1. Performance Review Training
Getting the Highest Return on Your Investment
Ron Mooradian (Human Resources)

2. Why Do We Do Performance Reviews?????
Provide feedback to the employee on how they are doing.
Provide information to develop the employee
Help us to make good pay and other personnel decisions
Keep us out of court!

3. Legal Issues Related to Performance Reviews
A performance review will help the employee understand your expectations, making it less likely that they will later challenge your decisions.
In the event of a legal challenge, a well-prepared performance review is your first line of defense. If there is no review, or it is not consistent with the decision, You Will Lose!

4. Legal Issues - continued
Let’s face it...HR will not let you fire a bad employee if your documentation is not complete.

5. Performance Review Cycle
Set standards for performance
Observe employee and provide feedback (positive and negative) on a regular basis
Provide developmental opportunities
Evaluate performance at end of year
Set new, higher standards and start again

6. Themes from the Video
Keep records of your employees’ performance (it doesn’t have to be fancy, just a reminder about things that you’ve observed).
Apply objective standards (to the extent possible).

7. Themes from the Video - cont.
Prepare for the interview (allow plenty of uninterrupted time, plan for the discussion)
Manage the interview (start with the positive whenever possible, ask questions of the employee, encourage discussion, be kind but firm on the negatives)

8. Themes from the Video
Set realistic goals (the employee should participate in this part of the discussion)
Follow up with the employee (put a tickler on your calendar, otherwise it will never happen)

9. Several Forms to Choose From
Employee
Supervisor
All Narrative Progress Review

10. Employee/Supervisor Performance Review
The “Long” Form

11. Section 1 - Review of Goals Achieved or Not Achieved
Simple listing of the established goals for the year and how well they were achieved or not achieved.
Be specific...if a goal was not achieved, say so. Sometimes there may be mitigating factors, sometimes not. If there were mitigating factors, say so.

12. Section 2 - Performance Factors
Not all factors will apply to each employee, but most will.
Use the middle column for employees whose performance is consistent with the normal, expected standard of achievement. Most employees fall in this column.

13. Performance Factors - cont.
While high check marks make an employee feel good, it is the narrative that gives them the information to do a better job.
For any checkmarks that are outside of the middle column, you are required to provide narrative.

14. Section 3 - Overall Rating
Should be reasonably consistent with the overall placement of the individual factors, but not always precisely so as some factors are more important than others for a particular job.
“Inflation” in this area will lead to expectations at salary increase time that you may not be able to fulfill.

15. Section 4 - Growth and Success
Be as specific as possible, using examples whenever possible.
Try to keep notes on employee accomplishments during the year...it’s a bummer when the boss forgets a big success that you’ve done.
Be liberal, but realistic, in your praise.

16. Section 5 - Goals for the next period
One of the most important parts of the review...sets the stage for the next 12 months.
Goals should be significant and challenging, yet achievable.
Goals should be specific and measurable.
Allow the employee to participate in the goal-setting process.

17. Section 5 - Goals for the next period
Departments managers should look at their processes to align them to the University vision and strategic plan. This should be a goal in most reviews, and almost certainly in those for supervisors/managers.

18. Section 6 - Employee Development
Should never be left blank...at last check we had no perfect employees
Do not suggest something that would be unreasonable to accomplish
Where appropriate, suggest attendance at Biola seminars...talk to T&D about special needs
Let the employee suggest development activities

19. Section 6 - Employee Development - Continued
If the employee is a supervisor, you should address their progress in the Supervisor Training Program. Supervisors are expected to complete this program in 2 years, so if they are overdue, this needs to be dealt with.

20. Section 7 - Review
Allows the reviewer to sum up the evaluation and re-emphasize key elements (particularly areas needing improvement).
Allows evaluator to end the review on a positive note (assuming the employee meets standards), praising the employee and remarking on their value to Biola.

21. Section 8 - Signatures
Both the reviewer and the next-level manager should sign before the form is seen by the employee.
Encourage the employee to make comments and then return to you. They are welcome to make a copy of it.

22. Section 8 - Signatures
If the employee makes substantive comments, they should be shown to the reviewing manager.

23. The All Narrative “Short” Form Progress Report

24. You Can Use The All Narrative Form IF...
The employee/supervisor pairing is unchanged from last year (an employee’s first review needs to be on the long form).
The employee is doing substantially the same job as last year.
The employee’s overall performance is at least satisfactory.

25. Differences from the Long Form
Instead of rating 25 to 30 factors, you will provide narrative on 8 major job characteristics (plus 3 more for supervisors). The 8 characteristics fall under the general themes of Job Performance, Interpersonal Skills, and Work Relationships.
Only 3 choices rather than 5 for overall rating.

26. Same as the Long Form Review of former goals and success in achieving.
Goals/objectives for next period.
Suggestions for employee development.
Reviewer’s summary.
Approval requirements and employee comments/signature.

27. The All-Narrative Form will Work Well IF
You do a good job of writing descriptions that are specific and laced with examples.
You are willing to spend time discussing it thoroughly with the employee.
There are no significant performance problems that require correcting.

28. All narrative form will work if...
There has not been a dramatic change, positive or negative, since the last review period.
You are comfortable with an all-narrative form.

29. Three common causes of a poorly done review
Guilt
Lack of Accountability
Ineffective Application of Standards

30. Key Things to Remember About Performance Reviews
An employee should NEVER be surprised by any comment they receive on their form
Check marks feel good, but narrative and discussion help employees change
Examples of good or bad behavior help the employee to understand
Focus on observed behavior, not subjective feelings

31. Key Things - cont.
Never put anything on the form that would embarrass you in court
The middle column is good performance
Never make promises on the form that you are not sure you can keep

32. Final Thought
While preparing performance reviews can be tedious, they are very important to your employees. They deserve the same level of effort on their reviews that you want from them as they do their daily tasks.