Performance Appraisals

1. Performance Appraisals How Not to Hate Them

2. Why We Hate Them They are a lot of work. Going back over the last year, remembering the highs and lows of the last 12 months, is hard! Talking about negative performance makes me uncomfortable, the employee may ask for specifics, and I don�t have any. Trying to come up with goals and objectives is time consuming. How am I supposed to decide what they will need to work on for the entire next year? My employee is exempt, it is hard to define goals that are measurable. There is no pay associated with a good review so why bother? Any other reasons that I forgot?Any other reasons that I forgot?

3. Step 1: Set Up Capture the moment Update job description �� Reflect current responsibilities �� Incorporate expectations Evaluate last year�s performance �� Where were the successes? �� Where were the failures? Before I get to the good stuff, there is no getting around the last year. We have to do a review of the last year. The goal is to make next year�s easier, but we have to start now. Try to include job expectations in the job description, that way you don�t have to keep the employee guessing.Before I get to the good stuff, there is no getting around the last year. We have to do a review of the last year. The goal is to make next year�s easier, but we have to start now. Try to include job expectations in the job description, that way you don�t have to keep the employee guessing.

4. Step 2: Set Goals Stress how the employee and their responsibilities fit into the goals of the department Lay the vision for where you want your department to be in one year what contributions do you expect to see from the employee towards that vision? give ideas of what specific projects you want to see the department accomplish etc. Based on last year�s performance, what needs to be done better? Differently? Ask for input: What goals do you want to accomplish that will enhance your contributions to the department. Where do you feel you can effect our department and organizational goals? Work towards agreement on the employee�s goals Evaluate the result of the action. If accomplished would this objective have a significant impact on organizational effectiveness? If yes leave on, if no, it is a regular job task. The more the goals are proposed or suggested by the employee the greater chance they will succeed in meeting the goals.Evaluate the result of the action. If accomplished would this objective have a significant impact on organizational effectiveness? If yes leave on, if no, it is a regular job task. The more the goals are proposed or suggested by the employee the greater chance they will succeed in meeting the goals.

5. Step Three: Follow up Break down goals into monthly or quarterly projects Check in What success are we seeing towards our goal? What do we need to adjust? How is the project going? Have you scheduled the training we decided you would attend? What did you take away from the training? How will you use that information in your job? What do you need? These are not long meetings, schedule a � hour check in and let your employee now that you want a summary of how things are going, what they need from you, what adjustments they need to make and what changes might look like going forward. Hold them to the time allotment.These are not long meetings, schedule a � hour check in and let your employee now that you want a summary of how things are going, what they need from you, what adjustments they need to make and what changes might look like going forward. Hold them to the time allotment.

6. Whose Responsible for What? Supervisor�s Responsibilities Outline goals for department and results you need to see from employee Take away barriers to performance Coach Be available Employee�s Responsibilities Outline details surrounding achievement of goals Take responsibility for performance!

7. Here�s the Good Stuff! Compliment Great job on getting that project done, I especially liked the way you . . . BE SPECIFIC Thanks for taking care of ordering the materials, assembling the content for clarity and ensuring I had all the pieces I needed. Correct That wasn�t quite the information I was looking for, in the future I�d like to see . . . This is a good start, I need to have more details on . . . I�ve noticed you were late again today. We discussed this at your review and it was one of the things you agreed to take responsibility for improving. I�m expecting you to accomplish this goal.

8. Good Stuff (cont.) Document Record notes to file on discussions, e.g. Sue completed goal 1 on 10/15/09. Discussed next steps of . . . Training courses taken Copies of projects completed Comments or memos from others regarding the employee Any disciplinary discussions or memos Annual Wrap Up Take all the information you already have discussed, and write review. No surprises

9. How To�s Define performance standards: �� Tell what results you want to see � start with the end result in mind - �We will be successful if we increase our attendance at monthly supervisory sessions and the reviews are done by April 30!� �� State how you will measure results 1.����� Specific, 2.����� Measurable/observable, 3.����� Achievable, 4.����� Relevant/realistic, and meet a Timeframe. This is where we often hear that goals are hard to set for exempt staff. Concentrate on what the final result looks like to you. Is it: Students feel welcome to ask questions and to come repeatedly with their problems? Annual giving increases by 20% Audit paperwork is thorough and complete by the time the auditors arrive. Compensation planning is done by June 15 and meets budget expectations.This is where we often hear that goals are hard to set for exempt staff. Concentrate on what the final result looks like to you. Is it: Students feel welcome to ask questions and to come repeatedly with their problems? Annual giving increases by 20% Audit paperwork is thorough and complete by the time the auditors arrive. Compensation planning is done by June 15 and meets budget expectations.

