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PERFORMANCE EVALUATIONS
Presented by Joey Croslin
April 2, 2008
Pop Quiz
What is a performance evaluation?a) Form created by HR to add to my already
overwhelming workloadb) Form required by HR to enhance the
thickness of my personnel filec) A reminder of just how fast time passes
by and how my memory isn’t quite as good as it used to be
d) A systematic process of observing, assessing, and interpreting job performance
Pop Quiz
Why do performance reviews?a) To comply with OCU policyb) To keep HR off my backc) Both a and bd) To clarify expectations and
responsibilities; review progress toward goals; identify opportunities and challenges
Collaborative Performance Review Goals
Support strategic initiatives Clarify expectations & responsibilities Review progress toward goals Identify opportunities and challenges Discuss job/career training and
development Develop blueprint for future performance
—goals, assignments, improvement Develop a high level of job satisfaction
Overview
New Performance Review Form Career development tool Completing an effective performance
review Coaching tips for Managers Keys to goal setting and planning
2007-2008 Performance Review Form
Pre-evaluation questions Previous year’s goals/New goals Key performance areas
Professional knowledge Professional judgment/analytical ability Organization and planning Communications Working relationships Policies and procedures Leadership/Management skills
2007-2008 Performance Review Form
Major Changes Rating Scale Minimized Key Performance Areas Overall Rating Reduced narratives
How does it work?
Adobe electronic form Must have Adobe 8.0 or later Contact campus technology services to
update
How does it work?
Employee completes form, saves and emails to evaluator
Evaluator completes form and prints 2 copies (1 for evaluator 1 for employee)
Employee and Supervisor review job description. Submit electronically signed job description to Administrative Services.
Career Development Tool
JOB DESCRIPTION Highlight strengths Emphasize accomplishment of past initiatives Identify opportunities for growth and
development Include professional development Plan new goals and initiatives
An Effective Performance Review
Provides a platform for consistent communication about goals, job performance and outcomes
Utilized as a training tool Highlight strengths Emphasizes accomplishment of past initiatives Identifies opportunities for growth and
development Includes professional development Plans new goals and initiatives Free from bias/rating errors
Common Rating Errors
Halo effect- rate all performance areas high based on the successful outcome of one area
Horn effect- opposite of halo, rate all performance areas low based on the unsuccessful outcome of one area
Central tendency- an inclination to rate people in the middle of the scale to avoid confrontation
Negative and positive skew- opposite of central tendency, rating higher or lower than performance warrants
Stereotyping- tendency to generalize across groups and neglect to recognize individual performance
Similar-to-me- rating higher those individuals with similar attributes to the rater
Attribution bias- relating performance failings to factors under the control of the individual and successful performance to external causes
Recency effect- minor events that have occurred recently have more influence on rating than major events that occurred many months ago
The Manager’s Coaching HandbookGuide to Improving Employee Performance
-Cottrell and Layton Create a constructive, winning climate on your
team. Lead your team to improved performance by
providing feedback and recognition. Deal with people on the team who don’t carry
their load. Set the pace for your team to be successful. “To coach” comes from the root meaning “to
bring a person from where they are to where they want to be.”
The universal need of all employees is: consistency
Priority One: Eliminate inconsistencies and contradictions within the team.
Coaching the Super Stars
“Many top performers go to bed hungry at night – hungry for recognition from
you.”• Get them involved.• Delegate
extensively.• Encourage them to
teach.• Provide training that
will help them become even more effective.
• Have them fill in for you while you are out of the office.
• Stretch them; they thrive on accomplishments.
• Celebrate their success.
• Frequently tell them how proud you are to have them on your team.
• Spend time with them.
• Promote them – if they want to be promoted!
Coaching the Middle Stars
• Build their confidence by increasing their responsibilities.
• Give frequent and accurate performance feedback.
• Create a resource library of books and tapes to provide ideas on how to become best at their job.
• Teach them how to set goals to keep performance on track; hold them accountable for their goals.
• “Catch them” doing good things and then praise them.
• Hook them up with a super star for mentoring.
• Create rewards that appeal to their personal values.
Coaching the Falling Stars
“High achievement always takes place in the framework of high expectations.”
“Falling stars can have a detrimental impact on your entire team.”
“The responsibility for maintaining good performance is the employee’s, not the
manager’s. The manager’s job is to point out the discrepancy – the employee’s job is to fix
it!”
“It is not enough to merely say that you’re committed to top performance. To be an
effective manager, you need to “walk the talk” by addressing employee performance problems
– early and head on.”
Time Line
May 15th is the deadline
SMART GOALS
Specific Measurable Attainable Relevant Timed
Types of Goals
Routine Problem Solving Personal Development Organizational Development
Review
New performance review form Career development tool Effect performance reviews Coaching tips for Managers Goal setting
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