1. Performance Appraisal Review for Staff 2014
Facilitated by
Susan Oakley
Director of Employee Relations
Susie Olmos-Soto
Associate Director of
Organizational Development

2. Who? All Staff Members in Regular Positions
Hired Prior to January 1, 2015
Temporary Staff Optional, But Encouraged

3. What? Annual Performance Review Looks Back January-December 2014
Platform for Discussion of Work
Recognize Accomplishments
Discuss Ways to Grow Performance or Career
Establish SMART Goals for 2015
Accomplished in Three (3) Stages
Self Appraisal
Manager Evaluation
Scheduled Performance Review Meeting

4. Why a Performance Appraisal?
Provides an Opportunity to Talk to Your Supervisor
Provides an Opportunity to Measure Your Progress
Provides an Opportunity to Discuss Challenges Before You Act on Them
Provides Documentation for Merit Raise

5. Common Appraisal Myths
I only need to pay attention to what’s happened in the past three (3) months
I can’t tell my boss the truth
The merit raise is small so why not receive all good ratings
No one ever deserves the highest appraisal rating

6. Not-So-Common Appraisal Truths
Performance Appraisals Encourage Our Best Performers
Performance Appraisals Motivate Poor Performers
They Substantiate Promotions and Raises
They Document Problems
They Provide Future Reference

7. What Do Employees Deserve?
Mutual Respect
Clear Expectations
Ongoing Positive and Constructive Feedback
Involvement in Goal Setting
Being Treated Equitably and Consistently
Sharing of Information and Resources
Job/Career Enrichment Opportunities

8. What Do Managers Deserve?
Mutual Respect
Punctuality
Appropriate Notification of Absences
Appropriate Dress for the Workplace
Appropriate Behavior and Communication for the Workplace
Effective and Efficient Use of Time on Tasks
Accurate and Completed Work

9. Before the Appraisal Prepare to Communicate Crucially By:
Mastering Your Stories
Describing Gaps
Prepare to Motivate Yourself
Deciding Who will Do What by When
Following-Up

10. First Steps to a Productive Appraisal
Self Appraisal - Conduct your own appraisal prior to meeting with your supervisor and develop next year’s goals
Manager Evaluation – It’s a joint effort; however, supervisor has the final say
Set a Time and Place
Allow Time for Feedback

11. Next Steps…
Review Your Documentation (i.e., job description, calendars, notes, projects, goals met/unmet, etc…)
Review Your Self Appraisal
Make Notes to Discuss During Evaluation Meeting

12. Conduct the Meeting Be Objective, Not Judgmental
Give Specific Examples of Strengths and Areas for Improvement
Ask Open-Ended Questions
Ex: What areas do you see for improvement? How can that be accomplished?
Listen
Set Specific Goals and Timelines
Develop Action Plans

13. Giving Praise
Behavior: What aspects of the employee’s behavior is valuable?
Effect: What positive effect does the behavior/performance have?
Thank you: Where can you find opportunities to use this expression more?

14. Giving Corrective Feedback
Behavior: State the specific behavior that is unacceptable
Effect: Explain why the behavior is not appropriate or unacceptable
Expectation: How/When the behavior should change
Result: What will happen if the behavior continues/improves

15. Current Rating Scale for Non-Exempt
EE: Exceeds Expectations
ME: Meets Expectations
NPD: Needs Performance Development
DNM: Does Not Meet Expectations

16. EE - Exceeds Expectations
Consistently exceeds the communicated expectations of the job function, responsibility, or goal
Demonstrates exceptional understanding of work and the job
Identifies unique, innovative and workable solutions to problems
Achievements and abilities are obvious to coworkers and customers

17. ME - Meets Expectations
“On track” and fully achieves expectations
Independently and competently performs all aspects of the job function, responsibility, or goal
Performance consistently meets requirements, standards, or objectives of the job
Recognizes, participates in, and adjusts to changing work assignments

18. NPD - Needs Performance Development
Generally meets expectations required for the position
Competently performs most aspects of the job function, responsibility or goal
May require coaching in a weak area or may need additional resources or training to meet expectations
May be new to the position or have new duties/responsibilities

19. DNM - Does Not Meet Expectations
Employee fails to satisfactorily perform most aspects of the job function
Performance level is below established requirements for the job
Employee requires close guidance and direction to perform routine job duties
Performance may impede the work of others in the unit

20. Justifying Ratings Focus on Performance Be Specific Be Consistent
No Surprises

21. Setting SMART Goals this Year
To Align with Vision in Action: Academy of Tomorrow Strategic Plan
Results to be Achieved
Conditions That Will Exist
Time Frame
Available Resources/Training

22. What do SMART Goals Look Like?
Well-written goals are the fuel that drives performance.

23. Why are SMART Goals Important to Employees?
Mobilizes Employee Efforts
Directs Attention
Measures Outcomes
Leads to Higher Levels of Performance
Helps & Aligns with the Academy of Tomorrow Strategic Plan
Affects the Strategies Employees Will Utilize to Accomplish Tasks
Adds Value

24. Setting Meaningful TCU SMART Goals
Vision in Action:
Academy of Tomorrow
SMART Goal Examples
Goal 1: Raise TCU’s Academic Profile and Reputation
Goal 2: Fine-Tune the Size and Balance of the Student Body
Goal 3: Create the Optimal Campus Environment
Ex: Complete 24 contact hours of professional development training by November 2015
Ex: Complete 9 hours of college credit hours by December 2015
Ex: Work within department guidelines to increase student retention rates by June 2015
Ex: Identify and correct three workflow processes for effective use of time and workspace by July 2015
Ex: Complete Customer Service training by March 20, 2015

25. Things to Remember To not make hasty judgments
To be aware of nonverbal cues
To not be afraid of silence
To not interrupt
To use “I” statements
To say what you mean

26. Appraisal Location and Forms
Click
Forms & Publications
Website –

27. Appraisal Location and Forms
Click
Employee Relations

28. Summary Prepare for the Appraisal Discussion
Evaluate Your Own Performance
Stay Positive to Feedback from Your Supervisor
Watch Body Language
Be Open and Honest
Stay Involved in the Discussion
Explain Your Goals
Setting Mutual Goals Makes for a Productive Year

29. Dates to Remember
Performance Appraisals Due in HR No Later than 5:00 p.m. Friday, January 30, 2015
Salary Planning Opens Wed., February 4, 2015
Salary Planning Closes Wed., February 18, 2015

30. Thank you!