2. EMPLOYEE PERFORMANCE EVALUATION TRAINING - 2013 -

3. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes: Setting Objectives Discussing Expectations and Performance Standards Identifying Goals Providing Feedback Evaluating Results

4. The process by which an employee’s contribution to the organization during a specified period of time is assessed. Lets employees know how well they have performed in comparison with the standards of the organization Performance Feedback

5. Consistency between job behavior and –Organizational strategy –Organization values Performance Management as an –Employee development tool –Administrative tool

6. 1. Develop/Review Position Description 2. Establish Performance Expectations 3. Identify Tools and Training Needed 4. Ongoing Feedback and Communication 5. Handle Issues as they Arise. 6. Adjust Assignments as Needed 7. Formal Performance Evaluation (no surprises!) 8. Discuss Possible Professional Development Plan 9. Merit Rewards Process The Annual Performance Management Process

7. Performance Management Performance Review Performance Planning Goal Setting & Planning

8. Criteria Validity Reliability Freedom from bias: errors Practicality

9. Competency Reward Performance Management Selection Training and Development Career and Succession Plan Recruitment

10. Organizational Performance Individual Competencies Job Competency Requirements Organizational Climate Managerial Style

11. Organizational Climate has a direct impact to organizational performance (I.e., profit, ROI, ROA etc.). A good organizational climate will motivate employees to work better and this will improve individual and organizational performance Most organizational climate are determined by Managerial Style of the unit manager. Managerial styles perceived by his/her subordinates influence the climate dimension of the unit. For managerial style to be effective, the manager needs go align his/her style with the individual competencies and the job requirements. The greater the alignment between individual competencies and job requirement, the bigger the individuals work better.

12. ......the ability to do something successfully or efficiently. Any characteristic of a person that differentiates levels of performance Demonstrably Related to Superior Performance in a Job Characteristic that Enables Superior Performers to Demonstrate Critical Behaviors: more often in more situations with better results

13. Easier to be developedNecessary but not sufficient Social Role Self Image Traits Motives Skill Knowledge More difficult to be developed Underlying characteristics necessary for success

14. Graduated from the best medical school 20 years experience Doctor ADoctor B An “Expert” “I am a specialist” Perfectionist Achievement Drive A “Healer” “I heal” Emphatic Influence Drive Graduated from the best medical school 20 years experience Social Role Self Image Traits Motives Skill Knowledge

15. Job Competencies - Management Success factors that differentiate performance across levels or functions (e.g. First-Level, Middle, Executive) Job Competencies - Technical Success factors that distinguish functional groups Sales Legal Customer Service Marketing Information Systems Human Resources Finance Purchasing Core Competencies Required for excellent performance across all levels and functions

16. Competency Dictionary Employee Performance Evaluation Form

17. Unclear Language Mgr not taking PA seriously Mgr not prepared No on-going feedback Mgr not honest or sincere Ineffective discussion Lack appraisal skills Mgr Lacks Infor. Insuff. Rewards

18. Advance planning – Plan for open dialogue – opportunity to review performance, consider lessons learned, progress for period, and establish goals and objectives for next period. Lay out plan for performance discussions – collect and review notes, statistics, citations and performance based examples. Schedule sufficient time to focus on the review.

19. Prepare to discuss the full range of issues which may arise in the performance management discussion. Don’t exhibit defensiveness – if employee criticism is justified due to management failure or lack of resources, accept, and move on to next area of review. Respect confidentiality of the review discussion when possible. If unlimited confidentiality cannot be promised, advise employee accordingly. No cell phones, no emails, no text messaging, no electronic devices, no interruptions

20. Job description/addendums should tie together with performance management. Handle dissent professionally – disagreements should be noted as a matter of record.

21. Difficult Evaluations Describe unsatisfactory performance/behavior Cite specific observed examples – past incidents or lack of meeting goals and impact on employee, team, customer, department, et al. Solicit constructive employee action plan to resolve or ameliorate the performance failures or behavioral issue. Review action plan and establish milestone date(s) to review progress.

22. Recognize performance management is a continuing process to assist everyone in enhancing performance and development. Establish milestone dates for periodic monitoring of performance objectives and progress reports in objective terms. Be aware of the potential and, when necessary, take corrective action, if goals/objectives need to be changed or re-targeted during the review period. Maintain open communication channels to ensure that issues are elevated quickly and resolved expeditiously. Coach, assist, and/or re-direct employees who request assistance and those who are failing to meet standards.

23. Identify S.M.A.R.T. (Specific, Measurable, Attainable, Relevant and Time-Based) objectives for the employee Write performance objectives so that both parties understand its meaning and will know whether progress has been made or whether objective has been reached. A performance objective describes the specific areas in which the employee needs to focus and describes the specific actions that will be taken by the supervisor and/or the employee to develop and strengthen these areas, any training required, and the deadline for reaching the performance objective. In setting the objectives, be as specific as possible using quantitative (e.g., numbers, data, quotas, dates) and/or qualitative measures or feedback where helpful. The number of objectives should be based on the outcomes of the performance planning discussion; you may add and/or modify objectives as necessary throughout the review period.

24. Define and establish specific goals/objectives for the review period. Create mutually agreed time lines of break out data for progress reports on goals and objectives. Communicate changes or redirection of goals and objectives in a timely manner.

25. Align goals with the organization’s business plan. Establish mutually agreed to goals which add value. Recommend and recognize behaviors that are aligned with organizational business plans. Establish milestone review dates.

26. Goal Go through PPS training refresher course, in order to keep up to date and get a reminder of the intricacies of the system (by November 2012). Outcome Skills to enter payroll into the PPS system, on time, with a lower rate of error, in order to free up time for other administrative tasks.

27. Halo/Horn Effect – rate employees the same on every trait (The halo effect or halo error is a cognitive bias in which one's judgments of a person’s character can be influenced by one's overall impression of him or her. ) Central Tendency – lack of rating differentiation between employees Leniency – avoids honest ratings to avoid conflict Recency – narrow focus on recent events Similarity/Like me – favorable rating to employees who have similar values or interests to the rater Constancy – rate employees via rank order