Conducting Performance Evaluations

Conducting Performance Evaluations

at the University of Wyoming

Session Outline

Presentation/Discussion– Why performance evaluations are important– UW performance evaluation process– How to write objectives with performance

standards Video – “Continuous Performance Appraisal”

http://uwadmnweb.uwyo.edu/staffperformance1

It doesn’t have to be this way…

Why do performance evaluations?

They benefit everyone Document performance issues Communicate positive feedback Recognize accomplishments and reward outstanding

performance Correct deficiencies and improve performance Satisfy legal requirements Clearly communicate expectations Help achieve UW’s goals and mission Develop and motivate employees

Presidential Directive 4-2002-2

Time Requirements

At least one per year Must be completed by March 15th

– Send to Human Resources– Give copy to employee

Evaluation period is for the prior calendar year Mid-year change of supervision

– Prior to Oct. 1st – new supervisor conducts the eval– After Oct. 1st – previous supervisor conducts the eval

Presidential Directive 4-2002-2

Supervisor Responsibilities

Complete training on performance review and recognition

Establish departmental goals and objectives Seek input from employees Provide employees with clear expectations,

consistent measures, and achievable standards of performance

Support and provide resources

Presidential Directive 4-2002-2

Supervisor Responsibilities (cont.)

Engage in ongoing performance review Identify performance deficiencies and provide

assistance and support for correction Assist employees in identifying and participating in

career development and training programs Recognize outstanding performance Conduct an evaluation for each assigned employee

Presidential Directive 4-2002-2

Employee Responsibilities

Provide input to their supervisor in the development of individual goals that contribute to departmental goals and the University’s mission

Meet expectations and achieve performance standards

Presidential Directive 4-2002-2

Employee Responsibilities (cont.)

Discuss concerns and/or questions about any part of their job description or performance review with their supervisor

Identify and participate in career development and training opportunities

Presidential Directive 4-2002-2

Probationary Employees

Should be evaluated on the Probationary Staff Performance Evaluation and Planning Record

Highly recommended that each probationary employee receive one or more evaluations during their probation period

Will join the normal annual cycle of evaluation after successful completion of the probationary period

Presidential Directive 4-2002-2

Employee Disagreement with Written Review

The employee may:– Attach a written response to the review– Request consideration by the next level

supervisor/appointing authority

Final decision is made by the appointing authority

Presidential Directive 4-2002-2

Performance Ratings

Use the Staff Performance Evaluation and Planning Record (different form for probationary employees)

The criteria are:– Citizenship– Objectives

Each criteria is evaluated on a 0-4 scale, weighted based on importance (not on amount of time spent), and results added together to get a total score.

Presidential Directive 4-2002-2

Performance Ratings (cont.)

Presidential Directive 4-2002-2

Performance Ratings (cont.)

SMART Objectives

Specific

Measurable

Achievable

Results-focused

Time-bound

Objectives – Continued

In order to write S.M.A.R.T. objectives, UW has divided the objective into two components:– The general title of the objective– The standards

Standards are the specific measures by which the objective is defined, and by which it is measured.

Standards, whenever possible, should be measures of results rather than behaviors.

Objective Example - #1

Objective:“Attend computer training to improve office efficiency.”

Standards:“Attend two 5 hour classes on using Microsoft Access to create databases and developing queries for efficient data storage and retrieval by June 1, 2005. Develop new database, implement into office procedures, and train all staff on proper use by December 1, 2005.”

Objective Example - #2

Objective:

“Develop a new filing system.”

Standard:

“By June 1, 2005, develop a user-friendly filing system that can be implemented in no more than two weeks. Users will be able to find documents the first time they look, 98% of the time.”

Performance Standards

Every objective must have an associated standard They are the criteria against which the results of an

employee’s work are assessed Can evaluate two areas:

– Results – the outcome of the employee’s actions– Behavior – actions the employee performs

There are two types of standards:– Numeric or quantifiable– Descriptive or qualitative

Numeric Performance Standards

Provide a quantifiable objective measure about which no (or very little) interpretation is required

Examples:– Reduce expenses by 10%– No more than one complaint per month about

services

Descriptive Performance Standards

Are difficult to measure Communicate general expectations Open to interpretation Examples:

– Responsibly manage the budget– Provide courteous service to customers

Writing Performance Standards

Using an example from your own area, write one objective, along with the associated standard(s).

The Performance Evaluation Process

Step 1

Preparing for the Meeting

Involve the employee– Agree on a time and place well in advance– Ask the employee to prepare their ideas and objectives in

writing– Consider asking for a self-evaluation

Gather data– Talk to the employee’s co-workers– Job description– Past performance data– Training records

The Personnel-Management Cycle

Step 2

Conducting the Evaluation Meeting

Put the employee at ease State the purpose of the discussion and the advantages of the

evaluation system Build on the employee’s strengths Listen to the employee Compare performance to standards Assign performance ratings Develop an overall rating Agree on mutual objectives for the next year No surprises Close the discussion Avoid evaluator error

Evaluator Error

Varying standards Recency/Primacy Bias Evaluation patterns Halo/Horns effects Contrast error

Step 3

Following Up

Evaluate employees in their environment Communicate positive feedback regularly Coaching is the key