1. PERFORMANCE EVALUATION WORKSHOP The Performance Evaluation Process Mark Clements Human Resources The Performance Evaluation Process Mark Clements Human Resources

2. Completing the Annual Performance Evaluation ● Give specific feedback To maintain motivation and achieve performance goals This is the yearly report card – we have received them all of our lives and have come to expect them to let us know how we are doing ● Give feedback throughout the year Don’t wait for the formal review to praise work or pass on complements or to alert employees to specific problem areas so they can improve or be prepared for corrective measures ● Document performance on an ongoing basis Support for promotions or salary increases and disciplinary actions Many times supervisors want to discipline an employee, but their evaluations do not reflect any past problems with performance ● Give specific feedback To maintain motivation and achieve performance goals This is the yearly report card – we have received them all of our lives and have come to expect them to let us know how we are doing ● Give feedback throughout the year Don’t wait for the formal review to praise work or pass on complements or to alert employees to specific problem areas so they can improve or be prepared for corrective measures ● Document performance on an ongoing basis Support for promotions or salary increases and disciplinary actions Many times supervisors want to discipline an employee, but their evaluations do not reflect any past problems with performance

3. Completing the Annual Performance Evaluation ● Use a standard process Apply the process equally consistently objectively Base the ratings on the employee’s performance not personal characteristics that are not job-related ● The main elements of the cycle are Completing the evaluation and preparing for the conference Meeting to discuss the evaluation Improving future performance ● Use a standard process Apply the process equally consistently objectively Base the ratings on the employee’s performance not personal characteristics that are not job-related ● The main elements of the cycle are Completing the evaluation and preparing for the conference Meeting to discuss the evaluation Improving future performance

4. Completing the Annual Performance Evaluation ● Remember future merit raises may be linked to evaluations Don’t mark someone “commendable or superior performance just so the employee can qualify for a merit increase ● Remember future merit raises may be linked to evaluations Don’t mark someone “commendable or superior performance just so the employee can qualify for a merit increase

5. ● Review the employee’s job description Consider the essential functions of their position Update the job description if it has changed since the last meeting ● Review goals that were set during the last performance evaluation Did the employee meet their goals Did the goals change Did something prevent them from reaching their goals ● Review the employee’s job description Consider the essential functions of their position Update the job description if it has changed since the last meeting ● Review goals that were set during the last performance evaluation Did the employee meet their goals Did the goals change Did something prevent them from reaching their goals Before completing the Performance Appraisal

6. ● Review any other documentation related to the employee during the evaluation period This could include notes, letters of commendation, departmental counseling, disciplinary actions, etc. ● If the employee reports to others up or down the supervisory chain, be sure to solicit their input ● Review any other documentation related to the employee during the evaluation period This could include notes, letters of commendation, departmental counseling, disciplinary actions, etc. ● If the employee reports to others up or down the supervisory chain, be sure to solicit their input Before completing the Performance Appraisal

7. Completing the Evaluation  The Admin/Prof evaluation is based more on supervisory skills  Solicit input from the employee as to their own appraisal of their performance the past year and then develop the final appraisal for the evaluation conference  Use action verbs: initiated, completed, facilitated, and coordinated  Develop a realistic, specific ‘Mutually Understood Goals’ section. Employee should have input on goals  Have a detailed corrective action plan for areas of deficiency (with periodic reviews on specific dates)  The Admin/Prof evaluation is based more on supervisory skills  Solicit input from the employee as to their own appraisal of their performance the past year and then develop the final appraisal for the evaluation conference  Use action verbs: initiated, completed, facilitated, and coordinated  Develop a realistic, specific ‘Mutually Understood Goals’ section. Employee should have input on goals  Have a detailed corrective action plan for areas of deficiency (with periodic reviews on specific dates)

8. Completing the Evaluation  The Classified evaluation is a tool to relate individual performance to departmental, division, and University goals  Also used to clarify job responsibilities and the quality of performance expected  Used to enhance manager/employee communication  Used to foster employee competence and growth  Used to provide data to facilitate administrative decisions (promotions, raises, etc.)  Be able to cite legitimate, job related reasons for any rating  The Classified evaluation is a tool to relate individual performance to departmental, division, and University goals  Also used to clarify job responsibilities and the quality of performance expected  Used to enhance manager/employee communication  Used to foster employee competence and growth  Used to provide data to facilitate administrative decisions (promotions, raises, etc.)  Be able to cite legitimate, job related reasons for any rating

