Io class march 8 2011

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Io class march 8 2011

  1. 1. Performance Management Industrial and Organizational (I-O) Psychology (NPSY3366) Spring 2011 Guest Lecture by Ilana Levitt Director of Training and Development, Department of Human Resources, The New School [email_address] (212) 229-5671 x3842
  2. 2. My Background <ul><li>MA, Organizational Psychology </li></ul><ul><li>MEd, Counseling Psychology, Columbia University's Teachers College </li></ul><ul><li>Licensed Mental Health Counselor (LMHC) NY </li></ul><ul><li>Licensed Professional Counselor (LPC) NJ </li></ul><ul><li>Private Practice Career Consulting since 1990 </li></ul><ul><li>Director Training and Development, Human Resources, The New School </li></ul>
  3. 3. Training and Development <ul><li>Employee Relations </li></ul><ul><li>Develop and administer annual performance appraisal process for 800+ staff </li></ul><ul><li>Wellness Programs </li></ul><ul><li>Career, leadership and professional development programs </li></ul><ul><li>Mentor program </li></ul>
  4. 4. Performance Management vs. Performance Appraisal <ul><li>Performance management systems emphasize the link between individual behavior and organizational strategies and goals by defining the context of those goals. </li></ul><ul><li>Differences: Appraisals are typically once a year and initiated by Human Resources, performance management systems are more frequent and initiated by supervisor or subordinate. </li></ul>
  5. 5. Performance Appraisal Process <ul><li>Need to streamline process for all employees </li></ul><ul><li>Sets universal expectations for managers </li></ul><ul><li>Use as benchmark for merit increases, promotions and performance improvement plans (PIP) and terminations </li></ul>
  6. 6. Form Development <ul><li>By committee, getting buy in </li></ul><ul><li>Need for different forms for senior and executive staff </li></ul><ul><li>Follow up process </li></ul><ul><li>Process for tracking and administration </li></ul>
  7. 7. Forms <ul><li>http://www.newschool.edu/hr/subpage.aspx?id=31003 </li></ul><ul><li>Instructions </li></ul><ul><li>Forms </li></ul><ul><li>Overall rating of performance </li></ul><ul><li>Senior and Executive Form </li></ul>
  8. 8. Training Programs <ul><li>For supervisors </li></ul><ul><li>For staff </li></ul><ul><li>Union vs. Administrative staff </li></ul>
  9. 9. The New School Performance Appraisal Supervisor Training Spring 2011
  10. 10. Performance Appraisals <ul><li>University-wide initiative </li></ul><ul><li>Staff Forms: </li></ul><ul><ul><li>Self-Evaluation, Supervisor Form and Follow Up Form </li></ul></ul><ul><ul><li>A combination of quantitative and qualitative data </li></ul></ul><ul><li>Executive - Senior Staff Forms </li></ul><ul><li>Union vs. Administrative Process </li></ul><ul><li>Where can you find them? </li></ul><ul><li>http://www.newschool.edu/admin/hr/appraisal/forms.html </li></ul>
  11. 11. Timeline <ul><li>Performance Appraisals should be conducted from June 1 – August 30 </li></ul><ul><li>All performance appraisals must be turned in to Human Resources no later than August 31, 2011 </li></ul>
  12. 12. The Big Picture of the Appraisal Process <ul><li>An ongoing, year-round process </li></ul><ul><ul><li>Don ’t wait until the last minute! </li></ul></ul><ul><li>Start a file for each of your direct reports on performance issues </li></ul><ul><ul><li>Add to file as good and bad incidents occur </li></ul></ul><ul><li>Goal-Setting </li></ul><ul><ul><li>Where do you want the staff member to be 12 months from now? </li></ul></ul>
  13. 13. Performance Appraisal Procedures <ul><li>Supervisors should: </li></ul><ul><ul><li>1. Ask staff member(s) to submit a Self </li></ul></ul><ul><ul><li>Evaluation form as soon as possible </li></ul></ul><ul><ul><li>2. Carefully review the Self Evaluation </li></ul></ul><ul><ul><li>3. Mark down areas agree/disagree </li></ul></ul><ul><ul><li>4. Write the Performance Appraisal </li></ul></ul>
