“Leadership Workshop Series” PERFORMANCE MANAGEMENT & PERFORMANCE APPRAISAL April 20, 2015 20-Sep-18

2015 - Merit Process “preliminary” 3% pool for unrepresented employees Tier distribution based upon performance No appraisal = default to “Satisfactory” level Reports s/b sent by HR in late May 2015 Target date for distribution = July 1, 2015 Increases scheduled to post on August 1st pay cycle 20-Sep-18

2015- Equity Process Spreadsheet will be sent by HR to Daniel & Cathy in late May 2015 Similar to 2014….another review will be conducted this year and salaries may be adjusted upwards and on top of the merit distribution Reminder: “unrepresented” staff only! 20-Sep-18

Performance Management & Appraisals What is the performance management process No SURPRISES! Ongoing feedback throughout the review cycle Meeting discussion (2-way feedback) Provide written feedback (draft) It’s okay to ask employees to “draft” their own feedback Supervisors have final authority on rating(s) Include trainings attended throughout the review cycle It’s okay to agree to disagree Employees are NOT required to sign the appraisal 20-Sep-18

Process continued…. Behavior and attitudes are just as important as skills and successful daily or project outcomes What about attendance and reliability? Write your “Supervisor Comments” Allow employee to write their “Employee Comments” Supervisor documents future plans for development and training 20-Sep-18

The appraisals process is an opportunity to……. Establish, document clarify and reiterate goals Provide objective feedback and coaching Review and reinforce department/unit vision, mission, goals and outcomes Determine if goals and job functions or descriptions needs to be updated Establish new and challenging goals for development and improvement 20-Sep-18

PERFORMANCE MANAGEMENT PROCESS A partnership between manager and employee 1. Prepare and conduct the performance appraisal  Prepare for mutual involvement in appraisal discussion  Review areas of accomplishment and improvement together 4. Provide on-going feedback and coaching  Create opportunities for ongoing communication  Acknowledge and reinforce strong performance  Identify, monitor needed improvement  Discuss possible actions to achieve improvements  Provide training and development opportunities and update knowledge and skills 2. Discuss job mastery, career development  Initiate job mastery, career development discussion  Assess job satisfaction  Identify career direction and developmental needs 3. Create performance goals  Discuss job requirements, department goals & objectives, priorities Set performance objectives, standards Decide how performance will be measured Identify employee development needs 20-Sep-18

Best Practices Focus on behavior and how you observe the behavior impacting the work and others Provide feedback that: Is fact-based, with evidence to support the feedback, whether it’s positive or negative Provide information about where performance can be improved Provide an opportunity to discuss future development of the employee 20-Sep-18

Negative Feedback – Example “You are rude”……versus….. You did not let the patient finish her responses. You grabbed the requisition from your colleague’s hands. Your voice was raised, your tone was sarcastic and it was heard by many. 20-Sep-18

Positive Feed back example… “You are a wonderful employee” vs…… “When people call on the phone and are anxious, you talk with them calmly and walk them through the next steps. As a result, the callers relax and you are able to do your work efficiently.” 20-Sep-18

Writing Performance Appraisals - Resources Consider feedback you have received from others – especially if the employee works on a team, coordinates duties with another supervisor, or provides services to an assigned client group(s). Notes (handwritten or electronic) from your meetings with the employee Seek employee, peer or management feedback on performance 20-Sep-18

The Performance Appraisal Discussion Create a positive climate during the meeting Seek to understand (i.e. “there is no right or wrong”) Be a good listener Support professional development (SOM WINGS) Maintain open communications during the discussion or discussions! 20-Sep-18

Writing Goals / Evaluations Sample Goal: Write and produce bi-weekly staff newsletter Evaluation (Accomplishment): Met monthly production goals; produced under budget by publishing newsletter on-line Impact: Staff reported feeling more informed about unit changes, policies and staff development opportunities 20-Sep-18

Complaint 70 Looks, sounds, and feels like a Grievance May be filed for a rating less than “Satisfactory” Most common complaints linked to low performance ratings: Hostile Work Environment Bad Boss Discrimination (Title VII) 20-Sep-18

Summary Remember… The performance appraisal summarizes the employee’s contributions over the entire appraisal period (generally one year). It is NOT a step in the disciplinary process. It may occur as often as you believe is necessary to acknowledge the employee for accomplishment and to plan together for improved performance. 20-Sep-18

Performance Management & Appraisal Q & A and don’t forget to sign attendance roster! THANK YOU!!!! Thank you !!!! 20-Sep-18