Performance Management Manager Presentation


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Performance Management Manager Presentation

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