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MEMORANDUM.doc

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  • 1. Enclosed please find the 2009 Performance Management Guide. Your 2009 PMP Management Guide includes the following: • Objectives and instructions for completing PMP • Guidelines for conducting effective appraisal • Guidelines for establishing S.M.A.R.T. Goals • 2009 PMP Form • 2009 Employee Self Appraisal Form For your convenience, the guide is available on the Human Resources website at: http:// utoledo.edu/depts/hr/forms/employment.html In order to complete this process, please refer to the attached guidelines and instructions provided with the PMP forms. The original signed forms including the employee’s current position description can be forwarded to Human Resources. Please provide a copy to the employee and retain a copy of the evaluation for your file. The Office of Human Resources is available to assist supervisors in this process, particularly if an employee’s performance is below expectations. If you have questions or need assistance, please contact HR at x4747 (HRHR). 1
  • 2. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff Objectives The Performance Management Process (PMP) is designed to: • Clearly define expectations for performance; • Improve productivity; • Enable formal and informal processes for planning, coaching, evaluating and rewarding performance; • Tie departmental and individual objectives to the University Mission and objectives; • Ensure that performance measures truly differentiate performance levels; and • Identify areas in which individuals need improvement and include an action plan. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Instructions The Performance Management Process (PMP) is to be used as a communication tool to assist the employee and supervisor in discussing the employee’s past, current and future performance. Step 1: Supervisor requests that employee completes a self appraisal. This may be a required step. Please check with your Business Manager to determine if your department requires this. Step 2: The supervisor completes the Performance Appraisal. If you would like additional help in preparing for an effective performance appraisal session, contact Human Resources for consultation or attend a training session. If performance indicates that three-month intervention is required, contact Human Resources to prepare a plan of action. Step 3: The employee and supervisor meet to discuss the Performance Appraisal and mutually agree upon S.M.A.R.T. goals for the upcoming appraisal period. (Please review Guidelines for establishing S.M.A.R.T. goals, included in your PMP packet). If a three- month intervention is being initiated, the employee and supervisor should discuss problem areas that have been identified and review the plan of action that has been prepared and approved ion conjunction with Human Resources. Step 4: When the Performance Appraisal has been completed, discussed and signed by the employee and the supervisor, the form should be reviewed and signed by the next level of management. The original is forwarded to your Business Manager for tracking purposes and then sent to Human Resources for the employee’s personnel file. A copy should be provided to the employee and a copy should be retained by the supervisor. 2 Prepared by: Human Resources May 2009
  • 3. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Guidelines for Conducting an Effective Performance Appraisal Session Prepare yourself and your employee • schedule ample time and a private place for the discussion • notify the employee in advance in writing • review documentation notes, letters, files, etc. before working on the review • remember that performance management is a key service to your employees and the department Make it “priority time” • create an agenda for the meeting • minimize interruptions Set a tone of collaboration • start the discussion on a positive note • encourage your employee’s participation Be clear about your purpose • reinforce that the discussion will address strengths and areas for improvement Review performance expectations • discuss the position description and the department’s reason for needing the position • be clear about performance standards within your department Discuss performance that is below, meets, and exceeds expectations • use language that is clear and specific, citing examples where practical • describe performance, not personality Ask the employee what the employee thinks • allow the employee to speak freely before responding to the employee’s comments • actively listen to your employee • clarify your employee’s concerns, then address them Set S.M.A.R.T Goals to: • improve performance in targeted areas • build on strengths • develop the employee’s knowledge, skills, and abilities • align the employee’s work with the needs of the department Agree to follow up • schedule at least one interim check-in on performance during the year • frequent feedback is essential! • ask how your employee prefers to receive feedback (written, verbal) • discuss how your employee likes to be recognized for good work Close with encouragement • offer your help and support • end with a positive note by summarizing employee strengths and contributions 3 Prepared by: Human Resources December 2009
