Transcript Performance Evaluations

Presented by Joey Croslin
April 2, 2008
What is a performance evaluation?
a) Form created by HR to add to my already
overwhelming workload
b) Form required by HR to enhance the thickness
of my personnel file
c) A reminder of just how fast time passes by
and how my memory isn’t quite as good as it
used to be
d) A systematic process of observing, assessing,
and interpreting job performance
Why do performance reviews?
a) To comply with OCU policy
b) To keep HR off my back
c) Both a and b
d) To clarify expectations and responsibilities;
review progress toward goals; identify
opportunities and challenges
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Support strategic initiatives
Clarify expectations & responsibilities
Review progress toward goals
Identify opportunities and challenges
Discuss job/career training and development
Develop blueprint for future performance—
goals, assignments, improvement
Develop a high level of job satisfaction
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New Performance Review Form
Career development tool
Completing an effective performance review
Coaching tips for Managers
Keys to goal setting and planning
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Pre-evaluation questions
Previous year’s goals/New goals
Key performance areas
Professional knowledge
 Professional judgment/analytical ability
 Organization and planning
 Communications
 Working relationships
 Policies and procedures
 Leadership/Management skills
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Major Changes
Rating Scale
 Minimized Key Performance Areas
 Overall Rating
 Reduced narratives
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Adobe electronic form
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Must have Adobe 8.0 or later
Contact campus technology services to update
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Employee completes form, saves and emails to
evaluator
Evaluator completes form and prints 2 copies
(1 for evaluator 1 for employee)
Employee and Supervisor review job
description. Submit electronically signed job
description to Administrative Services.
JOB DESCRIPTION
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Highlight strengths
Emphasize accomplishment of past initiatives
Identify opportunities for growth and
development
Include professional development
Plan new goals and initiatives
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Provides a platform for consistent communication
about goals, job performance and outcomes
Utilized as a training tool
Highlight strengths
Emphasizes accomplishment of past initiatives
Identifies opportunities for growth and
development
Includes professional development
Plans new goals and initiatives
Free from bias/rating errors
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Halo effect- rate all performance areas high based on the successful
outcome of one area
Horn effect- opposite of halo, rate all performance areas low based on the
unsuccessful outcome of one area
Central tendency- an inclination to rate people in the middle of the scale
to avoid confrontation
Negative and positive skew- opposite of central tendency, rating higher
or lower than performance warrants
Stereotyping- tendency to generalize across groups and neglect to
recognize individual performance
Similar-to-me- rating higher those individuals with similar attributes to
the rater
Attribution bias- relating performance failings to factors under the control
of the individual and successful performance to external causes
Recency effect- minor events that have occurred recently have more
influence on rating than major events that occurred many months ago
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Create a constructive, winning climate on your team.
Lead your team to improved performance by providing
feedback and recognition.
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Deal with people on the team who don’t carry their load.
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Set the pace for your team to be successful.
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“To coach” comes from the root meaning “to bring a
person from where they are to where they want to be.”
The universal need of all employees is: consistency
Priority One: Eliminate inconsistencies and
contradictions within the team.
“Many top performers go to bed hungry at night –
hungry for recognition from you.”
• Get them involved.
• Delegate extensively.
• Encourage them to teach.
• Provide training that will
help them become even
more effective.
• Have them fill in for you
while you are out of the
office.
• Stretch them; they thrive
on accomplishments.
• Celebrate their success.
• Frequently tell them how
proud you are to have
them on your team.
• Spend time with them.
• Promote them – if they
want to be promoted!
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Build their confidence by
increasing their
responsibilities.
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Give frequent and accurate
performance feedback.
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Create a resource library of
books and tapes to provide
ideas on how to become best
at their job.
• Teach them how to set goals
to keep performance on
track; hold them accountable
for their goals.
• “Catch them” doing good
things and then praise them.
• Hook them up with a super
star for mentoring.
• Create rewards that appeal to
their personal values.
“High achievement always takes place in the framework
of high expectations.”
“Falling stars can have a detrimental impact on your
entire team.”
“The responsibility for maintaining good performance is
the employee’s, not the manager’s. The manager’s job
is to point out the discrepancy – the employee’s job is
to fix it!”
“It is not enough to merely say that you’re committed to
top performance. To be an effective manager, you need
to “walk the talk” by addressing employee
performance problems – early and head on.”
May 15th is the deadline
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Specific
Measurable
Attainable
Relevant
Timed
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Routine
Problem Solving
Personal Development
Organizational Development
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New performance review form
Career development tool
Effect performance reviews
Coaching tips for Managers
Goal setting