  14. 14. Performance Appraisal Procedures <ul><li>5. Set an agreed meeting time to discuss appraisal with staff member(s) </li></ul><ul><li>a. Two way conversation </li></ul><ul><li>b. No distractions </li></ul><ul><li>c. Choose your words wisely. </li></ul><ul><ul><li>6. Within 1 week of meeting, staff member(s) submit the </li></ul></ul><ul><ul><li>final page of the Self Evaluation form to supervisor, </li></ul></ul><ul><ul><li>including any feedback/response to Performance </li></ul></ul><ul><ul><li>Appraisal. </li></ul></ul>
  15. 15. Performance Appraisal Procedures <ul><ul><li>7. Supervisor and staff member(s) sign the </li></ul></ul><ul><ul><li>Performance Appraisal and Self Evaluation forms. </li></ul></ul><ul><ul><li>8. Completed forms are forwarded to Reviewer. </li></ul></ul><ul><ul><li>9. Once reviewer signs, copies are sent to Human Resources. </li></ul></ul><ul><ul><li>10. The Reviewer: Supervisor ’s Supervisor </li></ul></ul><ul><ul><li>11. Submit forms via interoffice mail to: Mary Grueser, Human Resources </li></ul></ul>
  16. 16. So Why Is It So Scary?! <ul><li>Managers </li></ul><ul><ul><li>Afraid of antagonism/resentment from staff </li></ul></ul><ul><ul><li>Many managers don ’t want to be “the bad guy” </li></ul></ul><ul><li>Staff Members </li></ul><ul><ul><li>Afraid of criticism/blame </li></ul></ul><ul><ul><li>Afraid this means they will lose their jobs </li></ul></ul><ul><li>Effective Performance Appraisals should minimize these feelings </li></ul>
  17. 17. What Every Employee Wants to Know.. <ul><li>What is expected of me? </li></ul><ul><li>How well am I doing? </li></ul><ul><li>If I do well, what is my reward? </li></ul><ul><li>If I ’m not doing well, how do I get help? </li></ul><ul><li>Am I being treated fairly and consistently in comparison to other employees where I work? </li></ul>
  18. 18. Why Performance Appraisals are Important <ul><li>Staff members value feedback </li></ul><ul><li>Review past year ’s highlights </li></ul><ul><li>Establishes a good working relationship </li></ul><ul><li>Identify areas where training is needed </li></ul><ul><li>Helps to set goals for the next appraisal period </li></ul><ul><li>Establish objective, defensible documentation in the event the employee is terminated for performance problems </li></ul>
  19. 19. What's New This Year? <ul><li>Extended deadline </li></ul><ul><li>New question: Expanded questions about management (on Senior and Executive Staff form) </li></ul><ul><li>Connect goals from previous year </li></ul>
  20. 20. Highlighted Questions <ul><li>Attitude, Internal Customer Service, Communication </li></ul><ul><li>Goals for Supervisory Relationship </li></ul><ul><li>Performance Appraisal </li></ul><ul><li>Goals for Upcoming Year </li></ul><ul><li> * Development Plans / Connect with </li></ul><ul><li> Career Development when possible </li></ul>
  21. 21. Writing the Performance Appraisal <ul><li>Be specific – write down examples </li></ul><ul><li>Keep it simple </li></ul><ul><li>Watch out for: </li></ul><ul><ul><li>Recency Effect: last event </li></ul></ul><ul><ul><li>Halo/Horn Effect: overrating/underrating </li></ul></ul><ul><ul><li>“ Same-As-Me” Tendency </li></ul></ul><ul><ul><li>First Impression Error </li></ul></ul>
  22. 22. Guidelines for a Smoother Conversation <ul><li>Try to place the staff member at ease at the start of the session. </li></ul><ul><ul><li>It ’s normal if the both of you are nervous! </li></ul></ul><ul><ul><li>Acknowledge that the purpose is to help grow the working relationship </li></ul></ul><ul><li>Don ’t assume you know the scope of their responsibilities – always ask! </li></ul><ul><li>Listen, without interrupting, to the staff member ’s input </li></ul>
