Perf Eval Training

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Transcript Perf Eval Training

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Performance Evaluations

Evaluator Training

Prepared by SOCCCD Office of Human Resources

<< Topics

The Importance of Feedback

Barriers to Effective Feedback

Self-assessment for the Evaluator

What your Employees want to know

Characteristics of Effective Relationships

Communication

Feedback and Coaching Tips

Helping our Employees Succeed

<< Remembering an Evaluator Think back to a situation where a person’s feedback thinking others.

significantly changed your - creating a real “ah-ha,” opened doors for you (figuratively or literally), or told you your behaviors were impacting - What made this feedback memorable?

- What characteristics or qualities did the person exhibit that made you listen to his/her feedback?

- What impact has this piece of feedback or this relationship had on who you are today (personally and/or professionally)?

<< Barriers to Effective Performance Evaluations

Evaluating a person’s performance can raise uncomfortable feelings

Evaluator is afraid or dislikes confrontation

Risk of offending the employee

Too busy with other pressing issues

Lack of confidence or practice at writing an effective evaluation

Evaluation form is intimidating – takes too much time to complete

<< Self-Assessment Coaching Style

    Do I have difficulty telling someone they “missed the mark” without putting them down?

Do my employees know at least two specific things they can do now to develop and grow as professionals?

Do I have an open door policy?

Do I give timely feedback?

 Do they understand exactly what is expected of them?

 Do I acknowledge their accomplishments?

<< Your Employees Want to Know . . .

How What Do What What

am I doing?

can I do to improve?

I have a chance for advancement?

is expected of me before the next review period?

kind of assistance can I expect?

Four out of five deal with the future!

<< Empowered Evaluator/Employee Relationships are Characterized by . .

 

High levels of trust Positive regard and respect

Understanding of each others’ values

Openness

Valuable information exchange and feedback

Opportunities for achievement and learning

Ability and readiness to solve problems

<< Create a Culture of Communication

 Caring, concern, trust, open dialogue  Positive Recognition

<< Meeting with your Employee Preparing for your meeting with your Employee:

Think about what you want to give and receive from this relationship

Meet with your Employee to:

Develop roles, expectations, and tasks

Discuss and agree on confidentiality

Discuss and agree on goals

Set up schedule for future meetings

<< Goal Setting Process

Drives basic expectations

Skills & Knowledge

Provide guidance and support in development Identify strengths & opportunities for improvement

Strengths & Opportunities Goals & Actions

Establish goals and identify specific actions to help employee meet goals

<< Knowledge, Skills & Abilities Assessment Used to:

   Develop a shared understanding of position roles and responsibilities Communicate the underlying expertise required to be successful in one’s job Ensure consistency in employee expectations and performance measurement

<< Performance Standards Performance Standards should be:

  

Measurable

– quantity, quality, timeliness

Observable

– ability to see it happen and/or identify the effect or outcome

Reliable

– criteria established and agreed upon  

Achievable

the outcome – employee must be able to control

Active

– describes the desired outcome

<< Supporting Employee Success

Supporting career goals and preparing our employees for success in the District

How will we accomplish our objective?

Performance management system with guidance and tools for:   Counseling/Coaching Mentoring  Feedback  Expectations Framework  Goal Setting

Performance

<< Performance Evaluations Purpose: To evaluate individual performance relative to skills, knowledge, abilities and achievement of individual goals

<< Preparing for the Performance Discussion

Review the Past

Analyze the Present

Plan for the Future

<< Discussing Unsatisfactory Performance

Focus on behavior and performance:

 Specify desired changes  Identify desired outcome 

Elicit ideas for improvement

Focus on the future - where you want them to go

Put feedback in perspective

<< To be Effective, Feedback should be . .

Invited by the recipient

Given with care and attention

Specific and behavioral

Fully expressed

Non-judgmental

Correct and verifiable

Checked and clarified

Well-timed

<< Effective Coaching

Advise the way you would like to be advised

Talk with - not at your employees

Avoid surprise messages

Offer support, advice, follow-up, action plans

Show respect, empathy and understanding

<< Why do all this? To Improve:

    

Morale Productivity Efficiency Overall Job Performance Work Environment

<< Helping Our Employees Succeed The Evaluator/Employee relationship is a shared dynamic one which creates an environment in which personal growth is possible and imparts new knowledge and insight.

<< District Philosophy Commitment to the Individual: Training Support & Feedback

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QUESTIONS?

Contact: Office of Human Resources South Orange County Community College District (949) 582-4850