Transcript Performance Management: Focus on Performance Appraisals

Performance Management:
Focus on Performance
Appraisals
facilitated by:
Aaron Greenberg and
Maureen Simunek-Appelt
Office of Human Resources
Nova Southeastern University
Course Objectives
After completing this workshop, the learner will be able to:
 Understand NSU’s performance
rating scale
 Fill out a Performance Appraisal
Form
 Conduct meaningful performance
appraisal discussions
 Be prepared for some common
challenges of the appraisal process
 Set effective goals with employees
Your Experience
Think about your
last review:
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What thoughts come to
mind?
What went right, what
went wrong?
Performance Management
An iterative process of goal-setting, communication,
observation and evaluation to support, retain and develop
exceptional employees for organizational success.
Set Goals
Communicate
Evaluate
Observe
Why Manage
Performance?
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To reach organizational mission and goals
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Encourage and reward behaviors aligned with
organizational mission and goals
Curb or redirect non-productive activities
What do Employees Expect?
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Clear expectations
Positive/constructive
feedback on a regular basis
Involvement in goal setting
Be treated fairly and
consistently
Sharing of information and
resources
Job/career enrichment
opportunities
Planning for the Process
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Review employee’s
job description
Understand the
performance
measurement system
Review notes from
the year
Understand employee
expectations
Types of Appraisal Forms
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Exempt
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Exempt Managerial
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Non-Exempt
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Senior Administrator
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Forms are available online at:
http://www.nova.edu/cwis/hrd/ohrforms.html
Rating Scale
4 - Excellent (Exceeds Standards)
3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)
Excellent (Exceeds Standards)
 Clearly considered to be exceptional performers.
 Consistently exceed the communicated
expectations of the job function, responsibility or
goal.
 Demonstrate unique understanding of work
beyond assigned area of responsibility.
 Identify needs and provide unique, innovative and
workable solutions to problems.
 Achievements and abilities are obvious to
subordinates, peers, managers and customers.
Good (Fully Meets Standards)
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These employees are “on track” and fully
achieve expectations.
Independently and competently perform all
aspects of the job function, responsibility, or
goal.
Performance consistently meets the
requirements, standards, or objectives of the
job.
Occasionally exceeds requirements.
Recognizes, participates in, and adjusts to
changing situations and work assignments.
Acceptable
(Usually Meets Standards)
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Generally meet expectations required for the
position.
Competently perform most aspects of the job
function, responsibility or goal.
May require improvement in one or two
areas of consistent weakness.
Employee requires coaching in a weak area
or may need additional resources or training
to meet expectations.
Unsatisfactory
(Fails to Meet Standards)
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Employees with this rating fail to satisfactorily
perform most aspects of the position (or function).
Performance levels are below established
requirements for the job.
Employee requires close guidance and direction in
order to perform routine job duties.
Performance may impede the work of others and
the unit.
A performance improvement plan must be
submitted to OHR.
Scheduling the Meeting
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Notice
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Location
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Self-evaluation
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Appropriate form
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Comments
Supervisory approval
Filling out the Form
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Review notes
Behaviors vs. value
judgments
Align categories on form
with employee’s job
responsibilities
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Optional categories
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Set goals
Setting Effective Goals
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Quick Tips
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S.M.A.R.T. Goals
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Specific
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Measurable
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Achievable/Agreed Upon
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Relevant
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Time-bound
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Aligned
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Adjustable
Set Goals
Communicate
Evaluate
Observe
Common Mistakes
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Labeling
Recency
Central Tendency
Leniency
Horns/Halo Effect
Constancy
Similarity
Performance Appraisal Practice
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Review Performance
Appraisal for items that are:
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Under-rated
Over-rated
Poorly stated
Refer to employee
background
Rewrite Performance
Appraisal using tools
reviewed today
Make sure to fill out the form
completely including the
Goals section
Common
Performance
Appraisal
Challenges
Conducting the Meeting
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Review rating system
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Discuss employee’s self
review
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Let employee talk
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Be aware of all three parts of
the messages you send:
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Words
Tone
Body Language
Stay focused on performance
Dates to Remember
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Appraisals due to your
HR contact before May
1, 2009
Review form with HR
contact before meeting
with employee
No reclassifications
between April 1 and
July 31, 2009