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

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Evaluator is afraid or dislikes confrontation

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Risk of offending the employee



Too busy with other pressing issues

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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

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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

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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