Performance Appraisals


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Performance Appraisals

  1. 1. Staff Performance Appraisals Presented By: Alan Napier & Steve Garwood
  2. 2. Overview <ul><li>Why do performance appraisals? </li></ul><ul><li>The performance cycle </li></ul><ul><li>The appraisal form </li></ul><ul><li>Tips for giving appraisals </li></ul><ul><li>Contract requirements for managing Problem work performance </li></ul>
  3. 3. Why do we do appraisals? <ul><li>University policy requirement </li></ul><ul><ul><li>Ongoing communication </li></ul></ul><ul><ul><li>Foster performance improvement and enhancement </li></ul></ul><ul><ul><li>Supervisors required to hold annual performance appraisal discussion and summarize…. </li></ul></ul><ul><li>Feedback </li></ul><ul><ul><li>Let employee know where s/he stand relative to expectations </li></ul></ul><ul><ul><li>Areas for improvement </li></ul></ul><ul><ul><li>Identifies possible training and development needs </li></ul></ul>
  4. 4. Why do appraisals? <ul><li>Best case </li></ul><ul><ul><li>Opens communication </li></ul></ul><ul><ul><li>Employee understands what is expected and how s/he is doing in the job </li></ul></ul><ul><ul><li>Employee knows areas for further development </li></ul></ul><ul><ul><li>Motivates employee </li></ul></ul><ul><li>Worst case </li></ul><ul><ul><li>Inflammatory </li></ul></ul><ul><ul><li>Source of conflict </li></ul></ul><ul><ul><li>Waste of time </li></ul></ul>
  5. 5. Problems occur when the manager is… <ul><li>Not sure how process works </li></ul><ul><li>Not comfortable giving feedback </li></ul><ul><li>Fears grievances or complaints </li></ul><ul><li>Overwhelmed by time pressure – multiple priorities & managing performance isn’t one of them </li></ul><ul><li>Unaware of the value </li></ul><ul><li>Not assuming responsibility </li></ul>
  6. 6. The Performance Cycle <ul><li>Three step process </li></ul><ul><li>Set expectations </li></ul><ul><li>On-going tracking and feedback </li></ul><ul><li>Reviewing progress </li></ul>
  7. 7. The Performance Cycle <ul><li>Setting expectations </li></ul><ul><ul><li>Accomplish at the beginning of each performance cycle or within 30 days of hire </li></ul></ul><ul><ul><ul><li>The cycle runs from 1 July – 30 June </li></ul></ul></ul><ul><ul><li>Expectations </li></ul></ul><ul><ul><ul><li>What employee will do and how s/he will do it </li></ul></ul></ul><ul><ul><ul><li>Should be specific and measurable </li></ul></ul></ul><ul><ul><ul><ul><li>Can be measurements or quantity, quality, timeliness or goals/objectives of the job </li></ul></ul></ul></ul>
  8. 8. The Performance Cycle <ul><li>On going tracking and feedback </li></ul><ul><ul><li>Should occur throughout the performance cycle </li></ul></ul><ul><ul><li>Supervisor gathers data from identified sources </li></ul></ul><ul><ul><li>Meets with employee during the year to discuss feedback </li></ul></ul><ul><ul><ul><li>To reinforce progress </li></ul></ul></ul><ul><ul><ul><li>Identify areas for improvement/development </li></ul></ul></ul><ul><ul><ul><li>Coaches on how to sustain progress or improve </li></ul></ul></ul>
  9. 9. Performance Cycle <ul><li>Reviewing progress </li></ul><ul><ul><li>Appraisal of performance for entire cycle </li></ul></ul><ul><ul><li>Compares actual performance with established expectations </li></ul></ul><ul><ul><li>Should involve a discussion with the employee </li></ul></ul><ul><ul><li>Do not forget to begin planning for the next cycle! </li></ul></ul>
  10. 10. The Appraisal Form <ul><li>Staff Performance Appraisal Form B </li></ul><ul><li>Located on Human Resources web site </li></ul><ul><li>The form </li></ul><ul><ul><li>Provides a written record of job performance </li></ul></ul><ul><ul><li>Should be a frank evaluation of performance relative to established standards </li></ul></ul><ul><ul><li>Appraisals become a part of the staff member’s personnel file </li></ul></ul>
  11. 11. The Appraisal Form <ul><li>Section I </li></ul><ul><ul><li>Should be completed by the staff member being evaluated </li></ul></ul><ul><ul><li>Member lists major responsibilities of position in approximate order of importance </li></ul></ul><ul><ul><li>Forwards form to supervisor </li></ul></ul>
  12. 12. The Appraisal Form <ul><li>Sections II, III, and IV are completed by the supervisor </li></ul><ul><li>Section II </li></ul><ul><ul><li>Supervisor reviews major responsibilities </li></ul></ul><ul><ul><ul><li>Notes concurrence on comments </li></ul></ul></ul><ul><ul><ul><li>Makes additions, deletions or changes in priority as appropriate </li></ul></ul></ul>
