Transcript Performance Management Philosophy

Performance Management
at Mason
Performance Management
Performance management is the process of:
• Defining expectations
• Maintaining open communication between supervisor
and employee during the year
• Linking individual performance to organizational needs
• And evaluating performance
This is a year-round process
Why should we do it?
Performance management techniques help:
• high achievers to develop new skills
• solid performers to become great
• underachievers to improve
• create a productive work environment for all
Best practices in performance MGMT
When giving feedback, remember to be:
• Timely: Don’t wait. Give feedback as soon after the performance takes
place (positive and constructive).
• Specific: Say exactly what they did that was good or needs
improvement.
• Sincere: Be honest and open. Tell the person the impact of their
performance.
• Personal: Adjust the style and method of your feedback to the receiver.
• Proportional: Match the intensity of your feedback to the intensity of
the behavior.
Importance of Documentation
• Counseling memo or Follow-up Email
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Summarize performance issues (as discussed in meeting, if applicable)
List specific examples, instances and any attempts to train/correct
Consequences of performance issues on department
Desire for performance to change and consequences if doesn’t
Next steps
• Supervisor Documentation
• Supervisor paper file
• Online file (excel spreadsheet)
• Self email
Performance Appraisal Cycle
Classified Staff:
Annual cycle from October 25th
through October 24th
Administrative/Professional Faculty:
Annual cycle from July 1st
through June 30th
Wage Employees:
N/A*
Performance Evaluation Due Dates
Evaluation
Due Date
Where to Send….
Instructional/
Research Faculty
10/25/2011
Dean's Office
Administrative/
Professional Faculty
10/25/2011
Supervisor then Human
Resources and Payroll
Classified
10/25/2011
Human Resources and
Payroll
Wage (Non-student
and Student)
No eval
required
N/A
Type of Employee
What is the goal of a performance appraisal?
Performance appraisal is a formal discussion
between a direct report and a supervisor, for
the purpose of discovering how and why the
direct report is presently performing on the
job, and how the direct report can perform
more effectively in the future, so that the
direct report, the supervisor, and the university
all benefit.
The supervisor is responsible for:
•Developing the work tasks, duties and performance
expectations (the work profile or position description)
•Providing feedback regarding performance
•Offering opportunities for development
•Conducting the performance appraisal
Faculty and Staff members should:
• Seek assistance with/and clarify responsibilities
as needed
• Do a self-evaluation
• Actively participate in the appraisal discussion
•Identify ideas for developmental goals
Due Dates
The evaluation form must be completed,
signed and dated by the employee, supervisor,
and reviewer, and submitted to Human
Resources by Tuesday, October 25th
Individual Departments may have unique
deadlines earlier than October 25th. Check
with your HR Liaison for more information
Where to find the performance evaluation forms:
Go to: hr.gmu.edu
click on Forms and Materials
Scroll down to Performance Management
Classified Evaluation Forms
Let’s look at the forms…
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Employee Work Profile (EWP)
Self Assessment Form
Acknowledgement of Extraordinary Contribution
Notice of Substandard Performance
Performance Evaluation Form
Probationary Progress Review
Classified Staff Self-Assessment
•Not required.
•A good way to gather input; increase
involvement and commitment.
•Give to your supervisor before your
annual evaluation meeting.
•Meet with your supervisor to discuss
your annual evaluation and the selfassessment.
Classified Appraisal Areas
• Evaluation of Work Tasks and Duties (EWP)
• Universal Performance Expectations
• Supervisory Performance Expectations
• Overall Performance Rating
Classified Performance Ratings
E
H
A
F
U
GMU Ratings
State Equivalent Ratings
Extraordinary
High Achiever
Solid Achiever
Fair Performer
Unsatisfactory
E
C
C
C
B
Extraordinary
Contributor
Contributor
Contributor
Below Contributor
Extraordinary Achiever
In order to be eligible to earn an overall
“Extraordinary Achiever” rating on the annual
evaluation, an employee must have received at
least one “Performance Management
Acknowledgement of Extraordinary
Contribution” form during the performance
cycle.
Extraordinary Achiever
• Pay special attention to goal setting—time to
raise the bar?
• Consider special recognition
Unsatisfactory Performer
If a classified staff member receives a
performance rating of below contributor
(unsatisfactory performer), there is no pay
increase. The supervisor MUST consult with
HR before issuing an “Unsatisfactory
Performer” rating on an evaluation.
Unsatisfactory Performer
In order to be rated “Unsatisfactory Performer”, a
classified employee must be issued:
• a “Notice of Improvement Needed/ Substandard
Performance” form OR
• a formal Written Notice (Group I, II, or III) during the
performance cycle
Employees that receive an Unsatisfactory rating
must be issued a performance improvement plan and
be re-evaluated at the end of three (3) months.
