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  • 1. Nova Southeastern University facilitated by: Aaron Greenberg and Maureen Simunek-Appelt Office of Human Resources Performance Management: Focus on Performance Appraisals
  • 2. Course Objectives
    • After completing this workshop, the learner will be able to:
            • Understand NSU ’ s performance rating scale
            • Fill out a Performance Appraisal Form
            • Conduct meaningful performance appraisal discussions
            • Be prepared for some common challenges of the appraisal process
            • Set effective goals with employees
  • 3. Your Experience
    • Think about your last review:
      • What thoughts come to mind?
      • What went right, what went wrong?
  • 4. An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success. Performance Management Communicate Observe Evaluate Set Goals
  • 5. Why Manage Performance?
    • Curb or redirect non-productive activities
    • Encourage and reward behaviors aligned with organizational mission and goals
    • To reach organizational mission and goals
  • 6. What do Employees Expect?
    • Clear expectations
    • Positive/constructive feedback on a regular basis
    • Involvement in goal setting
    • Be treated fairly and consistently
    • Sharing of information and resources
    • Job/career enrichment opportunities
  • 7. Planning for the Process
    • Review employee’s job description
    • Understand the performance measurement system
    • Review notes from the year
    • Understand employee expectations
  • 8. Types of Appraisal Forms
    • Exempt
    • Exempt Managerial
    • Non-Exempt
    • Senior Administrator
    • Forms are available online at:
    • http://www.nova.edu/cwis/hrd/ohrforms.html
  • 9. Rating Scale
    • 4 - Excellent (Exceeds Standards)
    • 3 - Good (Fully Meets Standards)
    • 2 – Acceptable (Usually Meets Standards)
    • 1 – Unsatisfactory (Fails to Meet Standards)
  • 10. Excellent ( Exceeds Standards )
    • Clearly considered to be exceptional performers.
    • Consistently exceed the communicated expectations of the job function, responsibility or goal.
    • Demonstrate unique understanding of work beyond assigned area of responsibility.
    • Identify needs and provide unique, innovative and workable solutions to problems. 
    • Achievements and abilities are obvious to subordinates, peers, managers and customers.
  • 11. Good ( Fully Meets Standards )
    • These employees are “on track” and fully achieve expectations.
    • Independently and competently perform all aspects of the job function, responsibility, or goal.
    • Performance consistently meets the requirements, standards, or objectives of the job.
    • Occasionally exceeds requirements.
    • Recognizes, participates in, and adjusts to changing situations and work assignments.
  • 12. Acceptable (Usually Meets Standards)
    • Generally meet expectations required for the position.
    • Competently perform most aspects of the job function, responsibility or goal.
    • May require improvement in one or two areas of consistent weakness.
    • Employee requires coaching in a weak area or may need additional resources or training to meet expectations.
  • 13. Unsatisfactory (Fails to Meet Standards)
    • Employees with this rating fail to satisfactorily perform most aspects of the position (or function).
    • Performance levels are below established requirements for the job.
    • Employee requires close guidance and direction in order to perform routine job duties.
    • Performance may impede the work of others and the unit.
    • A performance improvement plan must be submitted to OHR.
  • 14. Scheduling the Meeting
    • Notice
    • Location
    • Self-evaluation
      • Appropriate form
      • Comments
    • Supervisory approval
  • 15. Filling out the Form
    • Review notes
    • Behaviors vs. value judgments
    • Align categories on form with employee’s job responsibilities
    • Optional categories
    • Set goals
  • 16. Setting Effective Goals
    • Quick Tips
      • S.M.A.R.T. Goals
        • Specific
        • Measurable
        • Achievable/Agreed Upon
        • Relevant
        • Time-bound
      • Aligned
      • Adjustable
    Communicate Observe Evaluate Set Goals
  • 17. Common Mistakes
    • Labeling
    • Recency
    • Central Tendency
    • Leniency
    • Horns/Halo Effect
    • Constancy
    • Similarity
  • 18. Performance Appraisal Practice
    • Review Performance Appraisal for items that are:
      • Under-rated
      • Over-rated
      • Poorly stated
    • Refer to employee background
    • Rewrite Performance Appraisal using tools reviewed today
    • Make sure to fill out the form completely including the Goals section
  • 19. Common Performance Appraisal Challenges
  • 20. Conducting the Meeting
    • Review rating system
    • Discuss employee’s self review
    • Let employee talk
    • Be aware of all three parts of the messages you send:
      • Words
      • Tone
      • Body Language
    • Stay focused on performance
  • 21. Dates to Remember
    • Appraisals due to your HR contact before May 1, 2009
    • Review form with HR contact before meeting with employee
    • No reclassifications between April 1 and July 31, 2009