9. Completing the Evaluation  All ratings must be documented with comments in each section  On the ‘attendance’ section absences approved for sick leave, FMLA, and Workers Compensation cannot be considered when rating attendance If they are frequently late to work, take more than the allotted time for lunch or frequently have unscheduled absences, then attendance can be marked unsatisfactory  Use action verbs: demonstrates, initiates, completes  All ratings must be documented with comments in each section  On the ‘attendance’ section absences approved for sick leave, FMLA, and Workers Compensation cannot be considered when rating attendance If they are frequently late to work, take more than the allotted time for lunch or frequently have unscheduled absences, then attendance can be marked unsatisfactory  Use action verbs: demonstrates, initiates, completes

10.  If you mark ‘consistently unsatisfactory performance’ or ‘below satisfactory performance’ Document the specific performance or behavior deficiency in the space provided List the corrective action in constructive terms along with a time frame for correcting the deficiency on the ‘job weaknesses’ or ‘mutually established goals’ part of the evaluation. You should also list an expected time frame for correction of the behavior or performance and a date you will check on progress toward the goal. You may attach a sheet to the evaluation if you need more space than is provided on the form  If you mark ‘consistently unsatisfactory performance’ or ‘below satisfactory performance’ Document the specific performance or behavior deficiency in the space provided List the corrective action in constructive terms along with a time frame for correcting the deficiency on the ‘job weaknesses’ or ‘mutually established goals’ part of the evaluation. You should also list an expected time frame for correction of the behavior or performance and a date you will check on progress toward the goal. You may attach a sheet to the evaluation if you need more space than is provided on the form Completing the Evaluation

11.  The Classified Evaluation must now be signed by the administrative officer of that unit to eliminate the possibility of discrimination against a protected class They should be signed before the performance evaluation conference in case changes are recommended. (This is the result of recent TCHR audit)  The Classified Evaluation must now be signed by the administrative officer of that unit to eliminate the possibility of discrimination against a protected class They should be signed before the performance evaluation conference in case changes are recommended. (This is the result of recent TCHR audit) Completing the Evaluation

12. Meeting with the Employee to Discuss the Evaluation  Manage the evaluation meeting Avoid interruptions, including the telephone. This is an important meeting and that is the message the employee should receive  The performance appraisal is a tool for communicating with the employee Be sure to encourage the employee to talk during the meeting and be a good listener  Do not rate current performance only The appraisal is for the time period January 1 through December 31, time since last appraisal, or time since employment  Be consistent and honest Give ratings based on performance and behavior. Don’t allow your ‘feelings’ to interfere with an accurate appraisal  Manage the evaluation meeting Avoid interruptions, including the telephone. This is an important meeting and that is the message the employee should receive  The performance appraisal is a tool for communicating with the employee Be sure to encourage the employee to talk during the meeting and be a good listener  Do not rate current performance only The appraisal is for the time period January 1 through December 31, time since last appraisal, or time since employment  Be consistent and honest Give ratings based on performance and behavior. Don’t allow your ‘feelings’ to interfere with an accurate appraisal

13. Meeting with the Employee to Discuss the Evaluation  Prepare for the meeting Remind the employee to prepare questions for the meeting Review your records on the employee so you have explanations for all of your ratings There should be no surprises If there are problems noted, employees should already be aware of them  Set realistic goals Ask for the employee’s input related to the goals she/he would like to accomplish during the next appraisal period  Prepare for the meeting Remind the employee to prepare questions for the meeting Review your records on the employee so you have explanations for all of your ratings There should be no surprises If there are problems noted, employees should already be aware of them  Set realistic goals Ask for the employee’s input related to the goals she/he would like to accomplish during the next appraisal period

14. Meeting with the Employee to Discuss the Evaluation  Follow up in all applicable areas (such as ‘unsatisfactory’ ratings) with timetables for corrective action Follow up on ‘mutually established goals’ or ‘job weaknesses’ for the next evaluation period Failure to do so sends a negative message to the employee and weakens the importance correcting deficiencies or meeting goals  Follow up in all applicable areas (such as ‘unsatisfactory’ ratings) with timetables for corrective action Follow up on ‘mutually established goals’ or ‘job weaknesses’ for the next evaluation period Failure to do so sends a negative message to the employee and weakens the importance correcting deficiencies or meeting goals