Unsatisfactory Performer
• Develop a performance plan & present to the
employee (using the EWP)
• Re-evaluate the employee in 3 months
Three Month Re-Evaluation
If performance does not improve:
• Demotion or re-assignment
• Reduced Duties
• Termination
Admin/Professional Faculty Forms
The forms for Administrative and Professional
Faculty are different from Classified
employees …
Admin/Faculty Self-Assessment
•Examples of last year’s major
accomplishments and disappointments
•Environmental considerations
(including barriers and/or beneficial
factors) which helped or hindered your
work.
•Summary comments including
recommended developmental options.
Admin/Professional Faculty Appraisal areas
• Overall summary of the past cycle’s
performance
• Brief description of work strengths and
weaknesses
• Goals/Developmental plan for next cycle
Admin/Professional Faculty Performance levels:
__Performance generally superior and frequently
exceeds expectation
__ Performance fully meets standards and makes a
positive contribution
__ Performance demonstrates room for growth and
improvement
__ Unsatisfactory performance
Unsatisfactory Performance
If an Admin/Professional Faculty member
receives a performance rating of
“Unsatisfactory”, it can be grounds for
termination of appointment. The supervisor
must consult with HR prior to issuing an
unsatisfactory rating on an evaluation.
Essential Factors
•Leadership
•Conflict Management
•Change Orientation
•Performance Management of
Direct Reports
•Planning
•Communication
•Teamwork & Cooperation
•Task/Project Management
•Privacy & Computer Security
Mgmt. (Confidentiality)
•Diversity Management
•Customer Service
Pitfalls
Halo Effect
Horns Effect
Personal Bias
Santa Claus Effect
Mitigating Circumstances
Were there circumstances beyond the employee’s
control that made it impossible to achieve their
goals?
– Internal Factors?
– External Factors?
Remember:
A performance appraisal is a formal
discussion between a direct report and a
supervisor, for the purpose of discovering how
and why the direct report is presently
performing on the job, and how the direct
report can perform more effectively in the
future, so that the direct report, the supervisor,
and the university all benefit.
Before the Meeting
• Review performance evaluation policy
• Review employee’s self-assessment
• Prepare the evaluation
• Get approval from Reviewer
• Choose suitable location for meeting
•Prepare both positive and constructive feedback
• Provide evaluation to the employee for review
The Performance Appraisal Meeting
The evaluation meeting is essential for good
two-way communication between manager
and employee. The form is a starting point
for discussion and feedback.
During the Meeting
• Be specific
• Discuss regular, expected performance
• Identify accomplishments above and beyond
the expected
• Demonstrate where mismatch between goals
and achievement exists
During the Meeting
• State the purpose and benefit; check
receptivity
• Get direct report’s views
• Present your own views
• Vent interfering emotions and resolve
disagreements
Finalizing the Evaluation Form
• Employee signs and can add comments.
• Signature does not indicate agreement – just
that evaluation has been read and discussed.
• Express appreciation for work well done.
• Consider setting goals for the coming year.
What does the Reviewer do?
• The Reviewer is normally the supervisor’s supervisor
• Reviews & approves evaluations before a supervisor provides
the evaluation to employee
• Confirms supporting documentation
• Ensures consistency among supervisors
• Makes decision on employee appeals
Reviewer – be on alert for these patterns:
• Too Easy
• Too Tough
• Right Down the Middle
• Be sure your supervisors have truly appraised
performance fairly
• Have they differentiated? Or is everyone great?
Performance Evaluation Appeals
A performance evaluation appeal process
exists for both
Classified Employees
and
Admin/Professional Faculty.
Classified Staff Appeals
• Employee may appeal to the reviewer for another
review of the evaluation in writing within 10 workdays.
• The reviewer will discuss the appeal with the supervisor
and employee, then provide a written response within 5
workdays of receiving the appeal.
• The reviewer can uphold, revise or rewrite the
evaluation, or have the supervisor revise or rewrite it.
• Employee may also file a grievance about the
evaluation if he/she deems it arbitrary or capricious.
Admin/Professional Faculty Appeals
An informal appeal may be made to the reviewer in
writing within 10 calendar days of receiving the
evaluation. The reviewer has 10 calendar days to
review the appeal, meet with the employee and
provide a response.
The response may be:
a) evaluation stands as is
b) evaluation is edited based on appeal issues OR
c) evaluation is re-written
And Finally …
These interpersonal skills have a significant bearing
on performance discussions:
• Be specific and focus on behavior
• Build and maintain self-esteem
• Solve problems jointly
• Listen actively
• Be compassionate
• Probe for understanding
• Positively reinforce desired behaviors
Practice Makes Perfect
1. Think of something you
may find difficult to talk
about with your supervisor,
a direct report, or coworker.
(tardy, attitude, missed deadline, attendance, etc.)
2. Jot down how you will
communicate this in writing.
3. Practice the evaluation
conversation with a partner.
Additional Resources
Check out the Employee Relations website:
http://hr.gmu.edu/emp_relations/
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Coaching
Supervisor Forum
Conflict Resolution
Performance Management
Resources, Helpful Links and more…
Questions or comments?