Performance Appraisal Review for
Staff 2014
Facilitated by
Susan Oakley
Director of Employee Relations
Susie Olmos-Soto
Associate Director of
Organizational Development
Who?
• All Staff Members in Regular Positions
• Hired Prior to January 1, 2015
• Temporary Staff Optional, But Encouraged
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What?
• Annual Performance Review
– Looks Back January-December 2014
– Platform for Discussion of Work
• Recognize Accomplishments
• Discuss Ways to Grow Performance or Career
• Establish SMART Goals for 2015
– Accomplished in Three (3) Stages
• Self Appraisal
• Manager Evaluation
• Scheduled Performance Review Meeting
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Why a Performance Appraisal?
• Provides an Opportunity to Talk to Your Supervisor
• Provides an Opportunity to Measure Your Progress
• Provides an Opportunity to Discuss Challenges Before
You Act on Them
• Provides Documentation for Merit Raise
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Common Appraisal Myths
• I only need to pay attention to what’s happened in
the past three (3) months
• I can’t tell my boss the truth
• The merit raise is small so why not receive all good
ratings
• No one ever deserves the highest appraisal rating
Not-So-Common Appraisal Truths
• Performance Appraisals Encourage Our Best
Performers
• Performance Appraisals Motivate Poor
Performers
• They Substantiate Promotions and Raises
• They Document Problems
• They Provide Future Reference
What Do Employees Deserve?
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Mutual Respect
Clear Expectations
Ongoing Positive and Constructive Feedback
Involvement in Goal Setting
Being Treated Equitably and Consistently
Sharing of Information and Resources
Job/Career Enrichment Opportunities
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What Do Managers Deserve?
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Mutual Respect
Punctuality
Appropriate Notification of Absences
Appropriate Dress for the Workplace
Appropriate Behavior and Communication for the
Workplace
• Effective and Efficient Use of Time on Tasks
• Accurate and Completed Work
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Before the Appraisal Prepare to
Communicate Crucially By:
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Mastering Your Stories
Describing Gaps
Prepare to Motivate Yourself
Deciding Who will Do What by When
Following-Up
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First Steps to a Productive Appraisal
• Self Appraisal - Conduct your own appraisal
prior to meeting with your supervisor and
develop next year’s goals
• Manager Evaluation – It’s a joint effort;
however, supervisor has the final say
• Set a Time and Place
• Allow Time for Feedback
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Next Steps…
• Review Your Documentation (i.e., job
description, calendars, notes, projects, goals
met/unmet, etc…)
• Review Your Self Appraisal
• Make Notes to Discuss During Evaluation
Meeting
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Conduct the Meeting
• Be Objective, Not Judgmental
• Give Specific Examples of Strengths and Areas for
Improvement
• Ask Open-Ended Questions
– Ex: What areas do you see for improvement? How can
that be accomplished?
• Listen
• Set Specific Goals and Timelines
• Develop Action Plans
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Giving Praise
• Behavior: What aspects of the employee’s
behavior is valuable?
• Effect: What positive effect does the
behavior/performance have?
• Thank you: Where can you find opportunities
to use this expression more?
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Giving Corrective Feedback
• Behavior: State the specific behavior that is
unacceptable
• Effect: Explain why the behavior is not
appropriate or unacceptable
• Expectation: How/When the behavior should
change
• Result: What will happen if the behavior
continues/improves
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Current Rating Scale for Non-Exempt
• EE:
Exceeds Expectations
• ME:
Meets Expectations
• NPD:
Needs Performance Development
• DNM:
Does Not Meet Expectations
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EE - Exceeds Expectations
• Consistently exceeds the communicated
expectations of the job function,
responsibility, or goal
• Demonstrates exceptional understanding of
work and the job
• Identifies unique, innovative and workable
solutions to problems
• Achievements and abilities are obvious to
coworkers and customers
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ME - Meets Expectations
• “On track” and fully achieves expectations
• Independently and competently performs all
aspects of the job function, responsibility, or
goal
• Performance consistently meets
requirements, standards, or objectives of the
job
• Recognizes, participates in, and adjusts to
changing work assignments
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NPD - Needs Performance Development
• Generally meets expectations required for the
position
• Competently performs most aspects of the job
function, responsibility or goal
• May require coaching in a weak area or may
need additional resources or training to meet
expectations
• May be new to the position or have new
duties/responsibilities
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DNM - Does Not Meet Expectations
• Employee fails to satisfactorily perform most
aspects of the job function
• Performance level is below established
requirements for the job
• Employee requires close guidance and
direction to perform routine job duties
• Performance may impede the work of others
in the unit
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Justifying Ratings
• Focus on Performance
• Be Specific
• Be Consistent
• No Surprises
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Setting SMART Goals this Year
• To Align with Vision in Action: Academy of
Tomorrow Strategic Plan
• Results to be Achieved
• Conditions That Will Exist
• Time Frame
• Available Resources/Training
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What do SMART Goals Look Like?
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Why are SMART Goals
Important to Employees?
Mobilizes Employee Efforts
Directs Attention
Measures Outcomes
Leads to Higher Levels of Performance
Helps & Aligns with the Academy of Tomorrow
Strategic Plan
• Affects the Strategies Employees Will Utilize to
Accomplish Tasks
• Adds Value
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Setting Meaningful TCU SMART Goals
SMART Goal
Examples
Vision in Action:
Academy of Tomorrow
• Goal 1: Raise TCU’s
Academic Profile and
Reputation
• Goal 2: Fine-Tune the Size
and Balance of the Student
Body
• Goal 3: Create the Optimal
Campus Environment
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Ex: Complete 24 contact hours of
professional development training by
November 2015
Ex: Complete 9 hours of college credit
hours by December 2015
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Ex: Work within department guidelines to
increase student retention rates by June
2015
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Ex: Identify and correct three workflow
processes for effective use of time and
workspace by July 2015
Ex: Complete Customer Service training by
March 20, 2015
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Things to Remember
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To not make hasty judgments
To be aware of nonverbal cues
To not be afraid of silence
To not interrupt
To use “I” statements
To say what you mean
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Appraisal Location and Forms
Click
Forms &
Publications
Website – www.hr.tcu.edu
Appraisal Location and Forms
Click
Employee
Relations
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Summary
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Prepare for the Appraisal Discussion
Evaluate Your Own Performance
Stay Positive to Feedback from Your Supervisor
Watch Body Language
Be Open and Honest
Stay Involved in the Discussion
Explain Your Goals
Setting Mutual Goals Makes for a Productive Year
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Dates to Remember
 Performance Appraisals Due in HR No Later
than 5:00 p.m. Friday, January 30, 2015
 Salary Planning Opens Wed., February 4,
2015
 Salary Planning Closes Wed., February 18,
2015
Thank you!
http://hr.tcu.edu/employee-services/managertoolbox/performance-management/
817.257.7790
askhr@tcu.edu