1. Performance Reviews…Evaluations…Appraisals
Writing Effective Annual Evaluations and Supporting Employees in the Process
Cheryl McCue, Ed.D
North Penn School District
Putting meaning in the process…
Evaluations are a serious personal and organizational matter. Every performance appraisal that fails to motivate-or worse, demoralizes-is a lost opportunity for both the employee and the employer. ~The Essential Performance Review Handbook.

2. Agenda and Goals Discuss Supervision versus Evaluation
Performance Management
Understand the Goals of Performance Evaluation
The WHY and WHAT of the Evaluation Process
Share Sample Job Description and Performance Appraisal Documents
Frame the Meeting and Action Plan
Provide Feedback
Continued Growth and Improvement

3. Supervision vs. Evaluation
Supervision is…the action or process of watching and directing what someone does or how something is done.
Formative and ongoing
Observation-based
Evaluation is…the act of judging the value or condition of someone or something in a careful and thoughtful way.
Summative and final
Judgment-based
~Merriam-Webster Reference
Supervision is usually interpreted as being supportive intervention whereas evaluation is the appraisal of performance against criterion/job description and includes departmental and/or organizational expectations.

4. Performance Management
Goals and Process
Proactive performance management is a component of supervision and evaluation of employees. Ideally, the review is a two-way discussion and the employees’ strengths and weaknesses are considered within the context of the job description and the organization’s mission. Ideally, the performance review if constructive, separate from discussion of compensation, and contains no surprises. It should reflect a series of discussions or mini-reviews that have been conducted throughout the year.

5. The Performance Review
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6. Performance Management/Appraisals…the WHY?
Opportunity for two-way performance feedback…communication and rapport
Motivational tool
Recognition for individual performance and contributions to a team environment
Goal-setting for future
Personal, department, organizational
Opportunity to reinforce and document personnel decisions
Opportunity to support individual needs and provide for growth
Performance Evaluation includes: goal setting, performance measurement, feedback, self-evaluation, recognition, documentation of progress, and a final report.

7. Proactive Performance Management… the WHAT
Determine major job duties
Job Descriptions
Define performance standards
Communicate performance & behavior expectations
Provide orientation to new employees
Establish priorities for each employee
Have written policies, procedures and work rules
Performance Management lays the foundation for supervisors to first clearly establish critical job duties and direct employees to perform them. It is a critical component to the successful supervision and evaluation of employees as well.
First, supervisors need to determine what the critical job functions are. Then, what are the performance standards for these duties.
As a supervisor, it is your responsibility to teach your employees how to do their job.
The employee must understand your expectations and consequences of failing to meet your performance standards. If a write up merely documents a performance problem without pointing to the consequences of failure to improve, then the write-up will lack the “teeth” necessary to meet due process guidelines.
When someone has mastered that job duty, what does that look like? What does substandard performance look like and how do you measure it? What are the consequences of failing to meet performance standards

8. PMM…the WHAT continued
Establish a climate of communication
Open door policy
Provide on-going coaching and feedback
Hold performance discussions
Supervise and Document job performance
Evaluate job performance
Provide effective training & resources
Employee Assistance Programs

9. The Job Description Components
Job descriptions shared with and understood by employees and supervisors minimize the disconnect that often occurs between what employees and supervisors believe counts the most. Clear and specific language and examples provide everyone with the ‘look fors’ in performance.

10. Duties/Responsibilities
Main Elements:
KSAs
Knowledge
Skills
Abilities
Duties/Responsibilities

12. The Appraisal Document
Sharing Thoughts and Witnessing Performance

13. What?...
So What?...
Now What?
What’s working?
What’s the behavior that is not working?
What is the expectation?...not being met?
What’s the impact? What’s the problem?
What needs to be done differently? Consequence, if not?

14. Appraisal Feedback Review Job Description Summarize Feedback
Emphasize major responsibilities/goals/initiatives
Summarize Feedback
Cite strengths & Identify areas for growth and improvement
Evidence-based
Share Other General Characteristics
Communication and interpersonal skills
Team player aspects
Appreciation for specific talents/skills
Always include the offer to remain available to help and discuss areas where additional support may be required.
Compare expectation to performance and state comments as positively as possible
Provide examples and suggestions
Offer appreciation and support as appropriate

15. Document, Document, Document
Be clear and specific
State information in the positive
Share information as objectively as possible
Provide factual and observable evidence
Avoid subjective and/or negative language

16. Documentation Do’s and Don’ts
Example:
“You were hostile toward a summer worker.” (subjective)
“You were rude and abrupt with a summer worker when you told him it wasn’t your problem he didn’t bring the right paperwork.” (objective)

17. “You left your work area untidy again.” (subjective)
Turn and Talk to re-phrase the statement in order to make it objective.
Re-phrased: “An eight inch stack of incoming work orders was piled on your desk, your trash can was overflowing, and remnants from your lunch were left on your side table.” (Objective)
Others???

18. The Appraisal Meeting
Engaging the Employee

19. Scheduling & Conducting the Meeting
Provide advanced notice and allot ample time for the meeting
Avoid interruptions
Create a positive, communicative atmosphere
Engage in dialogue and listen to the employee’s perspective
Give good information and measure feedback so as not to overwhelm the employee
Maintain control of the conversation
Express empathy, if and when necessary
Encourage Dialogue by being at ease and getting the other’s perspective. Ask others to contribute and provide opinions. Show sensitivity and listen for statements that may lead to new or additional information. Check for understanding by repeating, paraphrasing, and taking time to reflect and offer your thoughts. Use listening skills and demonstrate patience.
Be an active listener and try to understand the employee’s message from his/her point of view. Seek understanding by listening to words and clarifying understanding. Focus on content as well as delivery and pay attention to non-verbal signals. Listen for what you don’t want to hear as well as what you do want to hear and listen long enough to understand what the other person is telling you.
Give good information and Measure feedback for relevancy and meaning as well as to not overwhelm the employee. Make sure the other person receives the message you intend to convey. Be specific and provide details. Understand that change is difficult and takes time.
Maintaining control of the conversation allows the supervisor to have balance, maintain the confidence and self-esteem of all parties involved, and build constructive relationships and integrity. Control emotions and remain factual. Be cognizant of posture, voice, tone, eye contact, and body language.
Script out the meeting…advanced preparation is key to success!

20. Moving Forward
Action Plan/Steps for Supporting Employees

21. Action Plan/Steps for Improvement
Review job description and expectations for performance
Assure understanding
Provide coaching/mentoring opportunities
Demonstrations of tasks
Share strategies, tools, templates
Offer Employee Assistance Program (EAP), if appropriate and available
Conduct monthly meetings ~ discuss progress and summarize in writing

22. Questions & Answers Thoughts and Comments
Thank you for attending today’s session, good luck, and best skills forward in supporting your employees!