15. Meeting with the Employee to Discuss the Evaluation  Do not use the appraisal as a disciplinary action However, an employee may be told that if areas are not corrected and/or performance brought up to ‘satisfactory’ within the established time frame, discipline could occur End the meeting positively Emphasize your support for the employee’s continued development Ask the employee to sign the appraisal Give the employee a copy, keep a copy for your departmental files, and send the original to Human Resources for the personnel file The employee can also attach a sheet with their comments if they wish to do so  Do not use the appraisal as a disciplinary action However, an employee may be told that if areas are not corrected and/or performance brought up to ‘satisfactory’ within the established time frame, discipline could occur End the meeting positively Emphasize your support for the employee’s continued development Ask the employee to sign the appraisal Give the employee a copy, keep a copy for your departmental files, and send the original to Human Resources for the personnel file The employee can also attach a sheet with their comments if they wish to do so

16. Constructive Performance Feedback Tips Make the feedback specific Base feedback on specific events, behaviors, etc. Describe exactly what was done well and/or what could be improved Consider the employee’s feelings; focus on the action/behavior, not the person Explain how the positive or negative behavior affects job performance, co-workers, the department, the students, or the University Make the feedback specific Base feedback on specific events, behaviors, etc. Describe exactly what was done well and/or what could be improved Consider the employee’s feelings; focus on the action/behavior, not the person Explain how the positive or negative behavior affects job performance, co-workers, the department, the students, or the University

17. Constructive Performance Feedback Tips Give feedback out of a genuine desire to be constructive, not to hurt Limit feedback to one aspect of behavior or performance at a time Work with the employee to come up with ways to reinforce and repeat positive behaviors and correct inadequate ones Follow up with more feedback and action plans as needed Give feedback out of a genuine desire to be constructive, not to hurt Limit feedback to one aspect of behavior or performance at a time Work with the employee to come up with ways to reinforce and repeat positive behaviors and correct inadequate ones Follow up with more feedback and action plans as needed

18. Improving Future Performance Give employees a chance to develop and expand their abilities (opportunities to take courses, training workshops, and work on challenging projects) Encourage the most skilled employees in your area to mentor the less skilled Keep all employees focused on the goals and activities that contribute most to departmental, divisional and University accomplishments Give employees a chance to develop and expand their abilities (opportunities to take courses, training workshops, and work on challenging projects) Encourage the most skilled employees in your area to mentor the less skilled Keep all employees focused on the goals and activities that contribute most to departmental, divisional and University accomplishments

19. Improving Future Performance Give employees regular feedback Try to obtain equipment, information, and other resources that help employees do their jobs better Identify and eliminate time wasters such as surfing the Net, meetings with no clear agenda, reports nobody reads Give employees regular feedback Try to obtain equipment, information, and other resources that help employees do their jobs better Identify and eliminate time wasters such as surfing the Net, meetings with no clear agenda, reports nobody reads

20. Anyone that supervises others in the workplace has a complex, demanding job. The performance appraisal system at UT Tyler is designed to be a useful tool in managing the performance of those you supervise  Set goals and performance standards  Communicate expectations  Monitor performance against standards  Appraise performance (both formally and informally)  Provide ongoing feedback on performance Anyone that supervises others in the workplace has a complex, demanding job. The performance appraisal system at UT Tyler is designed to be a useful tool in managing the performance of those you supervise  Set goals and performance standards  Communicate expectations  Monitor performance against standards  Appraise performance (both formally and informally)  Provide ongoing feedback on performance The Performance Management Cycle

21. Anyone that supervises others in the workplace has a complex, demanding job. The performance appraisal system at UT Tyler is designed to be a useful tool in managing the performance of those you supervise  Provide support for performance Information Training and coaching Counseling and discipline Job design and work systems Incentives (financial and non-financial) Anyone that supervises others in the workplace has a complex, demanding job. The performance appraisal system at UT Tyler is designed to be a useful tool in managing the performance of those you supervise  Provide support for performance Information Training and coaching Counseling and discipline Job design and work systems Incentives (financial and non-financial) The Performance Management Cycle

22. Remember WORKSHOP NOTES AND PERFORMANCE REVIEW FORMS ARE AVAILABLE ON THE HUMAN RESOURCES WEB PAGE