Hitting the Jackpot with Your
Performance Review
SWON Staff Symposium
Objectives
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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
Advantages of Evaluations
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Establishes expectations and standards
Provides written documentation
Communication tool
Identifies strengths & weaknesses
Identifies areas of improvement
Sets goals for the future
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.
Common Rating Errors
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Halo/Horns
Central Tendency
Leniency or Strictness
Past Performance
Recency Effect
Potential Error
Halo/horns effect
• Inappropriate generalizations from one
aspect of an employee’s performance
to all areas of that person’s
performance
Central Tendency
• Inclination to rate people in the middle
of the scale even when the performance
clearly warrants a substantially higher or
lower rating
Leniency or Strictness
• Opposite of central tendency
• Rates all employees high or low than
their performance actually warrants
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.
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.
High Potential Error
• Confusing an individual’s future
performance with current performance
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Gives little or no
advance notice.
Gives advance
notice.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Has not documented
evidence.
EFFECTIVE
Presents
documentation.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Quotes hearsay.
Sticks to observed
behaviors.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Springs surprises.
Discusses evidence
available to both
supervisor and
employee.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Loses control of
interview.
Controls the
interview.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Gives general
feedback with few
specifics.
EFFECTIVE
Gives specific
feedback.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Is relatively
uninterested in
employee’s
explanation.
EFFECTIVE
Listens to the
employee.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Does not ensure that
employee
understands
problem.
EFFECTIVE
Makes sure
employee
understands
problem.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
Fails to get
commitment to
change.
EFFECTIVE
Gets a commitment
to change.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Fails to get plan for
improvement.
Gets a plan for
improvement.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Restricts interview
time.
Allows for sufficient
time.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Rejects employee’s
feelings and
emotions.
Accepts employee’s
feelings.
Ineffective vs. Effective
Performance Interview Behaviors
of Supervisors
INEFFECTIVE
EFFECTIVE
Uses interview to
punish employee.
Uses interview time
to give employee
constructive
feedback.
What To Expect From
Your Supervisor
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6.
Controlled Environment
Schedule in Advance
Discuss Your Role in the Big Picture
No Surprises
Direction, Support, and Coaching
Have Examples and Documentation on
Performance Issues
7. Review and Modify Goals and Objectives
Throughout the Year
8. Ensure You Receive a Signed Copy
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
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
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
Self-Assessment
• Tool on page 7 and 8
• Diagnosing Performance Issues
(handout)
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Perception
Resources
Training
Aptitude
Expectation
Incentives
Salience
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
Goal-Setting Process
and Motivation
Motivation
Performance
Outcomes
Satisfaction
Six Elements of Integrating Goals and Motivation
Managing Performance
All Year
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5.
Communication
Tracking
Self-Assessment
Performance Discussions
Recognizing Need to Change Goals and/or
Priorities
You Be the Evaluator
QUESTIONS?