Performance appraisaltraining

Performance Appraisal Training
Presented by:
DREXEL UNIVERSITY’S
Human Resources Department

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Today’s Agenda

• Management’s role in the
performance appraisal process
• Performance Appraisal Form
• FAQ’s
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First Agenda Item
• Management’s role in the performance appraisal
process.
• This section covers:
 The performance appraisal as an important
management tool for the organization, supervisor and
employee
 The supervisors planning checklist
 How to complete a performance appraisal form
 Standards for documenting performance
 Guidelines for setting goals and coaching employees
 Responding to employee reactions

An Important Management Tool For
The Organization
 Communicates organization & department
goals
 Builds stronger working relationships
 Improves productivity
 Supports HR decisions: promotions, raises,
etc.
 Assures HR decisions are based on
objective criteria
 Identifies poor/marginal performers

The Supervisor
 Demonstrates your management skill
 Improves rapport and builds morale
 Identifies the employee’s general training
needs
 Improves the employee’s productivity

The Employee
 Recognizes the employee’s accomplishments
 Helps the employee to set goals and improve
performance
 Employees have a chance to communicate their
career goals & ask about opportunities for career
development
 Employees become aware of needed
improvement
 Assures them that appraisals are fair
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Planning Checklist for the Appraisal
Meeting
 Notify employee of date, time and place for the
self-appraisal
 Give the employee a blank appraisal form
 Notify employee of date, time and place for the
formal appraisal meeting
 Assemble and review employee’s:
•
•
•
•

Job description
Past appraisals
Performance goals
Your critical incident logs

Prepare The Performance Appraisal Form
When you complete the employee’s
appraisal form,
 Make sure that you follow the format
 Be detailed and use specific examples
 Be sure the appraisal is
 Job-related and objective
 Goal-related and based on
performance/behavior
 Free of personal likes/dislikes and
stereotypes
 Not overly strict or lenient
 Not overly weighted by a single or
recent incident

Appraisal Documentation For An
Employee Must Be:
 Consistent: use same standards for people in the
same job
 Personalized: use each employee’s progress
toward individual goals
 Measurable: use numbers to document
accomplishments wherever possible


Appraisal Documentation Must Be:
Continued

 Results
oriented:

Track results, such as
number of jobs completed

 Effort
oriented:

Track dependability,
attendance, or ability to
follow instructions


Appraisal Documentation Must Be:
Continued

 Accurate:

Be specific & correct
about incidents, dates,
etc.

 Timely:

Focus on events during
appraisal period


Use The SMARRT Criteria For
Setting Goals:
Specific:
Measurable:
Achievable:
Realistic:
Results oriented:
Time bound:

so the employee knows
exactly what is expected
so the employee knows
when the goal is achieved
accomplished with effort
and/or skill
doable within reason
focus on end-result
identify deadlines


Positive Motivation & Feedback
• Performance Appraisal process is an
excellent coaching opportunity
• Emphasize the positive, when possible,
before noting areas for improvement
• Coaching discussions should be:
* Frequent
* Immediate to the behavior
* Specific about accomplishments &
desired improvements
* Invite employee discussion

Motivation & Feedback Through
Coaching-Example #1
• General Coaching
“Thanks for keeping track of my mail
while I was away. It made returning
from vacation easier. It’s important to
me to know that I can always depend
on you to do what you say you will and
do it right.”

Coaching-Example #2
• Average Performer
“You do an excellent job greeting students who
come to our department. Your ability to engage
them in conversation using open ended questions
helps you understand what they need so you can
direct them to the right person on the first try.
This shows respect for students’ time and helps
us to better meet their needs. Do you have any
thoughts about how we could encourage even
more people in the department to interact with
students as effectively as you do?”

Coaching-Example #3
• Marginal Performer
“The error in reporting year-to-date
applications occurred again this
morning, as you know. I thought we
reviewed the data entry process and
sorting criteria carefully before you ran
the report. What did we miss? What do
you think we should do to prevent
another error?”


Coaching-Example #4
• Needs Improvement
“You consistently meet deadlines in
producing all requested documents.
However, the quality of your work does
not consistently meet the department’s
standard. For example, your last 3
quarterly reports had basic formatting
errors and several typos. Do you have
any thoughts about why that’s happening
and how we can bring you to the level we
need to meet our department standards?”

Responding to Reactions – The
Angry Employee
 Let him/her blow off steam but don’t
respond in kind
 Listen & ask open-ended questions to
find true nature of resistance
 State your point-of-view calmly
 Don’t try to reach agreement if employee
stays angry. Set a 2nd meeting.

Responding to Reactions – The
Employee Who Wants Too Much
 Explain that promotions reward
performance over time, perhaps years
 Make no promises to the employee
 Don’t let the employee infer any
commitments
 Provide realistic picture of future
prospects

Second Agenda Item

• Performance Appraisal Form


Performance Appraisal Forms
To view the DUCOM appraisal form and its
instructions: http://www.drexel.edu/admin/hr_hs
/
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presentation.

• To view the Drexel appraisal form and its
instructions: http://www.drexel.edu/hr/
Please note: Press your browser’s <back> button to return to this
presentation.

Third Agenda Item
• Frequently
Asked
Questions (FAQ)


Q. What is the purpose of
performance appraisals?
• A. Performance appraisals
permit you and your employee
to review the employee’s
accomplishments of the year.
Performance appraisal sets the
foundation of the goals and
objectives for your employee for
the upcoming year.

Q. How should I use the selfevaluation process?
• A. After your employee completes
his/her performance evaluation, review it
with him/her, come to an agreement on
the self-assessment and , if appropriate,
incorporate the employee’s comments
along with your own. The evaluation
should not be 100% the employee’s selfappraisal.


Q. Is there a special formula to
use to reach the overall rating?
• A. No, there is not.
Supervisors/managers must look
objectively at the employee’s
competencies and responsibilities and
ask yourself, “On the whole, how did
this employee do?”.


Q. Who do I contact if I have further
questions about performance appraisals?

• A. Please e-mail your
question(s) to Christine
Kowalski, in the Human
Resources Department, at
ck55@drexel.edu .


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Performance appraisaltraining

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