Conducting Effective Performance Appraisals Pen Bay Healthcare December 2010

Today’s Objectives Participants will understand PBH expectations concerning conducting annual employee performance evaluations Participants will become familiar with all facets of conducting effective performance appraisals

Objectives of an Appraisal Program To provide employees with the opportunity to discuss performance and performance standards with their supervisor To provide the supervisor with a means of identifying the strengths and areas in need of improvement concerning an employee’s performance

Appraisal Program Objectives (cont’d) To provide a format from which the supervisor can recommend a specific program designed to help an employee improve performance To provide a basis for salary recommendations (not applicable at PBH)

Qualifications of Appraisers Opportunity to observe. The appraiser must be in a position to collect relevant information about the person being evaluated… through personal observation, reviewing records, or talking with others who have direct knowledge of the person

Qualifications (cont’d) Understanding of Job Requirements. A clear understanding of job requirements and standards of satisfactory performance is required. Having an appropriate point of view. One’s point of view influences which observed performance is considered desirable or undesirable.

Setting Standards for Honest and Consistent Reviews Position Descriptions Up to Date, Complete & Accurate Clearly Defined Essential Job Responsibilities Behavior Standards (RESPECT) Minimum Qualifications

Setting Standards for Honest and Consistent Reviews(cont’d) Rating Systems Need to be supported with substantive and specific narrative Goals Use SMART

Establishing Performance Criteria Employee’s major accomplishments during the time frame of the evaluation Goals accomplishment Problems encountered regarding goals accomplishment Problems to avoid in the future (coaching)

Establishing Performance Criteria (cont’d) Employee’s strengths Areas in need of improvement

Scheduling the Review Schedule the review and notify the employee 10 days to two weeks in advance. Ask the employee to prepare for the meeting by reviewing his or her performance, job objectives, and development goals. Answer preliminary employee questions Discuss meeting agenda with the employee.

Prepare for the Review Plan for what is to be discussed, including specific facts and examples. Establish meeting objectives and agenda. Include time to discuss the employee’s concerns and questions. Allow sufficient time for the session.

Preparation (cont’d) Plan for open dialogue - opportunity to review performance, consider lessons learned, progress for year and establish goals and objectives for next year. Lay out plan for performance discussions - collect and review notes, statistics, counseling and performance based examples.

Preparation (cont’d) Prepare to discuss the full range of issues which may arise in the performance evaluation discussion Don’t exhibit defensiveness - if employee criticism is justified due to management failure or lack of resources, accept, and move on to the next area of review

Preparation (cont’d) Respect confidentiality of the review discussion when possible. If unlimited confidentiality cannot be promised, advise employee accordingly.

Create a Proper Setting and Climate Select a location that is comfortable and free from distractions. Take action to eliminate unannounced visitors and telephone calls. No cell phones, pagers, e-mails Ensure that the selected location will encourage a frank and candid conversation. Avoid “a let’s get this over with” attitude.

What to Cover in a Formal Review Review both quality and quantity of work Discuss identified trends Discuss how specific tools or training have affected job performance Identify specific tools or training that can be used to improve job performance

What to Cover in a Formal Review (cont’d) Provide feedback on matters of performance, behavior and interpersonal relationships Review and evaluate progress concerning goals set at prior review Set goals for the next review period

High Performers Goal - build an emotional bank account Key Message for high performers is to re-recruit them “I value you. I do not want you to leave. Is there anything that might cause you to think about leaving? What can I do to help you and your department to achieve your goals?”

Middle Performers Goal - Invest in developing these employees and help them become high performers Reassure the employee - let her/him know she/he is valued Support - describe good qualities Coach - cover a development opportunity (one area only) Support - reaffirm good qualities

Low Performers “No Surprises” - do not wait until the annual performance evaluation to inform an employee that she/he is not performing satisfactorily Review documented unsatisfactory performance/behavior with the employee and advise her/him of her/his progress

Low Performers (cont’d) Goal - “manage up or manage out” Do not start the meeting out on a positive note Describe what has been observed Evaluate how you feel Show what needs to be done Know the consequences of continued same performance and document

Low Performers (cont’d) Cite specific observed examples - past incidents or lack of meeting goals and impact on employee, team, customer, department etc. If necessary, advise employee that the development of a performance improvement plan will be necessary and set a separate meeting to do this

Goal Setting Mutually define and establish specific goals/objectives for the evaluation period Create mutually agreed time frames to review progress on goals Communicate changes or redirection of goals in a timely manner

Goal Setting (cont’d) Use SMART goal Criteria S pecific M easurable A chievable R elevant T ime-Bound

Goal Setting (cont’d) Align goals with the PBH’s strategic and business plan Establish mutually agreed to goals which add value Recommend and recognize behaviors that are aligned with organizational business plans Establish regular review dates

PBH Rating Standards Outstanding Above Expectations Achieves Below Expectations Unsatisfactory

Narrative Narrative is required whenever there is an Outstanding or Unsatisfactory rating Narrative should be specific to fully explain the rating

Rating Perils Halo/Horn Effect - evaluator allows one positive or negative performance dimension to influence all ratings Central Tendency - lack of rating differentiation between employees Leniency - avoids honest ratings to avoid conflict Recency - narrow focus on recent events

Rating Perils (cont’d) Similarity/Like Me - favorable rating to employees who have similar values or interests as the rater Constancy - rate employees via comparison or rank order rather than against established objective criteria

Avoiding Other Rating Perils Ensure that statements are objective Consider the totality of the employee performance Keep good records/documentation to ensure the use of specific examples Establish regular review dates concerning established goals and unresolved performance & behavior issues

Avoid Other Rating Perils (cont’d) Discuss specific performance issues and behaviors objectively Consider the legal impact of inaccurate performance ratings Maintain clear and open communication channels

Avoiding Other Rating Perils (cont’d) Specific comments should avoid any connotations which are connected to: age, race, sex, sexual orientation, religion, national origin, veteran status or a specific disability

Timeline - 2011 HR will Forward Modified Job Descriptions to Employees for Signatures on December 22, 2010 Performance Appraisals Forwarded to Managers on January 3, 2011 Performance Appraisals Due to be Completed by March 31, 2011

Q & A Questions? Comments?