PERFORMANCE EVALUATION WORKSHOP

2016 Civil Service &

Academic Professional Positions

WELCOME

These quotes were reportedly taken from actual federal employee performance evaluations:

“Since my last report, this employee has reached rock bottom and has started to dig.”

“His men would follow him anywhere, but only out of morbid curiosity.”

“This employee is really not as much a has-been, but more a definite won’t-be.”

“Works well when under constant supervision and cornered like a rat in a trap.”

“When she opens her mouth, it seems that it is only to change feet.” “He would be out of his depth in a parking lot puddle.” “This young lady has delusions of adequacy.” “Takes him 1 ½ hours to watch 60 minutes.”

Performance Evaluation Workshop

Purpose of Evaluation:Optimize Performance

• Continuous process

• Two-way process

Performance Evaluation Workshop

Purpose of Evaluation Employee Development

Supervisor Framework Feedback Opportunity Reinforce Identify & correct Document performance

Performance Evaluation Workshop

Purpose of Evaluation Employee Development (cont.)

Employee Job expectations Performance expectations Coaching Reinforce

Performance Evaluation Workshop

Evaluation process: Establish goals, expectations and standards Continuous feedback Self evaluation Pre-evaluation review by dept. head Evaluation interview Finalize evaluation

Performance Evaluation WorkshopGoal setting is completed as part of the annual evaluation process.

As you review accomplishments and performance for the previous period, you also set goals with the employee for the coming year.

What’s a goal? Specific statements that describe result to be achieved

SMART Goals Specific Measurable Achievable Results Oriented Time Bound

Performance Evaluation WorkshopExamples of Unclear Goals:

Continue to work on cross-training manual. Work toward becoming the MS Word expert for your

work group.

Examples of Clear Goals:

Create a new cross-training manual by February 2016. Become work group MS Word expert by attending at

least 15 hours of training and provide a mini-training session to co- workers.

Performance Evaluation WorkshopPerformance factors: Job knowledge Judgment Reliability and commitment to the job Customer service Productivity Communication skills Teamwork, cooperation, attitude & interpersonal skills Supervision & leadership

Performance Evaluation Workshop

Performance measures: Unacceptable Needs improvement Performs commendably Exceeds expectations Insufficient opportunity to observe

Performance Evaluation WorkshopPreparing for Evaluations - Information Gathering Notes from ongoing meetings, assignments, observations, list of

accomplishments, reflections during the year Job Description Individual’s Resume Previous Performance Evaluations and projects, goals Feedback from students/customers/co-workers/others Letters of appreciation, planning meetings, performance

discussions, professional development programs attended

Performance Evaluation Workshop

Evaluation interview: Notify in advance Appropriate location and amount of time Employee Self Evaluation Review Self Evaluation prior to meeting Review Employee Performance Factors prior to meeting Discuss performance with your supervisor prior to meeting

Performance Evaluation Workshop

Evaluation interview (cont.) Discuss achievements, performance, and areas for improvement Review and discuss previous goals LISTEN, LISTEN, LISTEN Focus on job performance rather than non-job related factors Be specific with praise and criticism Not primarily for discipline or reprimand No surprises Develop goals for new year

Performance Evaluation WorkshopEvaluation obstacles:

Halo/horn effect – employee’s extreme competence in one area “shines” over others. Conversely, employee does poorly in one area and this overshadows all areas.

Leniency/severity – supervisor is viewed as being too hard (severity) or too easy (leniency.)

Central tendency – supervisor tends to rate everyone as a average. Just Like Me – being more favorable to people who are like you. Recency Effect – focusing on recent performance instead of entire year. Inflated rating – when supervisors use “satisfactory” as their lowest

rating.

Performance Evaluation Workshop

Guidance & Forms:

http://www.uis.edu/humanresources/recognition/evaluations/

Performance Evaluation Workshop

2016 Evaluation Cycle

Full evaluation period April 1, 2015– March 31, 2016 Evaluations to be conducted beginning April 1, 2016 Performance Evaluations forms due in Human Resources by

June 6, 2016

Performance Evaluation WorkshopNext Steps in the Performance Management Process:

Yes, It’s a Processo Managing people means involvement in individual’s work performance

and professional developmento Document ongoing observations of performanceo Communicate your observations with the employee – don’t wait for the

performance appraisal!

- Feedback on improvement areas and goals

- Department needs and expectations

- Professional Development opportunities

- Recognition of progress and contributions

Performance Evaluation Workshop

Conclusion Performance Evaluation is a collaborative process

Goal is to provide specific feedback (good & bad) on job performance with the ultimate aim of IMPROVING PERFORMANCE and connecting individual performance to the University’s mission, vision, values and strategic initiatives.

Performance Evaluation Workshop

This year’s process will include a category around Leadership Lived whereby the supervisor will indicate the employee’s level of living the UIS brand via one or more of the four brand “promises.”

What is Leadership Lived?

UIS’ Four Core Attributes

• Teaching-focused Academic Experience

• An Abundance of Opportunities to Collaborate

• A Right-sized, Supportive Community

• A Tradition of Educating Public Servants and Leaders

Performance Evaluation WorkshopSelect Good to Great Quotes – Jim Collins

“The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.”

“Expending energy trying to motivate people is largely a waste of time… if you have the right people on the bus, they will be self-motivated.”

““Stop doing” lists are more important than “to do” lists.”

“It is much easier to become great than to remain great.”

“Bad decisions made with good intentions, are still bad decisions.”

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.”

“Great vision without great people is irrelevant.”

“Greatness is an inherently dynamic process, not an end point. The moment you think of yourself as great, your slide toward mediocrity will have already begun.”

“True leadership only exists if people follow you when they have the freedom not to. If people follow you because they have no choice, then you are not leading.”

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Thanks For Attending!

Questions?