Performance Evaluations

1. Performance Evaluations Making Them Work for YouInstead of Having ThemWork You Over! Cal Poly PomonaEmployee/Labor Relations

2. Focus of this Discussion • Purpose and vision ofperformance 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” • Setting yourself up for SUCCESS!

3. The “Compliance” Vision Each Contract has Set Evaluation Requirements (e.g., Frequency and Timing) 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 Relations Performance Evaluations: Why We Conduct Them

4. 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

5. Pitfalls and Obstacles to Evaluation Success • Evaluations are Not Performed on Time, or Not at All • Employees Are Used to Over-Inflated Ratings • Employee Challenges Points Made on Evaluation • Employee Becomes Angry or Emotional

6. 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! Pitfalls and Obstacles to Evaluation Success

7. Performance Management: Common Errors or Mistakes • 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

8. The appropriate HEERA Manager was not involved with the preparation or delivery of the evaluation Procrastination “Knowing where you can go wrong will help you avoid the pitfalls” Performance Management – Common Errors or Mistakes

9. 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!” Preparing for the Evaluations

10. Know what your focus and key points will be and prepare what you will say! Focus on actual performance and measurable performance attributes—stick to the facts and what you “know” Focus and Key Points

11. If the employee had an important project or took on new tasks 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? Focus and Key Points

12. Remember the mission and how the evaluation enables both you and the employee! Identify—and prepare enough time to focus on—the positive 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 positive things, while adding focus to those new goals and improvement areas.” More on Preparing for the Evaluations

13. OH, AND YOU DON’T TAKE CRITICISM WELL, EITHER 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!!!! Not-So-Great Moments in Performance Evaluations, Part 2

14. 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 (then, formally reschedule the meeting)

15. 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 Begin the evaluation with the good points: first, because the employee deserves to hear it; and second, because it reinforces that you see all performance aspects, especially when discussing improvement issues. Conducting the Evaluation

16. 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.

17. 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 which both supervisor and employee share ownership. Conducting the Evaluation

18. 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.” I have made clear what the department expectations are, and you are expected to comply with them. You are being evaluated against the standards for department performance, not against other employees. The answers to each of the denial statements above are: If you believe you are not adequately trained to perform a task, you can always come to me and express your concern.

19. Understanding Emotions Recognize that people have different motivations, needs, styles and fears Anger and 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

20. Understanding Emotions Recognize that people have different motivations, needs, styles and fears Mutual Respect • If people perceive that others do not respect them, they perceive the conversation as unsafe and information exchange is diminished • Be alert for defensiveness, environment becoming highly charged, fear turning to anger, pouting, name-calling, yelling and threats. • Do others believe that you respect them?

21. 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 feedback about what 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

22. 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!

23. Don’t Go It Alone! • Quick Link to the “Process and Forms” webpage within the Cal Poly Pomona Employee/Labor Relations website: http://www.csupomona.edu/%7Ehr/er/perf_eval.shtml • Contacts are: • Angie Hernandez, Manager, Employee/Labor Relations Ext. 5392 arhernandez@csupomona.edu • Fred Tandy, Employee/Labor Relations Specialist Ext. 3729 fltandy@csupomona.edu • Nolan Dyo, Employee/Labor Relations Assistant Ext. 5391 nidyo@csupomona.edu