PERFORMANCE APPRAISAL

1. PERFORMANCE APPRAISAL Year: 2013-2014

2. Performance Appraisals Explained The Performance Appraisal is a tool used to provide the employee with the following: • Performance feedback • Improvements and deficiencies in employee development • Increased and decreased employee productivity • A safeguard for both the College and employees from legal liability

3. Performance Appraisals:Common Mistakes • Failure to conduct evaluations • Failure to evaluate all employees • Failure to conduct evaluations regularly and punctually • Failure to document negative and positive performance • Failure to document performance and behavioral deficiencies

4. Performance Appraisals:Common Mistakes (CONT’D) • Failure to establish consequences of performance deficiencies • Disallowing employees opportunity to comment on their appraisals • Using the appraisal to retaliate against an employee • Have a witness sign when employee does not want to sign performance appraisal • Recommendation: Witness must be at supervisor’s level or above

5. Performance Appraisals:Employee Expectations • Be informed and kept “in the loop” • Receive due credit • Receive constructive feedback • Awareness of appraisal points prior to appraisal completion • Honest input regarding opportunities for advancement

6. Performance Appraisals:Employee Expectations (cont’d) • Employment in a motivating environment • Freedom to discuss discrepancies • Identify and eliminate performance problems • Recognize and motivate quality performance • Opportunities for baseline performers to improve contributions • Document and support employment decisions

7. Performance Appraisals:Implementing Meaningful Performance Appraisals • Gather documentation • Develop the written appraisal • Review the written appraisal with chain of command (if necessary) • Conduct the appraisal review session • Common Mistakes • Maximizing the Review • Potential Emotional Reactions

8. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Gather Documentation • Personal observationObserve actual performance and objectively review results • Feedback documentationUse performance notes made throughout the year • Personnel FileExamine past performance reviews, discipline records, and awards • Measurement toolsCheck documents that support performance rating. Examples: Time clock reports for attendance and tardiness, etc. • Others’ observationsReviewsupervisor, manager, co-worker comments

9. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Develop Appraisal Guidelines for writing appraisals • Set aside dedicated timeGather performance documentation and eliminate interruptions • Evaluate performance based on expectationsReview established expectations, job description, performance goals • Rate how well expectations were met • Give honest ratingsAcknowledge strengths and address ongoing problems • Provide specific examplesAvoid generalities, note specific contributions and accomplishments • Avoid personal and subjective statementsNo exaggerations, no character attacks

10. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Review the written appraisal with chain of command • Request guidance from chain of command and/or Human Resources when performance appraisal is below expectations • Develop Employee Improvement Plan for each employeewhen necessary Establish goals and expectations for employee Follow up accordingly on established measures to record the progress

11. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Conducting the Appraisal Review session – Common Mistakes • Manager is ill-prepared • Employee is not given adequate notice • Discussion is rushed or interrupted • Employee is not given the opportunity to comment • Manager’s tone is punitive or condescending

12. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Conducting the Appraisal Review session- Maximizing the review • Be prepared • Determine discussion direction • Anticipate objectives • Gather supportive documentation

13. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Conducting the Appraisal Review session- Maximizing the review • Set the right tone • Establish a supportive environment • Private location – Maintain confidentiality • Quiet and undisturbed – Eliminate distractions • Level playing field – Avoid superiority • Timing – Choose a quiet time

14. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Conducting the Appraisal Review session- Maximizing the review • Demonstrate Respect • Timeliness – Conduct reviews by due date • Appointments – Don’t act like the employee’s time is less valuable • Advance notice – Allow the employee to be prepared • Icebreaker – Start on a friendly and relaxed note

15. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Conducting the Appraisal Review session- Maximizing the review • Have the best mindset • Tone – Professional and supportive • Focus – Future goals and objectives • Open-mindedness – Seek explanations • Emotions – Calm and centered

16. Performance Appraisals:Implementing Meaningful Performance Appraisals (cont’d) • Conducting the Appraisal Review session- Maximizing the review • Communicate Effectively • Avoid communication roadblocks – Vague, evasive, derisive or derogatory language, poor listening skills, strong emotions, one-way conversation • Improve communication skills – be clear and concise, be honest, not brutal, be an active listener and natural

17. Performance Appraisals:During the Appraisal Process • Potential Emotional Reactions • Emotional Distress • Hostility • Defensiveness • Denial

18. Performance Appraisals:During the Appraisal Process (cont’d) • Potential Emotional Reactions • Emotional Distress - employee becomes tearful or angry, but not aggressive • How can you handle it? • Be patient • Offer privacy • Suggest rescheduling • Other ideas?

19. Performance Appraisals:During the Appraisal Process (cont’d) • Potential Emotional Reactions • Hostility - employee channels his/her emotions into aggression • How can you handle it? • Be patient • Offer privacy • Suggest rescheduling • Other ideas?

20. Performance Appraisals:During the Appraisal Process (cont’d) • Potential Emotional Reactions • Defensiveness - employee makes excuses • How can you handle it? • Listen objectively • Be compassionate • Reinforce expectations • Other Ideas?

21. Performance Appraisals:During the Appraisal Process (cont’d) • Potential Emotional Reactions • Denial - employee insists your evaluation is incorrect • How can you handle it? • Listen objectively • Investigate as necessary • Provide supportive documentation • Other ideas?

22. Performance Appraisal Procedures • Instruct employees to complete self-evaluation (interactive PDF form via HR website) • Employees have maximum of ONE WEEK to complete and submit self-evaluation • Complete Performance Appraisal • First-line supervisors shall meet with Director or Dean for appraisals review prior to meeting with employee • Schedule meeting with employee

23. Performance Appraisal Procedures (CONT’D) • Conduct formal meeting with employee. Review Appraisal and determine goals, timelines, etc. • You and employee sign the completed Performance Appraisal form after the meeting • Forward copy to employee and turn in completed ORIGINAL form to Human Resources (ATTN: Brenda J. Balderaz) • If you have any questions please call (956) 872-5057

24. Successful Meeting Checklist • Discuss each goal or objective established for the employee • Explore areas of agreement and disagreement • Cover positive skills, traits, accomplishments and growth potential • Reinforce employee’s accomplishments • Discuss employee’s potential • Cover areas in which change is required, expected, demanded or desired

25. Successful Meeting Checklist (cont’d) • Set objectives for next performance appraisal (or specific timeline) • Have employee sign appraisal to acknowledge having read it, and give employee an opportunity to comment in it in writing • Issue a Employee Improvement Plan when necessary • Provide employee goals to correct deficiencies within a specified time period • Make training/development recommendations • Discuss consequences of non-compliance where applicable • Thank employee for his/her efforts

26. Questions? • Contact Mrs. Brenda J. Balderaz at 872-5057 or send her an email at brendajb@southtexascollege.edu