  13. 13. The Appraisal Form <ul><li>Section III </li></ul><ul><ul><li>Supervisor checks the most appropriate block for each required performance factor </li></ul></ul><ul><ul><li>The performance factors include: </li></ul></ul><ul><ul><ul><li>Quality of Work </li></ul></ul></ul><ul><ul><ul><li>Flexibility </li></ul></ul></ul><ul><ul><ul><li>Initiative </li></ul></ul></ul><ul><ul><ul><li>Dependability </li></ul></ul></ul><ul><ul><ul><li>Interpersonal Relations </li></ul></ul></ul><ul><ul><ul><li>Safety Compliance </li></ul></ul></ul>
  14. 14. The Appraisal Form <ul><ul><ul><li>-Rating scale definitions </li></ul></ul></ul><ul><ul><ul><li>Exceptional – contributions & excellent work are widely recognized…consistently exceeds defined expectations…produces important & impactful results… </li></ul></ul></ul><ul><ul><ul><li>Highly Effective – most objectives exceed expectations…projects and objectives are completed in a manner that expands the scope of assignment….employee is viewed as having made notable contributions to the department </li></ul></ul></ul>
  15. 15. The Appraisal Form <ul><ul><li>Rating scale definitions (continued) </li></ul></ul><ul><ul><ul><li>Effective – performance is competent and effective along established expectations, initiative, resourcefulness and good judgment are consistently used… </li></ul></ul></ul><ul><ul><ul><li>Improvement Required – performance falls below expectations on one or two job requirements…a performance improvement plan should be established </li></ul></ul></ul><ul><ul><ul><li>Unsatisfactory – performance falls below expectations on several critical job requirements and responsibilities….without significant improvement reassignment or separation are indicated…performance improvement plan must be in place </li></ul></ul></ul>
  16. 16. The Appraisal Form <ul><li>Section III </li></ul><ul><ul><li>Items 7 -12 only apply to supervisory personnel and should not be rated for support staff members </li></ul></ul><ul><li>Section IV – Supervisory Comments </li></ul><ul><ul><li>Supervisor comments on staff member’s strengths and weaknesses. </li></ul></ul><ul><ul><li>This area can also be used to summarize the overall performance or to comment on any other factor not covered in items 1-6 </li></ul></ul>
  17. 17. The Appraisal Form <ul><li>Signatures </li></ul><ul><ul><li>Section IV supervisor should sign the completed appraisal </li></ul></ul><ul><ul><li>Section VI evaluation should also be signed by the reviewer prior to presentation to the employee </li></ul></ul>
  18. 18. Tips for giving appraisals <ul><li>A well prepared performance appraisal can: </li></ul><ul><ul><li>Help an employee understand what is expected and how they did relative to those expectations </li></ul></ul><ul><ul><li>Helps the employee understand where s/he needs to grow </li></ul></ul><ul><ul><li>Serve as a vehicle for ongoing communication and career development </li></ul></ul><ul><ul><li>Motivate the employee </li></ul></ul><ul><li>A poorly prepared and/or communicated appraisal can lead to conflict </li></ul>
  19. 19. Tips for giving Appraisals <ul><li>Rate appraisal based on how the employee did relative to the established performance expectations </li></ul><ul><li>Common mistakes </li></ul><ul><ul><li>Central tendency </li></ul></ul><ul><ul><li>Rater inflation </li></ul></ul><ul><ul><li>Recent behavior emphasis (good or bad) </li></ul></ul><ul><ul><li>Illegal criteria </li></ul></ul>
  20. 20. Tips for giving Appraisals <ul><li>Be factual and specific </li></ul><ul><li>Pay attention to location </li></ul><ul><li>Have support documentation available </li></ul><ul><li>Discuss appraisal point by point </li></ul><ul><li>Allow for employee discussion </li></ul><ul><li>Know where your support resources are and plan ahead! </li></ul>
  21. 21. Providing Feedback <ul><li>Consider using the STAR or STA/AR approach when giving feedback </li></ul><ul><ul><li>Situation or task (ST): what are the circumstances that prompted the employee’s actions? </li></ul></ul><ul><ul><li>Action (A): What did the person do or say in response to the action? </li></ul></ul><ul><ul><li>Result (R): What was the result of the action? </li></ul></ul><ul><ul><li>Alternative Action (A): What could the employee have done differently? </li></ul></ul><ul><ul><li>Enhanced Result (R): What would be the anticipated result of the alternative action? </li></ul></ul><ul><li>Remember to document feedback sessions </li></ul><ul><ul><li>Tool: DDI discussion planner </li></ul></ul>
  22. 22. Contract requirements for managing unsatisfactory work performance <ul><li>Article IX subsection H. </li></ul><ul><li>“ No non-probationary employee may be suspended, disciplined or discharged except for just cause.” </li></ul><ul><li>“ Where there is a work performance situation that is based more on the need to acquire knowledge or skills or to improve judgment or decision making the following policy shall apply.” </li></ul>
