Supervising, Goals and Evaluations – One Size Does Not Fit All Geri Landwehr University of Northern Colorado

Performance Management A collaborative process between managers and employees that is created and implemented to ensure that employee performance is identified, developed and rewarded.

Why is it Important? Allows for communicating performance and measurable expectations. Opportunity to REINFORCE good behavior and CORRECT not so good behavior Consistency – policy, procedures and how applied

Feedback and Documentation Learn how to give proper feedback and document performance Helps morale when employees feel they are all being treated fairly Helps productivity and quality of work Helps in succession planning and training Helps with employee retention

No employee should be completely surprised during an evaluation No employee should be completely surprised during an evaluation. The annual performance process is a snapshot or overview of the results of the year. “Managers play a role in the poor performance of the employees” – Dr. Susan Jesperson, School of Management, Walden University

5 Types of Goals To achieve routine work assignments To resolve identified problems To support innovation For professional development To support institutional or department goals

SMART Goal Setting

Objective/Progressive Measurement Standards/Goals/Objective Associated with Success in This Position   “Standards/Goals/Objectives” are specific statements or requirements and agreed upon by the supervisor and the employee. “Measurement Method” reflects the evaluation basis for the expected results. “Results achieved’ are the accomplishments of the employee during the evaluation period.   1 Standard/Goal/Objective: Maintain collections at established baseline Results Achieved: Needs Improvement Successful Outstanding Measurement Method: NI – Monthly collections are below established baseline for three or more moths. S – Monthly collections exceed established baseline by 10% for more for six or more months, with at least three of these months exceeding baseline by 15%. O – Monthly collections exceed established baseline by 10% or more for six or more months with at least three of these months exceeding baseline by 20%. 2 Cross train on collection agency reconciliation process. NI – Didn’t do S – Cross training completed by 2/28/14 O – Cross training completed by 10/31/14 and procedures written on the process.

Match Goals to Employee Wants Do they want to advance? Are they nearing retirement and just want status quo? Do they crave learning new things? Are they measurable, attainable and meaningful?

Behaviors Associated with Success in the Position Reviewable Behaviors Job Knowledge/Potential Professional Conduct/Reliability Motivation/Commitment Communication Interpersonal Relations Problem Solving/Reasoning Customer Service

Professional Conduct/Reliability Accepts responsibility for all areas of job. Uses time effectively with minimal errors. Completes work thoroughly in a reasonable amount of time. Meets established goals. Works accurately, neatly, and makes suggestions and appropriate changes. Handles conflict in a constructive manner. Willingly accepts supervision. Can consistently be relied on to perform job. Seldom needs to be reminded. Does not abuse leave practices. Conveys positive and professional image of work unit to others.

Mid Year Review Prepare for the meeting Review the Goals/Plan Adjust the Goals/Plan Document the Discussion

Self Evaluations Make employees feel like their input matters They may remember something you forgot that they accomplished Give you a heads up on areas where you might have disagreement

Annual Evaluation Take notes during year. Don’t wait until evaluation time to document or have important performance conversations Store information from others such as written or verbal feedback Keep track of conferences and trainings Listen to phone calls and pay attention to customer service opportunities Keep track of negative disciplinary actions

Annual Evaluation Purpose is to improve performance for the whole department and emphasize how important the employee’s role is Let employee know that you want to find out how things are going from the employee’s perspective Encourage the employee to appraise their own performance and don’t monopolize meeting time

Avoid These Mistakes Excessive Leniency Excessive Strictness Central Tendency Halo Effect Pitchfork Effect Recency Error

Items to Remember Communicate Plan Educate Coach/Mentor Listen Correct

Be Good Leaders Almost all of our employees want to do a good job. Be clear in telling them what you think is a “good job”. Spend quality time in the process up front. A good plan and midyear review leaves no surprises at evaluation time.

Questions?