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Performance DevelopmentInformation Session for Supervisors
Kevin R. ThomasManager, Training & Development
Objectives
• Obtain basic knowledge needed to complete and submit written performance evaluations:– Updating job description– Obtaining self-evaluation from staff– Collect info and draft review
• Past performance• Goals for next year
– Conduct the performance evaluation conversation– Finalize and submit the evaluation
• Answer your questions• Identify resources for further learning
Why Performance Development?
• “In our survey, almost two-thirds agreed that ‘my performance and possibilities for success in my career would have increased substantially if I had been given more feedback.’” – Zenger/Folkman
• Substantial performance conversations increase employee engagement and solve performance problems.
Williams’ Performance Development Process
Agenda
– Updating job description– Obtaining self-evaluation
from staff– Collect info and draft
review• Past performance• Goals for next year
– Conduct the performance evaluation conversation
– Finalize and submit the evaluation
Updating Job Description• Meet to review current job description
– If you don’t have a copy, HR may have a copy– If you need to start from scratch, use the form at
http://hr.williams.edu/forms/ under Performance Development• Discuss any changes in the job description that need to be
documented• You may have your staff member first draft the updates, or you may
do it yourself.• Forward updated job description to HR by email to
[email protected]• If you think changes merit additional compensation or a change in
title or grade, speak to the Danielle Gonzalez, Assistant Director of HR.
Agenda
– Updating job description– Obtaining self-evaluation
from staff– Collect info and draft
review• Past performance• Goals for next year
– Conduct the performance evaluation conversation
– Finalize and submit the evaluation
Obtaining Self-Evaluations from Staff
• An assignment like any other• Clearly identify the objective and deadline• Explain the value of the task– Gives employee a voice in the evaluation process– Provides important information to you in writing the
review• Offer support and guidance• Hold people accountable• Be prepared to give feedback on the quality of the
self-evaluation as a work product
Agenda
– Updating job description– Obtaining self-evaluation
from staff– Collect info and draft
evaluation• Past performance• Goals for next year
– Conduct the performance evaluation conversation
– Finalize and submit the evaluation
Gathering Information
• To get a complete picture of your employee’s performance,you need to gather information from many sources.
The total picture of
your employee’s
performance
Colleagues
Employee’s direct
reports
Employee’s self-
evaluation
Your own observations
Dotted line reports
Clients, customers,
vendors
Gathering Information
• Your own observations:– Previous year’s review– Dept. employee file and personnel file
(esp. if you are a new supervisor to an employee that was here before you)
– Notes from 1:1 meetings– Emails– Work products
Writing the Review: Anatomy of the Forms
Rating Competencies: Assessment TendenciesPositive Tendency Giving all employees positive assessments overall
Strictness Tendency Giving employees only constructive, critical feedback; overly demanding
Central Tendency Playing it safe by giving employees the same type and content of assessment
Halo EffectAssessment is based on a general impression of overall performance not specific, individual performance
Similar to MeAssessment is based on perception that those with certain values/habits similar to yours are successful
Recency EffectLooking only at recent events, a snap shot instead of the long view over the entire assessment period
Past Performance EffectBeing influenced by past performance rather than performance within the current cycle
Contrast EffectDirect comparison of staff member to others at same or higher levels, rather than performance on goals
Positive Tendency Giving all employees positive assessments overall
Writing the Review: The Key Formula
Behavior Impact
Alternative Positive
Behavior (if necessary)
Encourages continued
positive performance or
improved performance
Agenda
– Updating job description– Obtaining self-evaluation from staff– Collect info and draft evaluation• Past performance• Goals for next year
– Conduct the performance evaluation conversation– Finalize and submit the evaluation
Writing the Review: Future Goals
• Use the SMART formula
Agenda
– Updating job description– Obtaining self-evaluation
from staff– Collect info and draft
evaluation• Past performance• Goals for next year
– Conduct the performance evaluation conversation
– Finalize and submit the evaluation
Before the Conversation
• Determine how you as the manager want and need to ‘show up’
• Recognize your emotions and their influence on you
• Anticipate employee’s reaction• Identify open ended questions• Plan for meeting to be free of outside
interruptions• Consider location setting and timing
Before the Difficult Conversation
• Realize difficult conversations are part of life. • Approach each conversation as an opportunity
to learn about the staff member’s point of view, as well as a chance to re align performance ‐with expected positive outcomes
• Assume that you don’t know the staff member’s motivations; be curious.
• Consider factors contributing to situation• Review notes
During the Conversation
• Invite employee to express opinion• Avoid extreme characterizations
– Ex. “You always/ never”• Be specific• Use Behavior + Impact statements (+alternative positive
behavior)” to make your feedback credible• Be supportive, ask how you can help to solve any
problems• Emphasize problem solving attitude• Determine next steps – agree to disagree if appropriate
Agenda
– Updating job description– Obtaining self-evaluation
from staff– Collect info and draft
evaluation• Past performance• Goals for next year
– Conduct the performance evaluation conversation
– Finalize and submit the evaluation
Questions?
Resources for Further Learning
• http://hr.williams.edu/staff-development/perf-dev/perf-dev-training/
Thanks!Program evaluation link will be sent by email.
Kevin R. ThomasManager, Training & Development
Coda on MotivationDrive by Dan Pink
• Research shows:– Bonuses only work for tasks that
require only mechanical skills.– For more complex tasks, larger
rewards lead to poorer performance.
– Pay only motivates us if we’re worried about it.
• Instead, research shows the following factors are more motivating:– Autonomy– Mastery– Purpose
