Stanley Consultants Performance Management Process

Managers & Supervisors
Our Time Today…
• Overview of the new feedback tool &
• Ways to use the tool to improve
• Preview topics in staff training
• Review of legal issues/concerns
• Practice with the annual evaluation tool
• Discussion of sticky situations
• Timeline for next activities
•Performance Management Timeline
Appraisal data used
for merit component
of wage/salary
Optional Quarterly Check-in
•Encouraged for 12 month
September &
Goal Setting by all employees
feedback &
goal revision
Optional Informal Quarterly
March 15- May 15
Complete Appraisal
Augustana Process
Database for Form Completion
1. Login for assigned employees
• Check in next 48 hours – email HR if the list is
not correct.
2. Encourage employee to complete selfappraisal (print or e-version available)
3. Complete form for each employee.
4. Once complete, HR is notified via e-mail, will
review and return with any comments or
suggested changes.
5. Print out final form, meet, sign and return
paper copy to HR for filing.
Employee Meetings.
• Notifications and meeting options via e-mail
in next few days.
• Offered to all non-supervisory staff
• Overview of the entire process
• Understanding of the end goals and
• Overview of the new tool
• Best practices for the self-evaluation
• Q&A
Tips for
Self-Evaluation Success
• Performance Journal
• File folder, spreadsheet, word document where you collect
good, bad, unusual issues during the year. Work samples,
written feedback, goal documents, can all be housed here.
• Be realistic – the goal is to create discussion on areas for
• Avoid temptation toward over-rating
• Specific examples & comments are most helpful
• Be ready to discuss how your manager/supervisor might
be able to help with your improvement
• Check your assumptions
• Strive for 2-way communication – balance listening with
With your group…
•Discuss how you would
handle each of the
following self-appraisal
situations in your
Self-Appraisal Sticky Situations
• Employee refuses to
complete a self
• Overstating his/her
• Asks for unrealistic
• Comments on the
performance of others.
“I’d rather wait and see what
you think of my performance.”
“Created improved student
satisfaction without increasing
department budget. Increased
workload by 50%.”
Would like to attend National
Conference as well as computer
training offered out of town.
Put in significantly more
overtime than others in the
department. Display a much
better attitude than my peers.
Appraisals are Legal
 All evaluation documents are legal documents.
Staying fact focused is essential.
 Promises or perceived promises can be considered an
enforceable contract.
 Our Goal – a fair & accurate representation of
performance for the review period.
 Will be reviewed before any employment action can be
taken, either positive or negative.
 Be prepared to defend your ratings – specific
examples are the best defense!
 Documents can not be altered or removed from the
system. It’s imperative that attention is paid to the
words that are used. Context or intention does not
Performance Related Legal Issues
• At-will issues: verbal promises are
• Vicarious Liability
• Disparate Treatment
• Disparate Impact
• Wrongful Termination
• Negligent Retention
Key Pieces of evidence – performance
10 Deadly Sins of Performance
1. Not Done on Time
2. Relying on your memory
3. Rating everyone about
the same
4. No specific examples
5. Spelling Errors/ Poor
Attention to Detail
6. Not using the full scale
7. Discussion of non-job
related behaviors
8. Words that don’t
match the rating
9. Action Items that don’t
10. Comparing
employees to one
another instead of the
Mortal Sin of Performance
Feeling responsible for employee
Your Role
• Create Clear Expectations
• Employee Chooses Behavior
• Employee Chooses Consequence –
good or bad
• You summarize employee’s behavior
• Provide feedback formally &
informally on employee’s chosen
Performance Categories
•Job Knowledge
•Quantity &
Quality of Work
•Consistent expectations of all managers & employees regardless
of position, length of service, management status or department.
Behavioral statements provided on the appraisal documents.
Annual Evaluation
• Part 1: Augustana Expectations
• Reliability
• Job Knowledge
• Professionalism
• Quantity & Quality of Work
• Workplace Relationships
• Personal Leadership
• Supervisory Skills (if applicable)
Part 2:
Part 3:
Part 4:
Part 5:
Goal Setting & Achievement
Overall Rating
Additional Comments
Electronic Form
Unlimited capacity for
adding comments &
Adding Comments & Examples
• Possibly the MOST important words on the page!
• Specific instances of behavior that support the
competency rating you have chosen.
• Vague or general comments lack impact & diminish
1. Use specific examples of good or
bad behavior. Use the personal
journal or notes to house examples
1. Mention employee’s personal concerns,
health issues, etc.
2. Provide praise for those behaviors
you want the employee to repeat.
3. Support lower ratings with
examples of shortfalls.
4. Be honest & direct
2. Make assumptions about the past or
predictions about the future.
3. Skim over serious issues.
4. Undo the rating with your comments.
Words and ratings should match.
Powerful Comments
•Work volume & accuracy
still needs to improve
•You achieved 85% of the
goal for work volume &
accuracy. During the next 90
days this needs to become a
consistent practice. Please
keep a work log of each
week’s efforts. Schedule a
time with me in 90 days to
review the results of the log.
Powerful Comments
•Need to improve
interaction with your coworkers.
•As previously discussed, you
must find a way to balance
your personal work activities
with those of the team.
Additional examples of
abrasive behavior and angry
outbursts to co-workers is
Powerful Comments
•I appreciate your hard
work and dedication.
•You continue to be a role
model of professionalism for
our team. One example is
when you helped Jayne with a
difficult student. You did a
great job diffusing the
situation and showed Jayne
how to handle these types of
issues in the future. I
appreciate your willingness to
help without being asked &
these types of efforts continue
to build all of our skills.
Portfolio Exercise
Working in your new group, use the materials
in your portfolio to complete an Annual
Evaluation for Paul Performer.
Your group will have to reach consensus on
the most appropriate rating based on the
materials provided. It’s up to you to decide
how much weight to give any of the items.
You’ll have about 30 minutes to complete
your evaluation, adding useful comments
and examples. Be prepared to share &
defend your ratings with the large group.
Portfolio Lessons Learned
Holding the Appraisal Meeting
•Schedule more than
enough time – employees
don’t want to be rushed.
•Should be held in a private
area where you will not be
•Turn off phones –
interruptions should only
happen in a true emergency.
•Consider an overview first –
and then discuss the details.
•Send in advance?
•No need to read the
appraisal – discuss
•Make sure it is a two-way
discussion, not a lecture or
•7-11 x rule of
•Make changes as
necessary and agreed upon.
•Ensure employee signs &
the opportunity to add
Coaching or Discipline?
Can’t do vs. Won’t Do
Severity of the problem
Length of employment
Return on investment of time
Desire for retention
Employee’s motivation
Tried coaching and no improvement and/or didn’t follow
• May depend on employee style
• May depend on desire to keep the employee
Either tool is available at your discretion
Always document performance discussions at least informally.
Questions, Questions, Questions
Next Steps…
• Use the worksheet on the next page to
create your action plan
• Share the new tools with your employees
• Begin assembling documentation for this year
and system for documenting good, bad & unusual
situations to prepare for next year.
• Self-evaluations
• Prepare for your own self-evaluation
• Remind employees about self-evaluations.
• Create timeline to complete all appraisals by May
15, 2013.
• Remember to build in time for HR Review.
• Consider strategies for creating frequent
discussions with direct reports