Performance Management Training for Supervisors & Managers Presented by: Tammy Gill Assistant Director, Human Resources Shepherd University
Agenda • Performance Management Overview • Goal Setting • Feedback • Documentation • Performance Review Competencies & Ratings • Performance Improvement Plans • Preparing for the Performance Discussion • Using the HR System (People Admin) to complete Performance Reviews • Questions Shepherd University 2
Performance Management Overview Shepherd University 3
Performance Management • Performance evaluations focus on Performance Management an employee’s past performance A LOOK BACK! over a specified period of time. • The manager provides constructive feedback on exactly what the employee did well and how he/she needs to improve. • Supervisors should help employees find a way to truly "engage" in their work and identify their own roadmap to personal growth! Shepherd University 4
Goal Setting Shepherd University 5
Purpose of Performance Goals • Setting goals is recommended but not required. • Communicate expectations. • Set measurable standards. • Provide a pathway to improvement, growth, and opportunity. • Motivate employees to perform at their best. • Target training and coaching needs. • Create a focus for performance evaluations. Shepherd University 6
Setting SMART Goals Shepherd University 7
Example • Improve customer service in the Admissions department. SMART Goal: • By June 2019, reduce the number of days to coordinate campus tours for prospective students and families by 15% (within 4 business days) so that all visitors have a pleasant experience. Shepherd University 8
Feedback Shepherd University 9
Performance Feedback: Why? To Develop • Employees don’t always know what they don’t know. • Even when they do know their deficiencies, they may not know how to fix them. To Encourage • Recognizing the right behaviors will encourage more of the same. To Redirect • Helping employees find a better way to do things can improve future results. • Feedback can help to bring an employee’s performance up to speed. • Feedback can help correct a poor habit – behavior, attitude, competency. Shepherd University 10
Consequences If Feedback Is Not Timely • Employees might develop inaccurate perceptions of their performance. • Employees poor performance becomes ingrained through practice and repetition. • Employees are deprived an opportunity to improve their performance. • Employees feel abandoned or ignored. • Employees don’t feel valued. Shepherd University 11
Feedback: The SBI Model • Situation – When and where did the specific behavior occur? • Behavior – What were the specific behaviors that you observed? • Impact – What was the impact of the behavior on you and others? Use for both positive and constructive feedback. Shepherd University 12
SBI Model Example - POSITIVE • (S) While serving breakfast to students yesterday… • (B) I saw you greeting some of the new students and answering questions they had about their meal plan. • (I) I appreciate that you took the time to make them feel welcome. It showed that you really understand the importance of great customer service and the role you have in student retention. Shepherd University 13
SBI Model Example - CONSTRUCTIVE • (S) During the department meeting this morning, when I asked John for an update on the team project… • (B) You began to criticize John before he even finished sharing the update with the team. Crossing your arms over your chest, rolling your eyes, and looking beyond John out the window indicated that you didn’t think much of what he had to say or his ideas. • (I) John’s ideas had possible merit, and you didn’t hear them through. Your behavior also inhibited others at the meeting from asking questions or offering up ideas. Shepherd University 14
Documentation Shepherd University 15
Importance of Documentation Throughout The Year • Employees should not learn about deficiencies for the first time during their annual performance evaluation. • Conversations and documentation should occur throughout the year. • Disciplinary documents should be signed by the employee and must be given to HR for the employee’s personnel file. • Disciplinary write-ups should be taken into consideration during the annual performance evaluation. Shepherd University 16
Performance Review Competencies and Ratings Shepherd University 17
Standard Evaluation Competencies • Quality of Work (Excellence) • Quantity of Work (Productivity) • Knowledge of Job (Proficiency) • Attendance & Punctuality • Working Relationships (Civility and Cooperation) • Customer Service (Students, Colleagues etc.) • Initiative and Decision Making • Leadership (Supervision, Management) Shepherd University 18
Performance Review Ratings • Consistently Exceeds Requirements • Fully Meets and Sometimes Exceeds Requirements • Meets Requirements • Needs Improvement • Unacceptable Performance Shepherd University 19
Consistently Exceeds Requirements • Quality of work far exceeds standards of job • Attained by exceptional performers who produce high quality and quantity of work • Job skills are highly developed; viewed as Subject Matter Expert in area of expertise Shepherd University 20
Fully Meets and Sometimes Exceeds Requirements • Fully proficient and highly effective job performance • Routinely meets and occasionally exceeds goals by producing a high quality of work • Demonstrates the ability to take on progressive responsibility Shepherd University 21
Meets Requirements • Fully proficient job performance • Completes tasks in an effective manner • Satisfactory • This is not a negative rating Shepherd University 22
Needs Improvement • Performance does not consistently meet expectations • Requires frequent guidance to perform • Does not always respond to feedback Shepherd University 23
Unacceptable Performance • Performance is consistently below expectations and/or has failed to make reasonable progress towards goals • Requires significant improvement in the short-term • Negatively affects others’ performance or puts the University at risk Shepherd University 24
Overall Rating • The overall rating is the most critical and important part of the evaluation. • This rating should be reflective of and supported by individual ratings. • If any individual rating is “Unacceptable Performance” then the overall rating must be “Needs Improvement” (or “Unacceptable Performance”). • If any individual rating is “Needs Improvement” then the overall rating cannot be “Consistently Exceeds Requirements”. Shepherd University 25
Performance Improvement Plans Shepherd University 26
Performance Improvement Plans • Required for an employee who receives any individual rating of “ Needs Improvement” or “ Unacceptable Performance”. • Improvement Plan can be entered in the Performance Improvement Plan tab, in the comments section of the evaluation or as an attachment. Shepherd University 27
Improvement Plans Summary of Follow-Up/Guidelines Improvement Detail of Issue(s) Needed Summarize Describe specific At defined period reasons for the action items Improvement required Explain potential Plan consequences Include a Include examples timeline, Schedule regular and why they generally 60 – 90 follow-up to track present problems days progress Be clear and Improvement must concise be sustained Shepherd University 28
Preparing for the Performance Discussion Shepherd University 29
Preparing for the Performance Discussion Preparation involves the following steps : • Set Aside Adequate Time • Gather Information • Develop Talking Points • Schedule Employee Meeting Shepherd University 30
Preparing for the Performance Discussion When writing the review: • Avoid the Halo/Horns Effect • Avoid Personal Preferences • Avoid Favoritism • Never include language about a leave of absence or health issue • Don’t use vague or subjective language • Avoid the Recency Effect • Rating all employees high/low Shepherd University 31
Using HR System (People Admin) to complete Performance Reviews Shepherd University 32
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Questions? Shepherd University 34
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