1. Performance Discussion Workshop: Tips for Employees
Employment & Organizational Development
July 17, 2019
Welcome participants
Introduce facilitators
Introduce other members of EOD
Go over housekeeping rules
Expectation that everyone participate – we’re putting them to work!
Can get up and move around as needed
We’ll be together for 75 minutes

2. Performance Discussion Workshop Content overview
Key Terms Defined
Benefits of Performance Appraisal
Types of Performance Appraisal
Key Elements of Performance Appraisals
Performance Management Cycle
Successful Performance Appraisal Discussion
Performance Discussion Workshop Content overview
OVP
Review agenda and expand upon/explain each bullet

3. Performance Management: the continuous process aimed at planning, monitoring and evaluating the objective for employees and their total contribution
Performance Appraisal: an operational tool to improve efficiency of employees
Employee Development: an effort between the Institute and the employee to develop workers’ skills, knowledge and opportunity
Key Terms Defined

4. Benefits of Performance Appraisal: The Employee
Development: Employees learn what their key strengths are and where they should focus
Better Performance: On the individual level and organizational levels when done consistently and well
Effective: Higher satisfaction and morale among staff, retention of strong performers, and an effective means for poor performance
Broad view: Overall Assessment allows employee to see the big picture vs. focus on small points
Benefits of Performance Appraisal: The Employee
Is the employee pruning a few trees while the forest is on fire?
Example: If an employee is given feedback on being late to meeting but not on prioritization, they might be the timeliest person to deliver mediocre results.
A forcing function: To make sure tough feedback is delivered rather than swept under the rug.

5. Benefits of Performance Appraisal: The Manager/ Supervisor
Establish clear, measurable expectations and providing a climate conducive to success
Guide Performance to ensure work is at a consistently higher level or improves over time
Goal attainment making certain that individual tasks contribute to the attainment of departmental goals
Identify performance issues and set clear course for correcting or improving them
Benefits of Performance Appraisal: The Manager/ Supervisor

6. Benefits of Performance Appraisal: The Institute
Helps both the manager and the employee assess how performance fits into the bigger picture of the department/Institute
Facilitates the department and Institute in realizing their missions and objectives
Assists the department in determining whether skills and knowledge of current staff can meet the future needs of the organization
Benefits of Performance Appraisal: The Institute

7. Types of Performance Appraisal
Narrative: A series of brief paragraphs in which appraisers provide detailed assessments of employee performance in particular categories. (descriptive summary)
Numerical Scale Form: A quantitative form in which the appraiser assigns a numeric value to the employee’s performance. (e.g. scale from 1-5)
Descriptive Scale Form: a semi-quantitative form that requires the appraiser to rank the employee’s performance that uses descriptors. (e.g. Exceptional to Unsatisfactory)
Types of Performance Appraisal

8. Key Elements a Performance Appraisals may include
General Performance
General performance includes basic workplace responsibilities, such as attendance, punctuality and policy adherence
Specific Job Responsibilities
The specific job responsibilities are the immediate items in which the you are responsible for completing every day and without fail
Year-to-Year Comparison
Your performance review may include a section that provides a year-to-year or evaluation-to-evaluation comparison.
Goal setting/Development Plan
This section may include goals/development for improving your position and success within the organization.
Key Elements a Performance Appraisals may include
General Performance also incorporates the “soft” responsibilities, including attitude, cooperativeness, approachability and the employee’s overall ability to take clear direction. Although these aspects are not immediate aspects of the employee’s specific job responsibilities, these aspects can greatly affect the overall success or failure of the employee’s job success. Therefore, it is important that you not only address these aspects, but provide supporting examples, such as an attendance record, customer compliment or customer complaint.
Specific Job Responsibilities
Depending on the position, these responsibilities may include customer service, sales, inventory and even resolutions. These are the responsibilities that directly affect the business when they are not completed. Your review of these specifics should include a close analysis of your employee’s productivity and success within the position. Like the general performance section, you should support your findings and comments with supporting information. This will make the information and findings easier for the employee to understand during your performance review discussion
Year-to-Year Comparison
The comparison should review the continued progress, as well as the areas that need improvement. This evaluation comparison will also begin to show a pattern of expectancy from your employee. In the event of a poor evaluation, a comparison of evaluations will help you to identify if your employee is just having a subpar year, struggling in a certain area or simply needing a change from the position. Comparisons also help to identify employees that have grown through their position with hopes of advancement or promotion.
Goal Settings
Goal setting is an essential force in the performance review. The goals that are set within the performance review are based on the findings of the aforementioned sections. The goals should include items such as improved attendance, refined metrics adherence and improved accuracy. The goals should be clearly stated and within the employee’s reach.
Considerations
It is important that you provide an unbiased review of the employee. The performance review should be based on facts that are supported with evidence that has been collected throughout the year. It is also advised that you complete the review when you are clear-headed, well-rested and without anger to ensure that you providing a fair review.

