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Performance Evaluations Making Them Work for You Instead of Letting Them Work You Over!

Performance Evaluations Making Them Work for You Instead of Letting Them Work You Over! Cal Poly Pomona - Employee Relations. Focus of This Discussion: Purpose and Vision of Performance Evaluations Performance Evaluations and Their Place in Performance Management

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Performance Evaluations Making Them Work for You Instead of Letting Them Work You Over!

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  1. Performance Evaluations Making Them Work for YouInstead of Letting Them Work You Over! Cal Poly Pomona - Employee Relations

  2. Focus of This Discussion: Purpose and Vision of Performance Evaluations Performance Evaluations and Their Place in Performance Management Common Errors and Mistakes Preparing for the Evaluations Conducting the Evaluation Dealing with the “Tough Situations” Set Yourself up for Success!

  3. Performance Evaluations: Why We Conduct Them Level 1: The “Compliance” Vision Each Contract has Set Evaluation Requirements (e.g., Frequency and Timing) Level 2: The “Performance Management” Vision To Guide Employees toward Best Performance Practices To Help Employees Understand and Achieve Established Work Performance Expectations To Build Solid Working Relationships “Maintaining Compliance is Important. Using Evaluationsto Improve Performance Benefits Everyone!”

  4. Performance Management Communicating your Department’s Mission Each Employee Plays a Part in Achieving the Mission Through Task performance and skills utilization Their development, as well as performance, is a continuous process, requiring on-going feedback The Performance Evaluation is only one component of the feedback, and NOT the only communication the employee receives about their performance. “As a general rule: No Surprises! Nothing communicated in the Performance Evaluation Should Come as a Surprise to the Employee.”

  5. IT’S BEEN FIVE YEARS SINCE MY LAST PERFORMANCE EVALUATION! WHAT GIVES? WELL, WHEN I SEE SOME PERFORMANCE, I’LL EVALUATE IT!!! UH, YEAH?? HEY BOSS! Not-so-great Moments in Performance Evaluations, Part 1

  6. Pitfalls and Obstacles to Evaluation Success Evaluations are Not Performed on Time, or Not at All Employee used to Over-Inflated Ratings Employee Challenges Points Made on Evaluation Employee Becomes Angry or Emotional Employee Shifts Blame to You or Others Employee Feels “Dumped On” or Whines Employee “Knows-it-All” presumably more than You …as a result, the Evaluation can be a painful experience for Both of You!

  7. Timelines for Preparing or Delivering the Evaluation were not followed Ratings were Over-Inflated Ratings were Historically Over-Inflated, and Expected Narratives don’t match Ratings Procedures or Instructions were Not Followed - Missing “Draft” date or disregarding it - Evaluation finalized without “input” time The appropriate HEERA Manager was not involved with the preparation or delivery of the evaluation Procrastination… Performance Management – Common Errors or Mistakes “Knowing where you can go wrong will help you avoid the pitfalls”

  8. Preparing for the Evaluations The First Step in Preparation is Becoming Familiar with the Procedures and Forms Know When Your Employees are Due for an Evaluation AND Schedule them! Now you’re committed. Set Aside Sufficient Time for the Meeting Let The Employee Know in Advance When the Evaluation Will Take Place Treat the Evaluation like any other important appointment, because to your employee, it IS!”

  9. Know What Your Focus and Key Points Will Be Prepare in Advance What You Will Say! Focus on actual performance and measurable performance attributes—stick to the facts and what you “know” If the employee had an important project or took on new task(s) in the current evaluation period, make these a key focus of your discussion If Goals, Development, or Improvement actions were identified in the last evaluation, be prepared to discuss progress The focus of the Evaluation should be: How is the employee, through their performance, supporting the Department in meeting its Mission, and how have their abilities grown.

