Powerpoint Presentation

2. -follows from understandings and
actions by leaders within an
organization.

3. -refer to all the policies,
practices and procedures used
to develop the knowledge, skills
and competencies of staff to
improve the effectiveness and
efficiency both of the individual
and the university

5. -helps us do this with focused
conversations between team
leaders and team members.

6. -involves each team leader
connecting with every team
member in three focused
conversations—one at the
beginning, middle, and end of
each year—that include clear
mission objectives, development,
and feedback.

8. -responsible for guiding a group
of employees as they complete
a project
-responsible for developing and
implementing a timeline their
team will use to reach its end
goal.
-some of the ways team leaders
ensure they reach their goals is
by delegating task to their
members, including themselves.

9. -sets a clear vision for the
organization, motivates
employees, guides
employees through the work
process and builds morale.
-leading others towards
achieving clear goals.

11. -is a professional training or staff
development effort, where
professionals are trained and
discuss their work with others in
their peer group.
- is a key component of continuing
medical education for physicians,
pharmacists, and other medical
professionals.

12. It is also common among public
servants including educators and
public safety officials.

13. -refers to some programs
offered to enlisted members of
the military while they are in
service.
-also refers to educators, where
they discuss methods and
cases and work loads.

15. -Develop a continuous and
coordinated program of
professional experiences
through in-service training
-Serve as a resource person to
the staff

16. -Encourage teachers to engage
in continuous curriculum
development through in service
programs.

17. -provide opportunity for
individual to promote the
personal growth and
development of the workers

19. If two people discuss something
one-on-one, they discuss it
directly, without involving
anyone else. It's best to talk with
him about the problem one-on-
one.

20. -a forum for communication from
supervisor to employee, as well as
from employee to supervisor. The
employee's role is to take
responsibility for what they need
from you as their supervisor. Your
responsibility is to provide support
and add value that helps the
employee perform well.

22. GET IT ON THE CALENDAR
-Make your one-on-one meetings a
recurring event and make them a
priority.
-Select days of the week when you
are usually in the office and times of
the day where conflicting
meetings/events will be less likely.

23. HAVE A PLAN
-Be prepared with what you want to
discuss. Don’t just wing it.
-Spend 5-10 minutes prior to the
meeting to write out what you want
to achieve.

24. FOCUS ON THEM
-Let your employee do most of the
talking.
-Remain focused and interactive.
-Ask the employee to give
suggestions for how he/she would
solve an issue before giving your
own feedback or opinion.

25. CELEBRATE WINS
-Be sure to acknowledge and
celebrate those things the
employee has successfully
created or implemented.
-Let them know you value and
admire their achievements.

26. FOCUS ON THE FUTURE, NOT
THE PAST
-Spend the majority of your time
discussing near-term future activities
and events.
-If the employee is less experienced,
help them problem-solve their
approach.
-If they are more experienced, let
take time to “show off” what they plan
to do.

27. SPECIFY DESIRED RESULTS
-Help the employee outline the
objectives of a project and desired
results.
-Be as specific and clear as possible
so the employee knows what the
result should look like.
-Be less focused on how they
the result.

28. FOCUS ON STRENGTHS
-People love to hear you
what they’re good at. They want to
know you see their strengths.

29. ASK GOOD QUESTIONS
-Your employee will know you
are engaged and listening when
you ask appropriate, challenging
questions.
-Don’t interrogate.

30. SHARE INFORMATION
-Once your employee has given
you updates, share information
with them.
-Employees want to feel they are
“in the know” and appreciate
hearing the information you have
learned in your own team
meetings.

31. ASK HOW YOU CAN HELP
-Part of being a good manager is
asking your employee how you
be a support to them.
-Don’t assume what they would
to have you do; ask them where
they need you to be involved.

33. -benefit both employee and employer.
-It is a time to provide feedback, recognize
quality performance and set expectations for
future job performance.
-Conduct evaluations on all employees on a
regular schedule, at least annually, so
employees know it is a regular part of their
employment.

35. SET PERFORMANCE STANDARDS
-set clear performance standards that
outline what an employee in a specific
role is expected to accomplish and how
the work should be done.
-The same standards must apply to
every employee who holds the same
position.
-All performance standards should be
achievable and they should relate
directly to the person’s job description.

36. SET SPECIFIC GOALS
-set goals that are specific to each
employee, unlike performance
standards, which can apply to multiple
workers.
-Goals are particular to the strengths
and weaknesses of the individual
employee and can help them improve
their skills or learn new ones.

37. TAKE NOTES THROUGHOUT THE
YEAR
-Track the performance of your
employees throughout the year.
-Create a performance file for each
worker.
-Keep records of notable
accomplishments or incidents, whether
they’re positive or negative.

38. BE PREPARED
-When it comes time to actually give an
employee evaluation, it’s best to prepare
for the meeting ahead of time.
-Review your documentation for the
employee before the meeting and make
notes of what you want to discuss with
the employee.
-The performance review should be
mostly about the positive elements of the
employee’s performance, with some
helpful advice on how to improve in the

39. BE HONEST AND SPECIFIC WITH
CRITICISM
-When you do need to give criticism in
an evaluation, be honest and
straightforward about your feedback.
-Don’t try to sugarcoat or downplay the
situation, which can create confusion
for the employee.
-Give clear examples and then provide
helpful, specific advice on how the
employee can grow and improve in the
future.

40. DON’T COMPARE EMPLOYEES
-The purpose of an employee
evaluation is to review the performance
of each staff member against a set of
standard performance metrics.
-It’s not helpful to compare the
performance of one employee to
another and doing so can lead to
unhealthy competition and resentment.

41. EVALUATE THE PERFORMANCE,
NOT THE PERSONALITY
-Your evaluation should focus on how
well the employee performs their job,
rather than their personality traits.
-When you make judgements about the
employee’s personality, they can feel
attacked and the conversation can turn
hostile.

42. HAVE A CONVERSATION
-An employee evaluation shouldn’t be a
one-way street where the manager
gives feedback and the employee
listens to that feedback.
-a productive employee evaluation
should be a conversation between the
two of you.
-Listen to your employee’s concerns
and how they’d like their career to grow.

43. ASK SPECIFIC QUESTIONS
-To foster productive conversations with
employees during the evaluation, it can
help to enter the room with specific
questions you’d like to discuss with the
worker.

44. GIVE ONGOING FEEDBACK
-employee evaluation is an ongoing
process throughout the year, not a one-
time task.
-Giving feedback throughout the year
and touching base with an employee to
see how they’re working toward their
yearly goals can help improve worker
morale and keep employees on track at
work.

45. 1. As a leader, how do you keep your team
motivated despite conflicts and obstacles?
2. How do you continue to grow and develop
as a leader?