Transcript Performance Appraisals How Not to Hate Them Why We Hate Them 1. 2. 3. 4. 5. They are a lot of work.

Performance Appraisals
How Not to Hate Them
Why We Hate Them
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They are a lot of work. Going back over the last year,
remembering the highs and lows of the last 12 months, is hard!
Talking about negative performance makes me uncomfortable,
the employee may ask for specifics, and I don’t have any.
Trying to come up with goals and objectives is time consuming.
How am I supposed to decide what they will need to work on
for the entire next year?
My employee is exempt, it is hard to define goals that are
measurable.
There is no pay associated with a good review so why bother?
Step 1: Set Up
Capture the moment
1. Update job description
 Reflect current responsibilities
 Incorporate expectations
2. Evaluate last year’s performance
 Where were the successes?
 Where were the failures?
Step 2: Set Goals
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Stress how the employee and their responsibilities fit into the
goals of the department
Lay the vision for where you want your department to be in
one year
what contributions do you expect to see from the employee
towards that vision?
give ideas of what specific projects you want to see the
department accomplish etc.
Based on last year’s performance, what needs to be done
better? Differently?
Ask for input: What goals do you want to accomplish that will
enhance your contributions to the department. Where do you
feel you can effect our department and organizational goals?
Work towards agreement on the employee’s goals
Step Three: Follow up
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2.
Break down goals into monthly or quarterly projects
Check in
What success are we seeing towards our goal?
What do we need to adjust?
How is the project going?
Have you scheduled the training we decided you would
attend?
What did you take away from the training?
How will you use that information in your job?
What do you need?
Whose Responsible for What?
1. Supervisor’s Responsibilities
Outline goals for department and results you need
to see from employee
Take away barriers to performance
Coach
Be available
2. Employee’s Responsibilities
Outline details surrounding achievement of goals
Take responsibility for performance!
Here’s the Good Stuff!
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2.
Compliment
Great job on getting that project done, I especially liked the
way you . . . BE SPECIFIC
Thanks for taking care of ordering the materials, assembling
the content for clarity and ensuring I had all the pieces I
needed.
Correct
That wasn’t quite the information I was looking for, in the
future I’d like to see . . .
This is a good start, I need to have more details on . . .
I’ve noticed you were late again today. We discussed this at
your review and it was one of the things you agreed to take
responsibility for improving. I’m expecting you to accomplish
this goal.
Good Stuff (cont.)
3.
4.
Document
Record notes to file on discussions, e.g. Sue completed goal 1
on 10/15/09. Discussed next steps of . . .
Training courses taken
Copies of projects completed
Comments or memos from others regarding the employee
Any disciplinary discussions or memos
Annual Wrap Up
Take all the information you already have discussed, and
write review.
No surprises
How To’s
1.
Define performance standards:
 Tell what results you want to see – start with the end result
in mind - ‘We will be successful if we increase our attendance
at monthly supervisory sessions and the reviews are done by
April 30!’
 State how you will measure results
1. Specific,
2. Measurable/observable,
3. Achievable,
4. Relevant/realistic, and meet a Timeframe.
Continuing How To’s
1.
Deliver constructive criticism
Criticize the behavior, not the person. State how the behavior
is job related and gets in the way of the person or the office
performing to standards.
Example:
Don’t - Martin doesn’t work well with the rest of his team. He always
works by himself and never shares his work with the group.
Do – We work best when we all have the information we need.
Martin plays a big role in this, he needs to continue to build
rapport with other staff so information moves freely.
Don’t - Maria is too emotional for this job. There’s a lot of stress
and pressure that she can’t manage.
Do – Our office must continue to function in all conditions. Maria
has difficulty anticipating and mitigating stressful situations.
The “I’ve noticed”, How To
I’ve noticed you don’t always greet students at our window, I
believe the students might see this as uncaring, that they are
not important. What gets in the way of your greeting a student?
Employee may give insight into what they don’t like about
customer service, why they don’t jump up etc.
Reach agreement on the goal. . . Our students are our most
important customer we need to show them that is the case.
Ask employee to outline how they will correct this action.
Ask them to confirm the outcome you can expect
Decide and reach agreement on the behavior you can expect
When Appraisals Fail
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Fear of Failure (if my employee looks good, I look good)
The Fudge Factor (if I tell them they are great, they will be)
Aversion to Judging
Positive Feedback-Seeking game (Comments made, may
haunt)
5. Inadequate appraiser preparation
6. Lack of employee participation (invest them in their success)
7. Isolated, year-end reviews (what have I been saying?)
8. Comparing employees
9. Focusing on blame
10. Believing a rating form is an objective, impartial tool
11. Canceling or postponing appraisal meeting
12. Measuring trivial things
When Appraisals Succeed
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Open Discussion – Employees have the chance to talk freely about
their performance
Constructive Intention – Employee must recognize that negative
feedback is provided with the intent to improve their future
performance. If feedback is perceived as destructive criticism (vague,
unfair, or harshly presented), problems such as anger, resentment,
and tension result causing further deterioration of performance.
Set Performance Goals – Goals stimulate employee effort, focus
attention, increase persistence and encourage employees to find new
and better ways to do their work.
A Credible Appraiser – Appraiser must be well-informed. They should
be respected by the employee. Appraisers should be comfortable with
the appraisal process and knowledgeable about the employee’s job
and performance.
How We are going to Learn to
Love Reviews
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They are a lot of work. But I will be prepared by keeping
records throughout the year!
Talking about negative performance makes me
uncomfortable, the employee may ask for specifics, and I
don’t have any. I will talk about these issues as they arise,
and document each discussion so there are no surprises!
Trying to come up with goals and objectives is time
consuming. I will focus on the end objective and break goals
into smaller pieces.
My employee is exempt, it is hard to define goals that are
measurable. I can give a vision of the final result I want.
There is no pay associated with a good review so why
bother? I can motivate by giving employees greater
involvement and ownership in their work.