  23. 23. Guidelines to a Smoother Conversation <ul><li>Be Open and Honest </li></ul><ul><li>Performance issue should be a consistent pattern of behavior, not a one-time incident – No Surprises! </li></ul><ul><li>Start and end on a positive note </li></ul><ul><li>Set new goals together for the next appraisal period </li></ul><ul><li>Mark your calendars to meet again to follow up on progress </li></ul>
  24. 24. Giving Negative Feedback <ul><li>Describes the specific job behavior that needs to be improved </li></ul><ul><li>Explain how the behavior negatively impacts the employee and department </li></ul><ul><li>Ask the employee for comments, then listen and discuss </li></ul><ul><li>Focus on the behavior, not the employee </li></ul>
  25. 25. Continued…. <ul><li>Review the standards of performance, discuss and agree on a plan to meet the standards. </li></ul><ul><li>Ask how you can help the employee meet standards in the future </li></ul><ul><li>Express your support and confidence in the employees ability to meet and maintain the level of performance. </li></ul>
  26. 26. Why Performance Appraisals are Viewed Negatively <ul><li>The information is poorly written </li></ul><ul><li>Comments are general and not specific </li></ul><ul><li>No link of employee ’s job description </li></ul><ul><li>Employees perceive them as unfair </li></ul><ul><li>Too much focus is on the overall rating </li></ul><ul><li>Evaluation is the same year after year </li></ul>
  27. 27. Results of a Poorly written appraisal <ul><li>Employee does not feel valued </li></ul><ul><li>Loss of respect and trust for the supervisor </li></ul><ul><li>Low morale in the department </li></ul><ul><li>May lower productivity </li></ul><ul><li>Perceived underlying reasons: retaliation, discrimination, doesn ’t like me, etc </li></ul>
  28. 28. Results of an Inflated Appraisal <ul><li>Gives a false sense of security and accomplishment </li></ul><ul><li>Makes him/her feel superior to co-workers </li></ul><ul><li>Limits the goal setting process </li></ul><ul><li>Difficult to defend if the employee is terminated at some point </li></ul>
  29. 29. How Do I Deal With… <ul><li>Staff who embellishes accomplishments? </li></ul><ul><li>Staff who downplays accomplishments? </li></ul><ul><li>Defensive, hostile staff members? </li></ul><ul><li>Staff who circumvents supervision? </li></ul><ul><li>Staff who refuses to accept accountability? </li></ul><ul><li>Staff who refuses to be open? </li></ul>
  30. 30. Additional Questions <ul><li>What if somebody reports to more than one person? </li></ul><ul><li>What if my staff member is new? (Less than 3 – 6 months) </li></ul><ul><li>What if I am too new to evaluate? </li></ul>
  31. 31. Questions?
  32. 32. Benefits of Streamlined Process <ul><li>Supervisors feel support and have access to Human Resources </li></ul><ul><li>Fairness and justice for employees </li></ul><ul><li>Documentation and process supports promotions, discipline and terminations </li></ul><ul><li>Helps Human Resources recognize patterns of problematic management </li></ul>
  33. 33. Outcomes <ul><li>Stronger connection between performance and merit increases </li></ul><ul><li>Opportunity to develop relevant professional development opportunities for staff </li></ul><ul><li>Issue spot for employee relations issues </li></ul>
  34. 34. Future Goals for New School system <ul><li>Use more fully integrated 360 feedback system </li></ul><ul><li>Turn performance appraisal system into a more integrated performance management process. </li></ul><ul><li>Continue to implement with legally sound procedures including: standardized communications, training, unbiased raters, and system to detect potentially discriminatory effects or abuses of the system. </li></ul>
  35. 35. Questions and Comments? <ul><li>No question is too large or too small! </li></ul><ul><li>Thank you for having me as a guest lecture this week. </li></ul><ul><li>Contact info: [email_address] </li></ul><ul><li>(212) 229-5671 x3842 </li></ul>

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