
addressed?
What questions do you have for the meeting?
What do you want to get out of this meeting?
In what ways will you actively contribute to a meaningful,
constructive and productive dialog?
At the Evaluation Meeting
Make sure the time and place are planned; allow for
enough time; no interruptions; a comfortable setting.
Be prepared. Know your goals for the meeting, have
examples ready.
Listen. To have a full picture, you need the other person’s
perspective.
Be candid—get to the point.
Be constructive in feedback
The Five Levels of Listening
1.
Listening to UNDERSTAND
2.
Listening for APPLICATION
3.
Listening to TELL MY STORY
4.
Listening for JUDGMENT
5.
NOT Listening
Giving Feedback
Constructive Feedback is:
descriptive of behavior and impact
specific not general
directed at behavior that can be changed
interactive to ensure clear communication
stated in the first person to assign responsibility
based on observed behavior
balanced
Receiving Feedback
Breathe! – it helps the body to relax and the brain to focus
Listen Actively to understand the other’s perspective
Paraphrase and Ask Questions to ensure you are accurately
receiving the intended message
Take time to absorb what you heard
Take responsibility for your actions and behavior
Focus on the whole message, not just one or two aspects
Next Steps…
Look at your goals regularly
Meet with your supervisor regularly to review your
progress
Notice and communicate changes in yourself and others
Give feedback throughout the year
Celebrate your successes
Learn from your mistakes
Keep in mind that this is a process – not an end in and of
itself