10. Continuing How To�s Deliver constructive criticism Criticize the behavior, not the person. State how the behavior is job related and gets in the way of the person or the office performing to standards. Example: Don�t - Martin doesn�t work well with the rest of his team. He always works by himself and never shares his work with the group. �Do � We work best when we all have the information we need. Martin plays a big role in this, he needs to continue to build rapport with other staff so information moves freely. Don�t - Maria is too emotional for this job. There�s a lot of stress and pressure that she can�t manage. �Do � Our office must continue to function in all conditions. Maria has difficulty anticipating and mitigating stressful situations.

11. The �I�ve noticed�, How To I�ve noticed you don�t always greet students at our window, I believe the students might see this as uncaring, that they are not important. What gets in the way of your greeting a student? Employee may give insight into what they don�t like about customer service, why they don�t jump up etc. Reach agreement on the goal. . . Our students are our most important customer we need to show them that is the case. Ask employee to outline how they will correct this action. Ask them to confirm the outcome you can expect Decide and reach agreement on the behavior you can expect

12. When Appraisals Fail Fear of Failure (if my employee looks good, I look good) The Fudge Factor (if I tell them they are great, they will be) Aversion to Judging Positive Feedback-Seeking game (Comments made, may haunt) Inadequate appraiser preparation Lack of employee participation (invest them in their success) Isolated, year-end reviews (what have I been saying?) Comparing employees Focusing on blame Believing a rating form is an objective, impartial tool Canceling or postponing appraisal meeting Measuring trivial things 1.����� Fear of Failure � Many appraisers think they have a vested interest in making their subordinates look good on paper. They fear poor performance by a subordinate reflects poorly on the manager as well. Appraisers may fear possible repercussions � for themselves and their employee � if the organizational culture is intolerant of failure. 2.����� The Fudge Factor � Surveys show that many managers actually defend fudging as a tactic necessary for effective management. Some claim an overly generous appraisal can motivate a marginal performer to improve. Others fudge to hide difficulties from senior managers. (it�s not truthful and it�s not fair to your other employees) 3.����� Aversion to Judging � Many people are reluctant to judge others and create a permanent record that may affect an employee�s future. Training in constructive evaluation techniques may help. Appraisers need to recognize that problems not addressed can ultimately cause more harm than documentation of corrective action taken now. (piano playing example) 4.����� Positive Feedback-Seeking game � A poor performer regularly seeks informal praise from the supervisor at inappropriate moments. Often the feedback seeker will get the praise they want by ambushing the supervisor by seeking feedback when the supervisor is unable or unprepared to give them a full and proper assessment. This places the supervisor in a difficult situation when the formal review focuses on the employee�s poor performance . . . and the employee recalls, with perfect clarity, every casual word of praise received. 5.����� Inadequate appraiser preparation � beware of the appraiser who wants to play it by ear. Such attitudes must be actively discouraged by stressing the importance and challenge of good performance appraisal. 6.����� Lack of employee participation � employees who participate with their supervisors in creating their own performance goals and development plans are more likely to truly commit to the plan. Mutual agreement is a key to success. 7.����� Isolated, year-end reviews � one of the most common mistakes is to view the appraisal an isolated event rather than an ongoing process. Frequent mini-appraisals and feedback sessions will help ensure that employees receive the ongoing guidance, support and encouragement they need. If appraisal is viewed as an isolated event, it is only natural that supervisors will come to view their responsibilities the same way. Further propelling overall performance in a downward spiral. There should be no surprises at the appraisal. 8.����� Comparing employees � if you want to create ill will among your staff, damage morale and destroy teamwork, just rank or compare your workers to one another. It�s a guarantee of friction among them and hostility toward you. 9.����� Focusing on Blame � The goal of performance appraisal is to improve performance, not lay blame for failure. Managers who forget this end up developing staff members who don�t trust or respect them. The appraisal process should be used to build the relationship between manager and employee � not to destroy it. 10.� Believing a rating form is an objective, impartial tool: All ratings are subjective!! All ratings are subject to appraiser bias (intentional or not). (just like me syndrome, halo or pitchfork effect) 11.� Canceling or postponing appraisal meeting � This gives the impression that the process is not very important, certainly not a priority. Managers should commit to the process and give it priority status. 12.� Measuring trivial things � Sometimes the important things are hard to measure (e.g., overall quality of customer service), so managers fall prey to measuring inconsequential, quantifiable things (number of calls, how long phone rings before answering, tardiness, etc.) Not only does this not help the employee improve performance, but it shifts her focus to the unimportant, probably hurting performance in the long run. 1.����� Fear of Failure � Many appraisers think they have a vested interest in making their subordinates look good on paper. They fear poor performance by a subordinate reflects poorly on the manager as well. Appraisers may fear possible repercussions � for themselves and their employee � if the organizational culture is intolerant of failure. 2.����� The Fudge Factor � Surveys show that many managers actually defend fudging as a tactic necessary for effective management. Some claim an overly generous appraisal can motivate a marginal performer to improve. Others fudge to hide difficulties from senior managers. (it�s not truthful and it�s not fair to your other employees) 3.����� Aversion to Judging � Many people are reluctant to judge others and create a permanent record that may affect an employee�s future. Training in constructive evaluation techniques may help. Appraisers need to recognize that problems not addressed can ultimately cause more harm than documentation of corrective action taken now. (piano playing example) 4.����� Positive Feedback-Seeking game � A poor performer regularly seeks informal praise from the supervisor at inappropriate moments. Often the feedback seeker will get the praise they want by ambushing the supervisor by seeking feedback when the supervisor is unable or unprepared to give them a full and proper assessment. This places the supervisor in a difficult situation when the formal review focuses on the employee�s poor performance . . . and the employee recalls, with perfect clarity, every casual word of praise received. 5.����� Inadequate appraiser preparation � beware of the appraiser who wants to play it by ear. Such attitudes must be actively discouraged by stressing the importance and challenge of good performance appraisal. 6.����� Lack of employee participation � employees who participate with their supervisors in creating their own performance goals and development plans are more likely to truly commit to the plan. Mutual agreement is a key to success. 7.����� Isolated, year-end reviews � one of the most common mistakes is to view the appraisal an isolated event rather than an ongoing process. Frequent mini-appraisals and feedback sessions will help ensure that employees receive the ongoing guidance, support and encouragement they need. If appraisal is viewed as an isolated event, it is only natural that supervisors will come to view their responsibilities the same way. Further propelling overall performance in a downward spiral. There should be no surprises at the appraisal. 8.����� Comparing employees � if you want to create ill will among your staff, damage morale and destroy teamwork, just rank or compare your workers to one another. It�s a guarantee of friction among them and hostility toward you. 9.����� Focusing on Blame � The goal of performance appraisal is to improve performance, not lay blame for failure. Managers who forget this end up developing staff members who don�t trust or respect them. The appraisal process should be used to build the relationship between manager and employee � not to destroy it. 10.� Believing a rating form is an objective, impartial tool: All ratings are subjective!! All ratings are subject to appraiser bias (intentional or not). (just like me syndrome, halo or pitchfork effect) 11.� Canceling or postponing appraisal meeting � This gives the impression that the process is not very important, certainly not a priority. Managers should commit to the process and give it priority status. 12.� Measuring trivial things � Sometimes the important things are hard to measure (e.g., overall quality of customer service), so managers fall prey to measuring inconsequential, quantifiable things (number of calls, how long phone rings before answering, tardiness, etc.) Not only does this not help the employee improve performance, but it shifts her focus to the unimportant, probably hurting performance in the long run.

