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  • Note: Recommended frequency of formal feedback sessions is at least four times per year. Required sessions are once per year for CSEA and twice per year for PEF. Recommended frequency of informal feedback: Whenever a project is finished or major milestone is reached Whenever an employee does something with a significant impact Whenever possible for routine type work
  • Note: You may need to consult the employee’s previous supervisor on tasks, standards, and performance if you have taken over as the employee’s supervisor during his or her evaluation period.
  • Note: This appraisal discussion does not deal with any rating of the employee. It is intended to be a constructive exchange relative to the individual’s past performance, improvement opportunities, and future expectations. It offers a chance for the supervisor and the employee to discuss their observations about the employee’s performance and to clarify and differences in perception before the supervisor records the formal, written performance appraisal.

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  •  
    • Set expectations and measure performance
      • What employees are expected to do for their organization in return for pay and benefits
      • Allows employees to understand what is required for advancement (i.e. what are those measures of quality, and what do employees need to do to be successful?)
      • Establishes a standard of performance
    • Document employee performance
      • Shows what areas need improvements and what they are doing right
    • Promote employee growth and development
      • How the organization can help employees develop their skills to meet expectations
    • Enhance employee performance
    • Motivate employees
      • Shows what role the employee plays in adding value to the campus
    • Promote increased communication
      • Increases feedback of needed change
    • Expresses appreciation of good performance
      • Strengthens relationship between employee and supervisor
    • Assists in evaluating supervisor’s own performance
    • Prepare tasks and standards to support performance expectations, and meet with the employee to review and discuss the tasks and standards, clarifying any unclear items. With the employee build the employee’s development plan.
    • Regularly observe and assess employee performance against the tasks and standards.
    • Establish checkpoints to provide on-going feedback (positive and corrective) to the employee.
    • Periodically review the tasks and standards and the development plan, making necessary adjustments if changes are needed to keep them current.
    • Review with the employee.
    • Rate the employee at the rating point(s) of the process.
    • Begin the process again, making adjustments (if necessary) to the tasks and standards or the employee development plan.
  •  
  • The terms performance evaluation and performance rating are sometimes used interchangeably. However, the are not the same thing. Performance Evaluation Performance Rating The performance evaluation process is a key supervisory responsibility. The performance rating is a key supervisory action. The performance evaluation process is a cycle. The performance rating is a short-term event done at a specific time in the performance evaluation process. The performance evaluation process includes regular feedback based on ongoing assessments of employee performance. The performance rating should be an accumulation of the assessments made and feedback given over time.
    • Task statements are descriptions of an employee’s actual work.
    • They include what the work is. They do not include “how to do” or “how well to do” the work.
    • Information contained in task statements must include:
        • What work is to be done (verb and noun)
    • Task statements may also include:
        • What the output or products are
        • Where it is done
        • How often it is done
        • For whom it is done
    • Tasks should:
        • Clearly define, and specifically describe actual work to be done
        • Account for a significant amount of the employee’s time
        • Reflect the actions taken to meet the overall responsibilities of the employee
        • Relate to a position, not the individual in that position
        • Be distinguished from one another
        • Be important in relation to the objectives of the job, unit, or agency
    • Task statements should be specific, but not so narrow that there are too many to list, nor so broad that one or two sums up the whole job.
    • Think about the entire job of the employee.
    • Talk with the employee and review all available information about the job.
    • Turn “responsibilities” (broad statements) into tasks (action statements).
    • Discuss task formulation with other supervisors, if practical.
    • With the employee, draft a list of tasks/activities and condense it where appropriate. Task lists generally range in size from three to seven key tasks.
    • Ensure that tasks are consistent with agency goals and objectives, the objectives of other units and an up-to-date duties description.
    • Rank the tasks in order of descending importance, considering such factors as urgency, amount of time devoted to each task, importance of the work to the unit, etc.
    • Modify so that the final task statements are clear, complete, specific, and behavioral.
    • Remember: The supervisor has the final responsibility for identifying
    • the employee’s key tasks.
