Employee Appraisals January 2016

Today’s Agenda Purpose of the Appraisal Preparing for the Appraisal Writing the Appraisal Conducting the Appraisal Pitfalls to Avoid After the Appraisal What to do if there is conflict Questions 2

Ongoing Feedback An annual evaluation should not contain surprises Feedback to be given throughout the year – Recognition, rewards, praise – Opportunities to correct course, discussions of areas for improvement/effectiveness Communication is essential – Regular check-ins on how employee is feeling (energized, excited, confident, overwhelmed, frustrated, etc.) Document feedback 3

Purpose of the Appraisal Gather and analyze information on which to base… Recognition of efforts and achievements Expectations of future performance Identification of development needs Guidance on career growth options Reevaluation of job functions – alignment with College/department goals 4

Preparing for the Appraisal Review previous appraisal for goals Keep notes throughout the year on performance, and have a sound knowledge of the employee’s work performance in terms of specific behaviors and results achieved. Review job description Prepare an agenda or list of issues to be discussed Reserve a time and place for the review meeting that is comfortable for both parties and allows sufficient time without interruptions to have a thorough discussion about performance, future plans and expectations, development needs, and career growth aspirations and options 5

Preparing for the Appraisal Think about the performance: – Prioritizing and adaptability – Good work habits, organizational skills – Understands the needs of the position – Problem solving, coming to resolution of problem – Interpersonal skills – Communication appropriate: with others and with you – Supervision (if applicable) – Initiative on improving self and role in job 6

Writing the Appraisal Both the Employee and Supervisor should write an appraisal – Employee self-appraisal allows input on their assessment of personal performance and accomplishments & attributing ideas for future goals – Also a time for employee to bring up concerns, process improvements, & future training/development interests – Employee and supervisor appraisals should be kept separate, not combined into one document 7

Conducting the Appraisal Begin with the end in mind Succinctly summarize the current position Offer the employee a chance to reflect first Give effective feedback Use a problem solving approach Ask open-ended questions Listening, questioning, silence End on a positive note – What to do if the review goes off the rails 8

Pitfalls to Avoid Surprises, unless they are pleasant ones! Halo/Horns Effect Leniency Or Severity Tendency Central Tendency Biased attributions Recency Self Bias Damaging morale/relationship *HR is available to coach/advise if needed 9

Goal Setting for Upcoming Year Use the SMART approach to goal setting. Specific - What will be achieved and why is this important? Measurable - Define quality and quantity as precisely as possible. Achievable - Be realistic within time and resource constraints and within the capabilities of the employee (with appropriate support). Relevant - Must relate to both the employee’s role and the department’s/organization’s objectives, and be an obvious priority in relation to other responsibilities. Time-bound - By when should the goal/milestone be completed? Set appropriate review dates to discuss progress regularly. 10

Goal Setting for Upcoming Year Explore support and development needs to achieve the goals and identify how these will be met – e.g. through training, shadowing, coaching, personal reading, etc. Include discussion of career aspirations and possible development opportunities that would help the employee progress. Ensure the employee’s commitment to the goals; make sure they understand “why” the goal relates back to college goals. Give clear expectations. For example “from now on, I would like you to complete this process by the 5 th day of the month.” 11

Legal considerations Evaluate employees on job-relevant factors. Inform employees of expectations and evaluation standards in advance. Have a documented process with specified roles for managers and employees. Train managers and employees on the performance management process and relevant skills. Document justifications for rewards/decisions by managers. Provide timely feedback on performance issues. Allow employees to formally comment on and appeal evaluations. Make sure evaluations used for decision-making are consistent with decisions. 12

Outcomes An annual performance review conversation needs to generate three outcomes: A fair, documented performance appraisal for the past year based on objective evidence A clear performance program for the coming year that is tightly aligned to the wider departmental and college objectives and agreed upon by both supervisor and employee Enhanced levels or reinforcement of existing high levels of employee commitment, motivation, and confidence that they can perform well 13

If performance issues exist: State problem in specific terms Give two specific examples State the effect that it has on department/division Be clear about what expectation is Ask for comments Consider formal performance improvement process if needed 14

Focus on Facts Not: “John is lazy” Instead: 1) “John did not complete the project by the due date, even after a reminder of when it was due and an offer of assistance” 2) “John sent department wide with wrong information including meeting date, time and location” Not: “Jane has a bad attitude” Instead: 1) “On June 5 th, Jane raised her voice and became argumentative when I asked about the status of the project” 2) On August 9 th, Jane raised her voice and slammed her office door in response to a co-worker’s request she lower the volume of her speaker phone 15

Finalizing the Appraisal Both supervisor and employee should sign the review to acknowledge the process. If the employee strongly disagrees with the supervisor’s comments: – Listen to their feedback, edit review accordingly – Employee may include comments in the review – Employee may draft a response to the review 16

After the Appraisal Provide a copy to Human Resources for the employee file Follow up on goals throughout the year Keep checking in on how employee is doing Your work as a supervisor continues throughout the year and you are expected to provide ongoing feedback 17

What to do if there is Conflict Recognize that there may be some Address the conflict as soon as it’s recognized Include positives in the negatives – No buts or howevers Ask for input on reasons for the conflict Encourage problem solving Seek advice from HR 18

What to do if there is Conflict Type of conflict: – Simple: different opinions Agree to disagree – Surface: unclear or incomplete communication Clarify the dispute – Ego: personalities get involved Focus on the problem, not the person – Unstated: non-verbal cues of resistance Acknowledge the existence of a problem 19

Recognition Ways to give praise: face-to-face, a note (written or ) or in front of one or more of their peers. – Make it timely, sincere, specific and positive (without any constructive criticism) – Proactive praise: praise towards progress on desired goals typically gives you results sooner – Encourage peers to give praise to each other when you hear the appreciation 20

Questions? Any Questions? 21