13. When Appraisals Succeed Open Discussion � Employees have the chance to talk freely about their performance Constructive Intention � Employee must recognize that negative feedback is provided with the intent to improve their future performance. If feedback is perceived as destructive criticism (vague, unfair, or harshly presented), problems such as anger, resentment, and tension result causing further deterioration of performance. Set Performance Goals � Goals stimulate employee effort, focus attention, increase persistence and encourage employees to find new and better ways to do their work. A Credible Appraiser � Appraiser must be well-informed. They should be respected by the employee. Appraisers should be comfortable with the appraisal process and knowledgeable about the employee�s job and performance.

14. How We are going to Learn to Love Reviews They are a lot of work. But I will be prepared by keeping records throughout the year! Talking about negative performance makes me uncomfortable, the employee may ask for specifics, and I don�t have any. I will talk about these issues as they arise, and document each discussion so there are no surprises! Trying to come up with goals and objectives is time consuming. I will focus on the end objective and break goals into smaller pieces. My employee is exempt, it is hard to define goals that are measurable. I can give a vision of the final result I want. There is no pay associated with a good review so why bother? I can motivate by giving employees greater involvement and ownership in their work. So have I addressed all these issues? Since you will be working with your employees and documenting those conversations and achievements it will not be hard to go back over the last 12 months. You will have already talked about negative performance and you will have a note about it with specific information, so all you have to say at review time is . . . As we discussed last January. Working out goals with the employee and breaking goals into monthly or quarterly projects takes the pressure off outlining the entire year. Outline the outcome that you want to see, bring them in on your vision. You can quantify outcomes. True, but how many employees are motivated by pay? Surveys consistently show that employees want more involvement in their job, they want to know their work is recognized, that they are having an impact. You can show them how they are having an impact on a regular basis with this approach.So have I addressed all these issues? Since you will be working with your employees and documenting those conversations and achievements it will not be hard to go back over the last 12 months. You will have already talked about negative performance and you will have a note about it with specific information, so all you have to say at review time is . . . As we discussed last January. Working out goals with the employee and breaking goals into monthly or quarterly projects takes the pressure off outlining the entire year. Outline the outcome that you want to see, bring them in on your vision. You can quantify outcomes. True, but how many employees are motivated by pay? Surveys consistently show that employees want more involvement in their job, they want to know their work is recognized, that they are having an impact. You can show them how they are having an impact on a regular basis with this approach.