  23. 23. Contract requirements for managing unsatisfactory work performance <ul><li>“ Unsatisfactory work performance can encompass a variety of behaviors which include but are not limited to failure to complete work assignments or correct errors in a reasonable amount of time, inability or unwillingness to learn new tasks or skills or work collaboratively .” </li></ul><ul><li>The supervisor needs to be aware of patterns of behavior that constitutes unsatisfactory work performance. </li></ul>
  24. 24. Contract requirements for managing unsatisfactory work performance <ul><li>“ The supervisor should take corrective action as soon as patterns are identified. ” </li></ul><ul><li>“ When there is poor performance, the supervisor should consult with the HR Manager regarding coaching for improved performance.” </li></ul>
  25. 25. Contract requirements for managing unsatisfactory work performance <ul><li>When a significant performance problem is identified </li></ul><ul><ul><li>Supervisor and employee will work on a tentative corrective plan </li></ul></ul><ul><ul><ul><li>Involves a formal period of evaluation no shorter than 3 months </li></ul></ul></ul><ul><ul><ul><li>During this time period the employee will have the opportunity to correct his/her performance </li></ul></ul></ul>
  26. 26. Contract requirements for managing unsatisfactory work performance <ul><li>The tentative corrective action plan should include: </li></ul><ul><ul><li>A written summary of the unsatisfactory work performance </li></ul></ul><ul><ul><li>Performance standards and expectations that must be attained </li></ul></ul><ul><ul><li>Explanation of the period of evaluation (and) </li></ul></ul><ul><ul><li>A statement that unless improvement is made and sustained, termination of employment will occur </li></ul></ul>
  27. 27. Contract requirements for managing unsatisfactory work performance <ul><li>The tentative corrective action plan (continued) </li></ul><ul><ul><li>5. Supervisor recommends a meeting with a Union representative to get further feedback before the plan is finalized </li></ul></ul><ul><ul><li>6. If the employee refuses representation, the employee should be informed that the Union will receive a copy of the agreed-upon plan </li></ul></ul>
  28. 28. Contract requirements for managing unsatisfactory work performance <ul><li>Implementing the corrective action plan </li></ul><ul><ul><li>Employee’s progress will be reviewed at least three times </li></ul></ul><ul><ul><li>The employee may request Union representation at any meeting to discuss progress </li></ul></ul><ul><ul><li>If at any stage of the process the supervisor believes that situation has not progressed the supervisor should immediately involve HR and the Union in further discussion. </li></ul></ul>
  29. 29. Contract requirements for managing unsatisfactory work performance <ul><li>If at end of the corrective action period the recommendation is to continue employment </li></ul><ul><ul><li>Employee is informed in writing along with a clear statement of expectations for the future </li></ul></ul><ul><ul><li>The corrective action plan remains active for 18 months after completion of the formal review </li></ul></ul><ul><ul><li>If the unsatisfactory performance or behavior appears again during that time a new corrective action plan is not required </li></ul></ul><ul><ul><li>If a new set of circumstance occurs (i.e. the employee changes jobs) then a new corrective action plan is required </li></ul></ul>
  30. 30. Contract requirements for managing unsatisfactory work performance <ul><li>If at the conclusion of the review period it is determined that the employee is unwilling or unable improve… </li></ul><ul><ul><li>The supervisor will confer with HR about termination of employment </li></ul></ul><ul><ul><li>If the evaluation indicates there is a possible alternative to termination (e.g. an available position which is a good match with the employee’s skills) the University will explore that alternative. </li></ul></ul>
  31. 31. Remember <ul><li>The decision to place an employee under formal review or to terminate employment is grievable according to the grievance and arbitration provisions of the PULA contract. </li></ul>
  32. 32. Summary <ul><li>Contract requirements for managing problem work performance </li></ul><ul><li>Tips for giving appraisals </li></ul><ul><li>The appraisal form </li></ul><ul><li>The performance cycle </li></ul><ul><li>Why do performance appraisals? </li></ul>
  33. 33. Conclusion <ul><li>Questions? </li></ul><ul><li>More training available from: </li></ul><ul><ul><li>Learning and Development Office, University Human Resources </li></ul></ul><ul><ul><ul><li>Managing Effective Interactions </li></ul></ul></ul><ul><ul><ul><li>Performance Management: Appraisals and Setting Expectations </li></ul></ul></ul><ul><ul><ul><li>Coaching Others Toward Improvement </li></ul></ul></ul><ul><ul><ul><li>… </li></ul></ul></ul>