1. Hitting the Jackpot with Your Performance Review SWON Staff Symposium

2. Objectives Discuss Why Evaluations Fail Behaviors of Effective Supervisors Common Errors Roles the Employee Plays What You Can Do to Prepare and Be Engaged Setting Goals Managing Performance All Year Assess Performance Issues

3. Advantages of Evaluations Establishes expectations and standards Provides written documentation Communication tool Identifies strengths & weaknesses Identifies areas of improvement Sets goals for the future

4. Top 10 Reasons Why Performance Evaluations Fail 1. Evaluator does not know what employee has done. 2. Performance high points and low points are discussed in generalities vs. specifics. 3. Evaluator is not skilled in determining current level of performance. 4. Evaluator fails to set specific objectives for the interview. 5. Neither evaluator nor employee is adequately prepared. 6. Self-evaluation is ignored or minimized. 7. Evaluation is only historical rather than historical and developmental. 8. Evaluation interview is one-way communication. 9. Too much emphasis on filling out the form and not enough on problem solving or planning. 10. No mechanism for follow-up prior to next review.

5. Common Rating Errors Halo/Horns Central Tendency Leniency or Strictness Past Performance Recency Effect Potential Error

6. Halo/horns effect Inappropriate generalizations from one aspect of an employee’s performance to all areas of that person’s performance

7. Central Tendency Inclination to rate people in the middle of the scale even when the performance clearly warrants a substantially higher or lower rating

8. Leniency or Strictness Opposite of central tendency Rates all employees high or low than their performance actually warrants

9. Past Performance Permitting an employee’s performance (poor or excellent) in a previous rating period to color the supervisor’s judgment about performance in this rating period.

10. Recent Performance Error Tendency for minor events that have happened recently to have more influence on the rating than major events of many months ago.

11. High Potential Error Confusing an individual’s future performance with current performance

12. INEFFECTIVE Gives little or no advance notice. EFFECTIVE Gives advance notice. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

13. INEFFECTIVE Has not documented evidence. EFFECTIVE Presents documentation. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

14. INEFFECTIVE Quotes hearsay. EFFECTIVE Sticks to observed behaviors. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

15. INEFFECTIVE Springs surprises. EFFECTIVE Discusses evidence available to both supervisor and employee. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

16. INEFFECTIVE Loses control of interview. EFFECTIVE Controls the interview. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

17. INEFFECTIVE Gives general feedback with few specifics. EFFECTIVE Gives specific feedback. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

18. INEFFECTIVE Is relatively uninterested in employee’s explanation. EFFECTIVE Listens to the employee. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

19. INEFFECTIVE Does not ensure that employee understands problem. EFFECTIVE Makes sure employee understands problem. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

20. INEFFECTIVE Fails to get commitment to change. EFFECTIVE Gets a commitment to change. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

21. INEFFECTIVE Fails to get plan for improvement. EFFECTIVE Gets a plan for improvement. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

22. INEFFECTIVE Restricts interview time. EFFECTIVE Allows for sufficient time. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

23. INEFFECTIVE Rejects employee’s feelings and emotions. EFFECTIVE Accepts employee’s feelings. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

24. INEFFECTIVE Uses interview to punish employee. EFFECTIVE Uses interview time to give employee constructive feedback. Ineffective vs. Effective Performance Interview Behaviors of Supervisors

25. What To Expect From Your Supervisor 1.Controlled Environment 2.Schedule in Advance 3.Discuss Your Role in the Big Picture 4.No Surprises 5.Direction, Support, and Coaching 6.Have Examples and Documentation on Performance Issues 7.Review and Modify Goals and Objectives Throughout the Year 8.Ensure You Receive a Signed Copy

26. 8 Step Process to Conducting Evaluation Meetings 1. Control the environment 2. State the purpose 3. Ask for employee’s opinion 4. Present your assessment 5. Build on employee’s strengths 6. Get employee’s reaction to your assessment 7. Set specific goals 8. Close the discussion

27. Your Role in the Process 1.Prepare 2.Relax, Be Attentive and Ready to Discuss 3.Be Open 4.Discuss Your Role in the “Big Picture” 5.Be Honest

28. Your Role in the Process 6.React to Criticism Calmly and Objectively 7.Discuss Goals for Improvement 8. Ask for Help or Training if Needed 9. Take Pride in Your Accomplishments 10. Plan for the Future

29. Self-Assessment Tool on page 7 and 8 Diagnosing Performance Issues (handout) –Perception –Resources –Training –Aptitude –Expectation –Incentives –Salience

30. Goal - Setting What is a goal? –A goal is a specific and measurable accomplishment to be achieved within time and cost constraints. SMART Goals –Specific –Measurable –Action-oriented –Realistic –Time and resource constrained

31. Goal-Setting Process and Motivation Motivation Performance Outcomes Satisfaction Six Elements of Integrating Goals and Motivation

32. Managing Performance All Year 1.Communication 2.Tracking 3.Self-Assessment 4.Performance Discussions 5.Recognizing Need to Change Goals and/or Priorities

33. You Be the Evaluator

34. QUESTIONS?