  • 4. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Guidelines for Establishing S.M.A.R.T. Goals Establishing goals creates a written plan for reasonable and measurable long-term and short- term objectives. Goals should support growth and achievement. By following the S.M.A.R.T. model for establishing goals, it allows the employee and supervisor to track progress. What gets measured gets done! SMART = goals that are Specific, Measurable, Achievable, Realistic and Timely. Specific: Goals should be as specific and detailed as possible. Do not set loose or broad goals. Measurable: In order to clearly determine if objectives have been achieved, goals should not be ambiguous, but rather clear and concrete. Achievable: Success and failures depend on practical goals. Goals should not be out of reach. They should be reasonable and achievable. Realistic: Goals must be possible under current business conditions. Time Framed: Goals should have a time frame for completion. Having a time frame will give structure and allow you to monitor progress. 4 Prepared by: Human Resources December 2009
  • 5. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff 2009 PMP FORM Final form should be typed and the employee’s current position description, in the appropriate University template, should be attached. Employee PCN Title: Name: # Supervisor PCN Title: Name: # Department: College or Division: Check one: ___ 6-Month Review ___ Annual Review Review Period: July 1, 2008 – December 31, 2009 Please attach additional sheets if necessary when answering the following questions: 1. How well did the employee perform the core responsibilities of the employee’s position during the past appraisal period ANSWER 2. How would you describe the employee’s performance relative to customer service? ANSWER 3. Does the employee contribute to team effort and maintain harmonious and effective working relationships with co-workers, supervisors and customers? ANSWER 4. Does the employee adapt to changing priorities and demands and share information and resources with others to promote positive and collaborative work relationships? ANSWER 5. What were the employee’s strengths, areas of improvement and major achievements during the appraisal period? ANSWER 6. Are there additional skills, resources or knowledge that would help the employee more effectively perform his/her present job or enhance his/her career development? If yes, please list. ANSWER 5 Prepared by: Human Resources December 2009
  • 6. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff 7. What goals and performance objectives were accomplished by the employee during the appraisal period? Goal: ANSWER __ Achieved __ Partially Achieved __ Did Not Achieve Goal: ANSWER __ Achieved __ Partially Achieved __ Did Not Achieve Goal: ANSWER __ Achieved __ Partially Achieved __ Did Not Achieve Goal: ANSWER __ Achieved __ Partially Achieved __ Did Not Achieve 8. Were there any unanticipated events, which occurred during the performance appraisal period that impacted the employee's goals and priorities above? If yes, please describe if these events changed the employee’s original goals and priorities, and how the employee responded to these unanticipated events? ANSWER 9. Please set goals and performance objectives for the upcoming appraisal period. Please use the S.M.A.R.T. Model when setting goals. Goal: ANSWER Goal: ANSWER Goal: ANSWER Professional/Technical Development Goal: 6 Prepared by: Human Resources December 2009
  • 7. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff 10. Overall Performance: Please comment briefly on the employee’s overall performance.* (Please feel free to attach any other written documentation as necessary) ANSWER *If the employee’s overall performance indicates a need for improvement, check here ____ and attach a written 3-month performance development plan detailing steps to be taken by the employee and supervisor—and the expected results—to improve the employee’s performance. Please consult with Human Resources to develop this plan. Employee Comments: _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ Signatures: This Performance Appraisal has been discussed between the employee and the supervisor and has been reviewed as appropriate.1 Employee:__________________________________ Date:________ Supervisor:_________________________________ Date:________ Reviewer:__________________________________ Date:________ **Before returning evaluation to Human Resources, please be sure to attach a current position description** 1 A “reviewer” should be the next level of management over the immediate supervisor. 7 Prepared by: Human Resources December 2009
  • 8. The University of Toledo Performance Management Process For the Development and Evaluation of Professional Staff 2009 Employee Self Appraisal Form (To be completed by the employee) Name Position Title_______________________ Department Supervisor Please attach additional sheets if necessary when answering the following questions: 1. What were your major achievements in the past appraisal period? 2. Who are your customers and how well have you served your customers during the past appraisal period? 3. Are there areas of your performance in which you could improve? No___Yes____ If yes, please describe. 4. Are there additional skills, resources or knowledge that would help you more effectively perform your present job or enhance your skill opportunities? No___ Yes please list. 5. What goals (i.e., specific final outcomes to be attained) and objectives (i.e. specific steps to be taken to reach goals) do you expect to accomplish during the next appraisal period? 6. List the subjects you would like to discuss with your supervisor during your performance appraisal: We have discussed the Employee Self Appraisal. Employee_____________________________ Supervisor_______________________________ Date________________________________ Date____________________________________ 8 Prepared by: Human Resources May 2009