    • If you need assistance in developing a set of tasks for a particular employee, consider the following resources:
    • Already existing tasks and standards within the agency – employees in similar positions
    • Job description, ( www.cs.state.ny.us ), classification standards, Civil Service standards
    • Tasks generated in discussions with peers or higher level supervisors
    • Production reports/work assignments sheets
    • Past work practices within the agency
    • Earlier performance evaluation reports
    • Observation of the work the employee performs
  • Responsibilities Task Activities Prepare annual report Writes annual report. Arranges the distribution of report. Emails appropriate staff for necessary material, giving them a deadline. If necessary, follows up to receive all material. Compiles report. Arranges for its review by an outside proofing firm. Supervises a team Assigns and schedules work. Monitors performance. Provides ongoing feedback and coaches for performance. Reviews workload and adjusts as needed. Conducts staff meetings to review progress and adjust schedules. Meets individually to review progress and how well standards are met.
    • Tasks are descriptions of the employee’s actual work.
    • Standards are written descriptions of how well work must be performed.
    • Standards provide supervisors and employees:
        • A clear picture about the quality of work that is expected (performance expectations);
        • An objective, reliable way to evaluate performance; and
        • Specific benchmarks to compare actual performance with desired performance.
    • S pecific – clear and complete
    • M easurable – objective, not subjective
    • A ttainable – for the typical incumbent
    • R elevant – directly related to job output
    • T ime bound – to be completed within a specified timeframe
    • The annual appraisal should be an accurate reflection of work done throughout the year. It is recommended that supervisors keep documentation to help them write an accurate appraisal that addresses a year’s worth of performance.
    • Here are some suggested sources of information to use for performance appraisal documentation:
        • Supervisor’s notes, including observation of behavioral competencies:
          • Customer service
          • Teamwork
          • Business acumen
          • Leadership
        • Examples of work
        • Time and attendance records
        • Training/certificates records
        • Congratulation letters and/or emails
        • Surveys or reports
    • Base employee’s evaluation on a current and accurate job description.
    • Provide the employee with a written list of up-to-date, clear and measurable tasks and standards.
    • Provide constructive feedback on performance on an on-going basis.
    • Focus on behaviors.
    • Give an accurate, fair, and individualized assessment of performance to each employee.
    • Prepare for and facilitate constructive performance evaluation meetings.
    • Listen and ask questions.
    • Review and follow agency performance evaluation and rating procedures.
    • Promote employee growth and development.
    • Focus on this process regularly and continually.
    • At the start of the evaluation period, the supervisor completes Section 1, “Employee Identification” and Section 2A, the “Performance Program” portion of the evaluation form, listing the important tasks and objectives of the job and the standards by which the employee’s performance will be evaluated.
    • The supervisor arranges a meeting with the employee to discuss the performance program. At the meeting the supervisor provides a copy of the performance program for review, and may consider the employee’s comments or suggestions regarding the performance program.
    • The supervisor observes and informally reviews the employee’s performance throughout the evaluation period, providing feedback and/or counseling when appropriate.
    • Mid-pint Six-Month Review: Although optional, it is recommended that the six-month review be completed by the supervisor. At this time, the supervisor meets with the employee for an interim appraisal and informs the employee of how performance has compared with expectations. The supervisor also articulates the employee's strengths, and if there are any improvement opportunities, the supervisor should propose suggestions on how the employee can improve before the final evaluation.
    • Near the end of the evaluation period (one month before is recommended), the supervisor completes sections 2B, 4, 5, and 6, describing the employee’s performance in accomplishing the tasks specified in Section 2A, and whether the employee has met, exceeded, or failed to meet expectations.
    • The supervisor conducts an appraisal interview with the employee. The meeting should take place approximately two weeks before the end of the evaluation period to allow time for the supervisor to recommend a rating and forward the recommendation to the designated reviewer for approval.
    • The supervisor completes the performance appraisal and recommends a rating, including documentation to support any “Unsatisfactory” rating. The appraisal is forwarded to the reviewer.
    • The reviewer reviews the appraisal and approves it, modifies it, or requires additional documentation. The reviewer should consult the supervisor regarding any changes to the proposed evaluation.
    • The supervisor discusses the approved appraisal and rating with the employee and gives the employee a copy. At this time both the supervisor and employee sign and date the evaluation form. The supervisor gives the employee a copy of the Performance Evaluation and the original is forwarded to the employee’s personnel file. Ideally, all steps should be completed by the employee’s performance evaluation anniversary date.
    • The supervisor begins the process again for the next rating period.