  10. Preparing for the Evaluations Remember The Mission and How The Evaluation Enables Both You and the Employee! Identify—and prepare enough time to focus on—thepositive attributes of the employee’s performance Identify—and be ready to discuss—the next steps in employee development, whether remedial steps, goals, or growth-type activities “Encourage the Employee to Continue to Maintain the Positives Things, while adding focus to those New Goals and Improvement Areas.“

  11. WHEN IT COMES TO WORK, YOU ARE ABOUT AS LAZY AN EMPLOYEE AS I’VE EVER HAD HERE!! HOW CAN YOU SAY THAT? I WORK HARD AROUND HERE AND EVERYONE EXCEPT YOU SEEMS TO SEE IT!!!! OH, AND YOU DON’T TAKE CRITICISM WELL, EITHER Not-so-great Moments in Performance Evaluations, Part 2

  12. Conducting the Evaluation Your Aim is to Communicate the Necessary Performance Information While Retaining Respect Respect time: conduct it at the scheduled time unless absolutely unavoidable (formally reschedule) Respect the employee: begin by commenting on the positive and the contributions the employee makes to Department performance Thank the employee for the good behavior/performance Start with the good points, first because the employee deserves to hear it; and second, because it reinforces that you see all aspects, especially when discussing improvement issues.

  13. Conducting the Evaluation Improvement Areas and Unsatisfactory Performance Tell the truth, in a respectful but direct manner. Remember to focus on actual performance issues (based on data); Do not attack the employee’s character under ANY circumstances. Always maintain Mutual Respect. For each issue, solicit the employee’s ideas about how to adjust and improve—but also have a plan of your own Ensure you communicate clearly with the employee what progress is necessary, in what timeframe, how it will be measured and how you will aid the effort The most effective improvement plans are those in whichboth supervisor and employee share ownership.

  14. When It Gets Hot—Respond, Don’t React! The Angry Employee – Blames or Attacks Stay Focused, Do Not Let It Get Personal Refer Discussion Back to the Facts, Remind the employee that you have a plan for the employee to improve The Disagreeable Employee - Argumentative Disagreeing can be healthy; respect differences of opinion, but stay on Topic Disrespecting you is NOT healthy. IF the conversation gets “ugly” stay calm and focused, but firmly let the employee know that unprofessional behavior will not be tolerated. The instant people perceive disrespect in a conversation, the interaction is no longer about the original purpose… it is about defending dignity.

  15. When It Gets Hot—Respond, Don’t React! Lack of Accountability: Lack of Accountability or Denial takes many forms: “I should not be expected to do that,” “well, I’m better than so-and-so,” “I didn’t get trained well,” among others Keep the focus on the employee and department requirements, and keep “returning the ball to their court.” If you believe you are not adequately trained to perform a task, you can always come to me and express your concern. You are being evaluated against the standards for department performance, not against other employees. I have made clear what the department expectations are, and you are expected to comply with them. The answers to each of the denial statements above are:

  16. Recognize that People have Different Motivations, Needs, Styles, & Fears Anger & Control Understand that Stress and Fear lead to anger He Who Angers Me Controls Me We cannot be in Control when Angry He Who’s In Control Wins Mutual Respect If people Perceive that Others Do Not Respect them, the conversation immediately Become Unsafe and Ends Watch for defensiveness, highly charged, fear turns to anger, pouting, name-calling, yelling, and threats. Do Others Believe that You Respect Them? Understanding Emotions

  17. Evaluations: A Successful Conclusion Review High Points Even with difficult evaluations, bring the employee and conversation back to the positives Clarify Expectations Going Forward Ask the employee to give you feed back about what the expectations are; Listen and refine responses Thank the employee and tell him/her that you are confident that they can succeed in performing the improvement actions necessary

  18. I LOVE THIS JOB!!! YOU’VE DONE WELL IN SOME AREAS, BUT WE BOTH AGREE THAT YOU MUST IMPROVE IN A COUPLE AREAS… UH HUH, AND THE PLAN FOR IMPROVEMENT IS VERY WORKABLE AND I APPRECIATE YOUR SUPPORT I KNOW YOU CAN SUCCEED. LET ME KNOW HOW I CAN HELP! Much Better Moments in Performance Evaluations!

  19. Don’t Go It Alone! Quick Link to the Procedures and Forms in the Employee Relations Website within Cal Poly Pomona Human Resources: http://www.csupomona.edu/~dhrsrp/hr/performance_eval.html Contacts are: Angie Hernandez, Manager, Employee Relations Ext. 5392 arhernandez@csupomona.edu U’Pal King, Lead Employee Relations Coordinator Ext. 3729 urking@csupomona.edu Nolan Dyo, Employee Relations Assistant Ext. 5391 nidyo@csupomona.edu Ann Overman-Scott, Director, Human Resources Ext. 4987 overmanscott@csupomona.edu

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