Download presentation
Presentation is loading. Please wait.
Published byLucy Sparks Modified over 9 years ago
1
Prepared by SOCCCD Office of Human Resources <<<< Performance Evaluations Evaluator Training
2
The Importance of Feedback Barriers to Effective Feedback Self-assessment for the Evaluator What your Employees want to know Characteristics of Effective Relationships Communication Feedback and Coaching Tips Helping our Employees Succeed << Topics
3
Think back to a situation where a person’s feedback significantly changed your thinking - creating a real “ah-ha,” opened doors for you (figuratively or literally), or told you your behaviors were impacting others. -- What made this feedback memorable? -- What characteristics or qualities did the person exhibit that made you listen to his/her feedback? -- What impact has this piece of feedback or this relationship had on who you are today (personally and/or professionally)? Think back to a situation where a person’s feedback significantly changed your thinking - creating a real “ah-ha,” opened doors for you (figuratively or literally), or told you your behaviors were impacting others. -- What made this feedback memorable? -- What characteristics or qualities did the person exhibit that made you listen to his/her feedback? -- What impact has this piece of feedback or this relationship had on who you are today (personally and/or professionally)? << Remembering an Evaluator
4
<< Barriers to Effective Performance Evaluations << Barriers to Effective Performance Evaluations Evaluating a person’s performance can raise uncomfortable feelings Evaluator is afraid or dislikes confrontation Risk of offending the employee Too busy with other pressing issues Lack of confidence or practice at writing an effective evaluation Evaluation form is intimidating – takes too much time to complete
5
<< Self-Assessment Coaching Style << Self-Assessment Coaching Style Do I have difficulty telling someone they “missed the mark” without putting them down? Do my employees know at least two specific things they can do now to develop and grow as professionals? Do I have an open door policy? Do I give timely feedback? Do they understand exactly what is expected of them? Do I acknowledge their accomplishments?
6
<< Your Employees Want to Know... How What Do What What Four out of five deal with the future! kind of assistance can I expect? is expected of me before the next review period? I have a chance for advancement? can I do to improve? am I doing?
7
High levels of trust Positive regard and respect Understanding of each others’ values Openness Valuable information exchange and feedback Opportunities for achievement and learning Ability and readiness to solve problems High levels of trust Positive regard and respect Understanding of each others’ values Openness Valuable information exchange and feedback Opportunities for achievement and learning Ability and readiness to solve problems << Empowered Evaluator/Employee Relationships are Characterized by..
8
Caring, concern, trust, open dialogue Positive Recognition << Create a Culture of Communication
9
Preparing for your meeting with your Employee: Think about what you want to give and receive from this relationship Meet with your Employee to: Develop roles, expectations, and tasks Discuss and agree on confidentiality Discuss and agree on goals Set up schedule for future meetings Preparing for your meeting with your Employee: Think about what you want to give and receive from this relationship Meet with your Employee to: Develop roles, expectations, and tasks Discuss and agree on confidentiality Discuss and agree on goals Set up schedule for future meetings << Meeting with your Employee
10
<< Goal Setting Process Provide guidance and support in development Identify strengths & opportunities for improvement Drives basic expectations Establish goals and identify specific actions to help employee meet goals Skills & Knowledge Strengths & Opportunities Goals & Actions
11
Used to: Develop a shared understanding of position roles and responsibilities Communicate the underlying expertise required to be successful in one’s job Ensure consistency in employee expectations and performance measurement << Knowledge, Skills & Abilities Assessment
12
<< Performance Standards Performance Standards should be: Achievable – employee must be able to control the outcome Active – describes the desired outcome Achievable – employee must be able to control the outcome Active – describes the desired outcome Measurable – quantity, quality, timeliness Observable – ability to see it happen and/or identify the effect or outcome Reliable – criteria established and agreed upon Measurable – quantity, quality, timeliness Observable – ability to see it happen and/or identify the effect or outcome Reliable – criteria established and agreed upon
13
<< Supporting Employee Success Supporting career goals and preparing our employees for success in the District How will we accomplish our objective? Performance management system with guidance and tools for: Expectations Framework Goal Setting Expectations Framework Goal Setting Counseling/Coaching Mentoring Feedback Counseling/Coaching Mentoring Feedback
14
Purpose: To evaluate individual performance relative to skills, knowledge, abilities and achievement of individual goals Purpose: To evaluate individual performance relative to skills, knowledge, abilities and achievement of individual goals << Performance Evaluations The Performance Evaluation
15
Review the Past Analyze the Present Plan for the Future << Preparing for the Performance Discussion
16
<< Discussing Unsatisfactory Performance Focus on behavior and performance: Specify desired changes Identify desired outcome Elicit ideas for improvement Focus on the future - where you want them to go Put feedback in perspective Focus on behavior and performance: Specify desired changes Identify desired outcome Elicit ideas for improvement Focus on the future - where you want them to go Put feedback in perspective
17
Invited by the recipient Given with care and attention Specific and behavioral Fully expressed Non-judgmental Correct and verifiable Checked and clarified Well-timed Invited by the recipient Given with care and attention Specific and behavioral Fully expressed Non-judgmental Correct and verifiable Checked and clarified Well-timed << To be Effective, Feedback should be..
18
<< Effective Coaching Advise the way you would like to be advised Talk with - not at your employees Avoid surprise messages Offer support, advice, follow-up, action plans Show respect, empathy and understanding
19
To Improve: Morale Productivity Efficiency Overall Job Performance Work Environment To Improve: Morale Productivity Efficiency Overall Job Performance Work Environment << Why do all this?
20
SUCCESS << Helping Our Employees Succeed The Evaluator/Employee relationship is a shared dynamic one which creates an environment in which personal growth is possible and imparts new knowledge and insight.
21
Commitment to the Individual: Training Support & Feedback << District Philosophy
22
? ? ? ? <<<< QUESTIONS? Contact: Office of Human Resources South Orange County Community College District (949) 582-4850
Similar presentations
© 2024 SlidePlayer.com. Inc.
All rights reserved.