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Workshop Objectives: :

Preparing for Your Performance Appraisal Discussion A Briefing for Employees Office of Human Capital Management Professional Development Center Lynda Jones and Sara Walser Career Coaches 301-286-5794. Workshop Objectives: :. Employees will learn…

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Workshop Objectives: :

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  1. Preparing for Your Performance Appraisal DiscussionA Briefing for EmployeesOffice of Human Capital ManagementProfessional Development CenterLynda Jones and Sara WalserCareer Coaches301-286-5794

  2. Workshop Objectives:: • Employees will learn… • preparation techniques to ensure the performance appraisal discussion is productive, positive, and motivating. • to document, articulate and communicate their performance, accomplishments, developmental goals and improvement needed.

  3. Understanding the Supervisor’s Role in Your PerformanceAppraisal • Supervisors should… • consider input from all relevant sources, including the employee. • communicate, provide encouragement, provide constructive feedback and show appreciation. • discuss training and development needs/requirements – discuss IDP. • assess performance against performance standards and indicators in performance plan. • justify the summary performance rating with outcomes and results linked to performance plan goals and objectives.

  4. Preparing for the Discussion • Review and be familiar with your performance plan. • Review your achievements/accomplishments considering: • challenging assignments, deadlines met, special projects assigned and completed, problems solved using cost, time and other efficiency measures • promotion, awards or commendations from customers/clients • general feedback from customers • your expertise in your field as recognized by GSFC, NASA, or national and/or international peer communities • Document and submit to your supervisor: • work outcomes and results for goals/objectives outlined in each performance element; and • an honest evaluation of yourself

  5. Documenting Your Work Outcomes and Results • Include accomplishments that clearly demonstrate outcomes and results for as many of the performance indicators with one or more examples. • Clearly state whether your contribution for an activity has been completed or if it is still under development. If still under development, identify major milestones completed and the impact to the overall outcome. • Utilize the Challenge-Action-Result (CAR) method to draft your self-evaluation.

  6. Documenting Your Work Outcomes and Results (Cont’d)) • Challenge: State the challenge, problem, need, opportunity or goal you met. • Action: Describe the specific actions you took to address the challenge. • Result: Give specific examples of the outcomes and results of your action (quantify when possible).

  7. Sample Element Narrative Statements • Element: Implement Mentoring Program • Created and implemented a new agency-wide mentoring program with 80% participation. • Provided training and mentoring to first year students through superior planning. • Element: Initiate Volunteer Program • Expanded agency’s service and maximized staff effectiveness by researching and recommending a new volunteer program with a full-time volunteer coordinator.

  8. Important Self-Evaluation Messages to Relay During Your Appraisal Discussion

  9. Articulating Accomplishments & Areas for Development • Choose one accomplishment and one area for development from your earlier list. • Write down a statement for each that you can use during your appraisal session. 1. 2.

  10. During the Discussion • Convey your accomplishments and developmental goals. • Be specific and give examples that show outcomes and results for each of your performance elements. • Ensure supervisor’s awareness of significant work performed not captured in goals/objectives covered by the performance elements. • Highlight awards, promotion, or commendations received.

  11. During the Discussion (Cont’d) • Identify areas of needed development • Discuss training needs, requirements, and desires—discuss goals in IDP/plan IDP discussion. • Identify changes you would like to include in the performance plan for the next appraisal period. • Consider what resources or policy changes would make your work challenges more manageable. • Keep a record of the performance appraisal discussion with your supervisor • Document feedback received and feedback given to your supervisor.

  12. After the Discussion • Acknowledge that the discussion occurred by signing the appraisal. • Signing the appraisal does not imply agreement or disagreement with the rating received.

  13. How to Enhance Appraisal Discussion Communications • Actively listen • Speak from the “I” perspective • Be assertive, not aggressive • Effectively articulate your accomplishments and developmental goals • Stay positive • Ask clarifying questions on feedback given

  14. Dealing With Critical Communication Styles Some people have a naturally critical communication style, often quick to find faults and slow to give praise. If you are motivated by praise, the discussion will be strained if your supervisor has a critical communication style. • Recognize his/her personality style • Anticipate a learning experience • Acknowledge criticisms but don’t get defensive • Approach potential problem areas with a positive attitude. “I am disappointed to see that I received a low rating on writing, I have always felt I was a strong writer and I was not aware that you were not happy with my writing skills. Can you help me to improve by being more specific?” • Ascertain how you can improve these areas (i.e. training, mentoring, career coaching, reading, practicing, professional associations) • Ask for positive feedback • Remind your manager of the accomplishments you have achieved

  15. Request for Reconsideration • If you are dissatisfied with the appraisal rating or narrative you may request reconsideration. SEE HANDOUT FOR THE RECONSIDERATION AND GRIEVANCE PROCESS STEPS FOR BARGAINING UNIT AND NON-BARGAINING UNIT EMPLOYEES.

  16. Lessons Learned: Three things I can do to have a successful performance appraisal discussion. 1. 2. 3.

  17. Contacts: General Performance Management: Cheryl Rosanova, Program Manager Performance Management Programs (301) 286-4832 Recognition: Awards Officer (301) 286-5087 Handling Poor Performance: Tina LaFountain Employee Relations Officer (301) 286-3729 Individual Development Plans: Lynda Jones and Sara Walser Career Coaches (301) 286-5794

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