9. Goal Setting Performance Goals
Short-term objectives set for specific work in in your current position
Relate to the department's overall goals
Includes clearly defined expectations for success
Usually asked as:
What goals would you be interested in working toward between now and the next performance appraisal?
Goal Setting

10. Development Plans Development Plans
Tie to anticipated needs in the your current position and/or focus on opportunities outside the your current role and/or
The organization's anticipated needs and/or focus on your strengths, talents, and interests separately from the current position
Usually asked as:
What are your careers goals in the next year or two? or Where do you see yourself in 5 years?
Development Plans

11. Suggested Performance Discussion Process
Employee Completes a self evaluation
Manager completes evaluation
Discussion between manager & employee
Combine both manager & employee feedback for a blended review
ASI Discussion (September)
Suggested Performance Discussion Process

12. Performance Appraisal Discussions
The purpose of the Performance Appraisal Discussion is for each manager to engage in a substantive discussion with their employees.
Discussions may include:
Employee successes in the past year
Obstacles encountered since the last conversation
What are the performance goals/development plan for the coming year?
Performance Appraisal Discussions

13. The Manager’s Responsibilities
A positive and supportive working environment that includes timely feedback
Feedback that is clear and consistent
Accurate performance evaluations
Fair and consistent treatment
Addressing issues in a timely manner
Clarifying expectations
Ongoing communication
The Manager’s Responsibilities
OVP
Expand on each of the bullet points
Explain why it matters that a manager understand these responsibilities

14. The Employee’s Responsibilities
Meeting job requirements and acceptable standards of performance, conduct, and attendance
Being prompt and reliable, and accurately reporting time and attendance
Giving adequate notice of absence
Communicating with management on all subjects affecting their ability to perform their job
 Complying with all Institute policies and procedures
 Working cooperatively with all members of the Caltech community
 Asking for assistance when unsure about a task or assignment
The Employee’s Responsibilities
OVP
Expand on each of the bullet points
Reiterate that in order for employees to meet job requirements and acceptable standards of performance, conduct and attendance, they need to know the goals and expectations of their position.
Ask participants: What does working cooperatively with other members of the Caltech community look like for them and their team?
Point out that manager or manager’s delegate needs to be available to provide assistant to the employee when needed.

15. After the Performance Appraisal Discussion
The Employee knows:
What am I doing well?
Why do my goals matter?
How do they need to be accomplished?
What can I improve on?
The manager knows:
How did the employee fare with set goals and expectations?
What expectations can be set for the following year?
Are there any performance gaps?
Useful employee feedback
After the Performance Appraisal Discussion

16. What Employee and Organizational Development can assist you with?
To roundtable concerns and solutions
To clarify policy
Coaching/consulting on workplace matters
EOD is here to help
Employee & Organizational Development at x6382
Jessica Almeida x8039
Rose Murillo x5930
Ofelia Velazquez-Perez x3819
Ana Liza V. Zell x3173
OVP
Point out that EOD is their Control Tower – and expand on how EOD can partner with managers to deal with issues that may arise while being be resource to both the manager and the employee
Expand on the types of factors that my be affecting employee performance and when it may make sense to partner with DLAU or Staff and Consulting Center (SFCC)