2010 Performance Evaluation Process
Information Session for Supervisors
Discussion Overview
 Effective Performance Management Process Components
 2009 Performance Evaluation Summary
 Process Enhancements
 Results
 Preparing for 2010 Performance Evaluations
 Process Enhancements
 Tools and Tips for Conducting Effective Evaluations
Components of an Effective Performance
Management Process
 Connects individual performance to SU’s Mission, Vision,
Values and Strategic Initiatives
 Measures and Recognizes Individual Performance and
Contributions
 Promotes Excellence and Professional Development
Connects to Mission, Vision, Values &
Strategic Initiatives
Job Description
Professional Dev.
Individual
Mission, Vision, Initiatives
Policies, Procedures,
Expected Competencies
Division/Department
Mission, Vision and Values
Strategic Initiatives
Policies, Procedures, Expected Competencies
University
2009 Performance Evaluation Summary
Enhancements
 Professional Competencies linked to University Mission,
Vision and Values
 Option of Narrative or Structured Format
 Overall Rating, expanded to 5-point scale
 Refined Goals Section
 Solicited information on Development Needs and,
Supervisory Support and Improvement Opportunities
2009 Performance Evaluation Summary
Results
 Overall University Completion Rate = 84%
 Professional Skill Development Needs Expressed
 Supervisory
 Communications
 Project/Time Management
 Software/ OIT
2010 Staff Evaluation Process Enhancements
 Further Refined Rating Definitions
 Created separate Self-Evaluation and Supervisor
Evaluation Forms
 Addition of Supervisory/Leadership Competency
Section
The Performance Management and
Evaluation Process
• 5 Key Performance Management Processes
• Performance Evaluation Overview/Timeline
• Tips on Preparing Performance Evaluations
5 Key Performance Management Processes
 Articulation of Expectations: Job Clarification and Goal
Alignment
 Consistent Performance Tracking
 Check-In Meetings: interim performance conversations
 Manage Performance Problems as they occur
 Wrap it all together: The Annual Performance Evaluation
Performance Evaluation Overview and
Timeline
 Set date and time for an evaluation meeting
 Prepare for the meeting, including completion of a
performance evaluation form
 Exchange evaluations forms prior to the meeting date
 Meet to review and discuss performance and set forth
plans for the future
 Supervisor and employee finalize evaluation forms, and
submit to HR by August 31st
Preparation: Information Gathering
 Notes from on-going meetings, assignments,
observations, performance discussion reflections during
the year
 Job Description
 Individual’s Resume
 Previous Performance Evaluation and projects, goals
 Feedback from students/customers, co-workers, others
 Work samples, accomplishment
Objective and Valuable Documentation
 Accurate Objective facts, records, and incidents
 Time Appropriate Events or incidents should have taken
place within the evaluation period
 Behavioral Address what someone does, rather than his
or her thoughts or beliefs
 Consistent Use similar information and level of detail
for each person evaluated
 Complete Include sufficient details and specific
examples to back up conclusions on performance.
Writing Do’s and Don’ts
Do
 Describe behaviors
 Be specific
 Document observed
behaviors
 Document impact of
behavior
Don’t
 Use labels or judgments
 Be general
 Rely on hearsay
 Judge based on personal
preference
Overall Performance Rating
 The scale of 1-5 is used with specific definitions for each
point on the scale.
 Consistency between ratings and comments on
performance, goals and professional development needs
 Use whole numbers when rating a specific job
performance area or overall performance.
Performance
Not Acceptable
Needs
Performance
Development
1
2
Performance is
Performance meets
consistently below most of the job
job expectations.
requirements but
A corrective action requires more than
plan has been or is usual supervisor
being developed to follow-up and
achieve specific
direction.
results.
Employee will
Employee’s
require additional
performance will
education and
be review again
coaching from the
according to the
supervisor in order
corrective action
to consistently
plan’s objectives
meet job
and timeline.
expectations.
Meets
Expectations
3
Performance
consistently meets
and sometimes
exceeds job
requirements. All
critical goals are
achieved. Results
are consistent with
those of a fully
trained, highly
competent
employee. Over
the past year has
made the expected
contributions to the
department.
Exceeds
Expectations
4
Performance
consistently meets
and frequently
exceeds job
requirements and
established goals.
Results frequently
exceed competent
peers in the same
or similar
positions. Over the
past year has made
a significant
contribution to the
department.
Outstanding
5
Performance and
demonstrated
expertise is
consistently at a
superior level.
Employee achieves
outstanding results
and models
effective behaviors
that are an
inspiration to
others. Over the
review period,
employee has
consistently made
exceptional or
unique
contributions to the
department.
Rating Pitfalls to Avoid
 The Halo Effect: Allowing one good aspect of a person’s
character or performance to influence the entire
evaluation.
 The Horns Effect: Allowing one negative aspect of a
person’s character or performance to influence the entire
evaluation.
 Partial Rating: Basing the rating on the most recent
period of time, not the total evaluation period.
 Similar to me: Evaluating more favorably those who are
similar to the rater
 Favoritism: Evaluating friends higher than other
employees.
What’s the harm in a bit of
“evaluation inflation”?
 Impacts the person being evaluated: loss of full potential,
professional development, motivation
 Impacts the work group: communicates that people are
not held fully accountable or that there is preferential
treatment
 Impacts you as a manager: leadership effectiveness,
management decisions
 Impacts overall performance of work group, department,
divisions, the university
Goal Setting
Goal setting is completed as part of the annual evaluation process.
As you review accomplishments and performance for the previous
period, you also set goals for coming year.
Both the employee and supervisor should agree on the goals.
 What’s a goal?
Specific statements that describe results to be achieved
 What’s a task?
The steps needed to accomplish a goal
 SMART Goals
Specific
Results Oriented
Measurable
Time Bound
Achievable
Evaluation Meeting Preparation
 What are the important items you want to discuss at the
meeting?
 Is there one central message or critical point to be
addressed?
 What questions do you have for the meeting?
 What do you want to get out of this meeting?
 In what ways will you actively contribute to a meaningful,
constructive and productive dialog?
At the Evaluation Meeting
 Make sure the time and place are planned; allow for
enough time; no interruptions; a comfortable setting.
 Be prepared. Know your goals for the meeting, have
examples ready.
 Listen. To have a full picture, you need the other person’s
perspective.
 Be candid—get to the point.
 Be constructive in feedback
The Five Levels of Listening
1.
Listening to UNDERSTAND
2.
Listening for APPLICATION
3.
Listening to TELL MY STORY
4.
Listening for JUDGMENT
5.
NOT Listening
Giving Feedback
Constructive Feedback is:
 descriptive of behavior and impact
 specific not general
 directed at behavior that can be changed
 interactive to ensure clear communication
 stated in the first person to assign responsibility
 based on observed behavior
 balanced
Receiving Feedback
 Breathe! – it helps the body to relax and the brain to focus
 Listen Actively to understand the other’s perspective
Paraphrase and Ask Questions to ensure you are accurately
receiving the intended message
 Take time to absorb what you heard
 Take responsibility for your actions and behavior
 Focus on the whole message, not just one or two aspects
Wrap Up and Next Steps
 Review the key points
 Assure the employee that you want to work together to
help continue his or her development
 Summarize agreed-on actions you will both take –
including writing of goals and their due dates
 Ask the employee to sign the evaluation form
Components of an Effective Performance
Management Process
 Connects individual performance to SU’s Mission, Vision,
Values and Strategic Initiatives
 Measures and Recognizes Individual Performance and
Contributions
 Promotes Professional Excellence and Professional
Development