Performance Management Manager Presentation
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Performance Management Manager Presentation Performance Management Manager Presentation Presentation Transcript

  • Performance Management Program for Staff Belmont University Manager Presentation
  • Overview
    • Performance Management Program – both form and instructions are necessary to understand process
      • Instructions for completing form
      • One form for planning, midyear review, and final evaluation
  • Overview: Performance Planning and Evaluation Process
    • Discussion between supervisor and employee
      • Job description
        • Specific responsibilities & tasks
        • Special projects
      • Improvement goals
        • Training and professional development
      • Midyear review
      • Final evaluation
  • Planning and Evaluation Cycle
    • May/June/July – Goal setting
    • November/December – Mid-year review
    • April 15 deadline – Annual performance evaluation
      • Signed original sent to HR
  • Performance Management Cycle Planning Feedback Evaluation Midyear check Feedback
  • I. Job Description Review
    • Employee and Supervisor review job description during planning stage
    • Update as needed (significant changes must be approved by HR)
    • If changes made, send updated job description to HR electronically
    • Employee and Supervisor sign and date page 1 of Performance Planning and Evaluation form
  • II.1. Specific Job Functions and Responsibilities in Position Description
    • Draw directly from the position/job description
    • Each responsibility will be
      • Listed
      • Evaluated
      • May or may not be a part of improvement goal setting
  • II.2. Relative Weight of Responsibility
    • Position Description requests a percentage weight of job responsibilities
      • Time required
      • Attention required
      • Importance
      • Impact
  • II.3. Core Competencies
    • Determine the relevance of basic competencies for specific responsibility
    • Sometimes certain competencies may not apply to a specific responsibility
    • Should be used as discussion points in planning improvement goals and evaluating job performance
  • Core Competencies for All Employees
    • Communication Skills
    • Teamwork/Collaboration
    • Customer Orientation
    • Diversity
    • Critical Thinking and Problem Solving
  • Manager Competencies (additional)
    • Staffing/Administration
    • Leadership
    • Performance Management
    • Growth and Development of Employees
  • II.4. Improvement Goals
    • Continual improvement through training and development expected and required part of employment at Belmont
    • Should relate directly to the position’s responsibilities and competencies
      • On-the-job training and cross training
      • On and off-campus courses and workshops
      • Professional/educational conferences
      • Academic classes
      • Degrees and certifications
  • Improvement Goals - Details
    • Will probably change from year to year
    • Factor in the relative weight of the responsibility
    • Some responsibilities may have several improvement goals while others might have none
    • Use to develop goals:
      • Position description, prior year’s evaluation, core competencies, special projects, training activities
    • SMART Goals: Specific, Measurable, Attainable, Relevant, Time-framed
  • II.5. Mid-Year Review
    • November or December (mid-cycle)
    • Employee and supervisor meet to assess progress
    • Not an elaborate session
    • + on track
    • - if there are concerns
  • 11. 6 Employee Performance Self-Evaluation (gray column)
    • Self evaluate performance of each job responsibility
    • Give special emphasis for achieving improvement goals & core competencies
  • II.7. Performance Evaluation
    • Manager: Final evaluation
    • Account for relative weight of each
    • Evaluate performance of each responsibility
    • Evaluate general job performance
    • Special emphasis for improvement goals and core competencies
  • II.7. Rating (to be assigned by manager)
    • Rate each individual responsibility quantitatively or qualitatively
    • Final overall rating:
      • (E) Exceeds expectations
      • (M) Fully Meets expectations
      • (MLC) Meets expectations/learning curve
      • (NI) Needs improvement/below expectations
  • Exceeds Expectations
    • Employee clearly & consistently exceeds the communicated expectations of the job function, responsibility, or goal. Demonstrates unique understanding of work well beyond assigned area of responsibility.
    • Represents consistently exceptional performance beyond the rating of fully meets expectations and should be reserved for those individuals that consistently go above and beyond expectations.
    • This rating requires written supportive information.
  • Fully Meets Expectations
    • Employee independently and competently performs all aspects of the responsibility or goal.
    • This is a good, solid rating that indicates the employee is performing the job as expected and as defined in the job description. Occasionally exceeds requirements.
    • This rating is not a “C.” The vast majority of employees are expected to achieve this rating and should be proud to earn it.
  • Meets Expectations/Learning Curve
    • Employee (new to position) exhibits appropriate progress in the course of learning the responsibilities of a new position.
    • Is performing as expected in a new position.
  • Needs Improvement/Below Expectations
    • Employee fails to meet expected job standards and must show change in performance to competently perform most aspects of this responsibility.
    • This rating requires a written action plan and timeline for improvement.
    • Video may be checked out overnight
    • – contact Deborah Nunn 6172
    • The video supports the following:
      • Encourage employee self-appraisal
      • Work collaboratively with employees to set goals
      • Motivate employees to grow and develop professionally
    Video Discussing Performance
  • Preparing for Evaluation – Prepare Employee
    • Notify employee at least 2 weeks in advance. Agree on timing and location.
    • Ask employee to:
      • review his/her job description
      • review his/her Performance Planning and Evaluation form
      • review any feedback given and gather supporting documents including any training attended.
    • Ask employee to do self-evaluation and turn in to supervisor in advance of meeting.
  • Supervisor Preparation for Evaluation
    • Communicate and agree to meeting
      • date/time/location
      • plan 1 hour free from interruptions
    • Review
      • Employee’s job description
      • Online resources
        • Tips for evaluations
        • FAQs
      • Employee’s self evaluation
  • Supervisor Preparation for Evaluation
    • Review performance of job responsibilities, related competencies, and improvement goals.
    • Draft response to each. Give quality and quantity in results.
    • The final rating should reflect the relative weight or average of all the ratings within the evaluation.
  • During Evaluation Meeting
    • First ask for employee comments and suggestions
    • Be sincere, stay job oriented and objective
    • Summarize previous memos/suggestions
    • Suggest new approaches with timelines
    • Use good 2-way communications
      • Active listening, paraphrasing and restating
    • Use different approach for different employees
  • How to Improve Performance Evaluations
    • Review common appraisal errors
      • Subjectivity
      • Biases
      • Poorly planned meeting
      • Unprepared supervisor
  • Improving Performance Evaluations
    • Review traits of the best performance appraisals
      • Objective, caring and honest
      • Evaluation is not a surprise – frequent feedback has been given
      • Encourage and reward good performance
      • Give specific and firm feedback for poor performance
  • After Evaluation Meeting
    • Finalize Form - Add your comments and signature
    • Give to employee for comments and signature
    • Give copy to supervisor for review in confidence
    • Give copy to employee
    • Send signed original to Human Resources for employee file in confidential envelope by April 15th
    • Set date for planning meeting for next year
    • Return to Performance Management Program web page