Hitting the Jackpot with Your Performance Review SWON Staff Symposium

Objectives Discuss Why Evaluations Fail Behaviors of Effective Supervisors Common Errors Roles the Employee Plays What You Can Do to Prepare and Be Engaged Setting Goals Managing Performance All Year Assess Performance Issues

Advantages of Evaluations Establishes expectations and standards Provides written documentation Communication tool Identifies strengths & weaknesses Identifies areas of improvement Sets goals for the future

Top 10 Reasons Why Performance Evaluations Fail 1. Evaluator does not know what employee has done. 2. Performance high points and low points are discussed in generalities vs. specifics. 3. Evaluator is not skilled in determining current level of performance. 4. Evaluator fails to set specific objectives for the interview. 5. Neither evaluator nor employee is adequately prepared. 6. Self-evaluation is ignored or minimized. 7. Evaluation is only historical rather than historical and developmental. 8. Evaluation interview is one-way communication. 9. Too much emphasis on filling out the form and not enough on problem solving or planning. 10. No mechanism for follow-up prior to next review.

Common Rating Errors Halo/Horns Central Tendency Leniency or Strictness Past Performance Recency Effect Potential Error

Halo/horns effect Inappropriate generalizations from one aspect of an employee’s performance to all areas of that person’s performance

Central Tendency Inclination to rate people in the middle of the scale even when the performance clearly warrants a substantially higher or lower rating

Leniency or Strictness Opposite of central tendency Rates all employees high or low than their performance actually warrants

Past Performance Permitting an employee’s performance (poor or excellent) in a previous rating period to color the supervisor’s judgment about performance in this rating period.

Recent Performance Error Tendency for minor events that have happened recently to have more influence on the rating than major events of many months ago.

High Potential Error Confusing an individual’s future performance with current performance

INEFFECTIVE Gives little or no advance notice. EFFECTIVE Gives advance notice. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Has not documented evidence. EFFECTIVE Presents documentation. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Quotes hearsay. EFFECTIVE Sticks to observed behaviors. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Springs surprises. EFFECTIVE Discusses evidence available to both supervisor and employee. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Loses control of interview. EFFECTIVE Controls the interview. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Gives general feedback with few specifics. EFFECTIVE Gives specific feedback. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Is relatively uninterested in employee’s explanation. EFFECTIVE Listens to the employee. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Does not ensure that employee understands problem. EFFECTIVE Makes sure employee understands problem. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Fails to get commitment to change. EFFECTIVE Gets a commitment to change. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Fails to get plan for improvement. EFFECTIVE Gets a plan for improvement. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Restricts interview time. EFFECTIVE Allows for sufficient time. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Rejects employee’s feelings and emotions. EFFECTIVE Accepts employee’s feelings. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

INEFFECTIVE Uses interview to punish employee. EFFECTIVE Uses interview time to give employee constructive feedback. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

What To Expect From Your Supervisor 1.Controlled Environment 2.Schedule in Advance 3.Discuss Your Role in the Big Picture 4.No Surprises 5.Direction, Support, and Coaching 6.Have Examples and Documentation on Performance Issues 7.Review and Modify Goals and Objectives Throughout the Year 8.Ensure You Receive a Signed Copy

8 Step Process to Conducting Evaluation Meetings 1. Control the environment 2. State the purpose 3. Ask for employee’s opinion 4. Present your assessment 5. Build on employee’s strengths 6. Get employee’s reaction to your assessment 7. Set specific goals 8. Close the discussion

Your Role in the Process 1.Prepare 2.Relax, Be Attentive and Ready to Discuss 3.Be Open 4.Discuss Your Role in the “Big Picture” 5.Be Honest

Your Role in the Process 6.React to Criticism Calmly and Objectively 7.Discuss Goals for Improvement 8. Ask for Help or Training if Needed 9. Take Pride in Your Accomplishments 10. Plan for the Future

Self-Assessment Tool on page 7 and 8 Diagnosing Performance Issues (handout) –Perception –Resources –Training –Aptitude –Expectation –Incentives –Salience

Goal - Setting What is a goal? –A goal is a specific and measurable accomplishment to be achieved within time and cost constraints. SMART Goals –Specific –Measurable –Action-oriented –Realistic –Time and resource constrained

Goal-Setting Process and Motivation Motivation Performance Outcomes Satisfaction Six Elements of Integrating Goals and Motivation

Managing Performance All Year 1.Communication 2.Tracking 3.Self-Assessment 4.Performance Discussions 5.Recognizing Need to Change Goals and/or Priorities

You Be the Evaluator

QUESTIONS?