Performance Management at Mason

Performance Management

Performance management is the process of:

• Defining expectations

• Maintaining open communication between supervisor and employee during the year

• Linking individual performance to organizational needs

• And evaluating performance

This is a year-round process

Why should we do it?

Performance management techniques help:

• high achievers to develop new skills

• solid performers to become great

• underachievers to improve

• create a productive work environment for all

When giving feedback, remember to be:

• Timely: Don’t wait. Give feedback as soon after the performance takes place (positive and constructive).

• Specific: Say exactly what they did that was good or needs improvement.

• Sincere: Be honest and open. Tell the person the impact of their performance.

• Personal: Adjust the style and method of your feedback to the receiver.

• Proportional: Match the intensity of your feedback to the intensity of the behavior.

Best practices in performance MGMT

Importance of Documentation

• Counseling memo or Follow-up Email• Summarize performance issues (as discussed in meeting, if applicable)

• List specific examples, instances and any attempts to train/correct

• Consequences of performance issues on department

• Desire for performance to change and consequences if doesn’t

• Next steps

• Supervisor Documentation• Supervisor paper file

• Online file (excel spreadsheet)

• Self email

Performance Appraisal Cycle

Classified Staff:

Annual cycle from October 25th

through October 24th

Administrative/Professional Faculty:

Annual cycle from July 1st through June 30th

Wage Employees:

N/A*

Performance Evaluation Due Dates

Type of EmployeeEvaluation Due Date Where to Send….

Instructional/ Research Faculty

10/25/2011 Dean's Office

Administrative/ Professional Faculty

10/25/2011Supervisor then Human Resources and Payroll

Classified 10/25/2011Human Resources and

Payroll

Wage (Non-student and Student)

No eval required

N/A

What is the goal of a performance appraisal?

Performance appraisal is a formal discussion between a direct report and a supervisor, for the purpose of discovering how and why the direct report is presently performing on the job, and how the direct report can perform more effectively in the future, so that the direct report, the supervisor, and the university all benefit.

The supervisor is responsible for:

•Developing the work tasks, duties and performance expectations (the work profile or position description)

•Providing feedback regarding performance

•Offering opportunities for development

•Conducting the performance appraisal

Faculty and Staff members should:

• Seek assistance with/and clarify responsibilities as needed

• Do a self-evaluation

• Actively participate in the appraisal discussion

•Identify ideas for developmental goals

Due Dates

The evaluation form must be completed,

signed and dated by the employee, supervisor, and reviewer, and submitted to Human Resources by Tuesday, October 25th

Individual Departments may have unique deadlines earlier than October 25th. Check with your HR Liaison for more information

Where to find the performance evaluation forms:

Go to: hr.gmu.edu

click on Forms and Materials

Scroll down to Performance Management

Classified Evaluation Forms

Let’s look at the forms…

• Employee Work Profile (EWP)• Self Assessment Form• Acknowledgement of Extraordinary Contribution• Notice of Substandard Performance• Performance Evaluation Form• Probationary Progress Review

Classified Staff Self-Assessment

•Not required.

•A good way to gather input; increase involvement and commitment.

•Give to your supervisor before your annual evaluation meeting.

•Meet with your supervisor to discuss your annual evaluation and the self-assessment.

Classified Appraisal Areas

• Evaluation of Work Tasks and Duties (EWP)

• Universal Performance Expectations

• Supervisory Performance Expectations

• Overall Performance Rating

Classified Performance Ratings

GMU Ratings

E Extraordinary

H High Achiever

A Solid Achiever

F Fair Performer

U Unsatisfactory

State Equivalent Ratings

E Extraordinary

C Contributor

C Contributor

C Contributor

B Below Contributor

Extraordinary Achiever

In order to be eligible to earn an overall “Extraordinary Achiever” rating on the annual evaluation, an employee must have received at least one “Performance Management Acknowledgement of Extraordinary Contribution” form during the performance cycle.

Extraordinary Achiever

• Pay special attention to goal setting—time to raise the bar?

• Consider special recognition

Unsatisfactory Performer

If a classified staff member receives a performance rating of below contributor (unsatisfactory performer), there is no pay increase. The supervisor MUST consult with HR before issuing an “Unsatisfactory Performer” rating on an evaluation.

Unsatisfactory Performer

In order to be rated “Unsatisfactory Performer”, a classified employee must be issued:

• a “Notice of Improvement Needed/ Substandard Performance” form OR

• a formal Written Notice (Group I, II, or III) during the performance cycle

Employees that receive an Unsatisfactory rating must be issued a performance improvement plan and be re-evaluated at the end of three (3) months.

Unsatisfactory Performer

• Develop a performance plan & present to the employee (using the EWP)

• Re-evaluate the employee in 3 months

Three Month Re-Evaluation

If performance does not improve:

• Demotion or re-assignment

• Reduced Duties

• Termination

Admin/Professional Faculty Forms

The forms for Administrative and Professional Faculty are different from Classified employees …

Admin/Faculty Self-Assessment

•Examples of last year’s major accomplishments and disappointments

•Environmental considerations (including barriers and/or beneficial factors) which helped or hindered your work.

•Summary comments including recommended developmental options.

Admin/Professional Faculty Appraisal areas

• Overall summary of the past cycle’s performance

• Brief description of work strengths and weaknesses

• Goals/Developmental plan for next cycle

Admin/Professional Faculty Performance levels:

__Performance generally superior and frequently exceeds expectation

__ Performance fully meets standards and makes a positive contribution

__ Performance demonstrates room for growth and improvement

__ Unsatisfactory performance

Unsatisfactory Performance

If an Admin/Professional Faculty member receives a performance rating of “Unsatisfactory”, it can be grounds for termination of appointment. The supervisor must consult with HR prior to issuing an unsatisfactory rating on an evaluation.

Essential Factors

•Leadership

•Change Orientation

•Planning

•Communication

•Task/Project Management

•Diversity Management

•Conflict Management

•Performance Management of Direct Reports

•Teamwork & Cooperation

•Privacy & Computer Security Mgmt. (Confidentiality)

•Customer Service

Pitfalls

Halo Effect

Horns Effect

Personal Bias

Santa Claus Effect

Mitigating Circumstances

Were there circumstances beyond the employee’s

control that made it impossible to achieve their

goals?

– Internal Factors?

– External Factors?

Remember:

A performance appraisal is a formal discussion between a direct report and a supervisor, for the purpose of discovering how and why the direct report is presently performing on the job, and how the direct report can perform more effectively in the future, so that the direct report, the supervisor, and the university all benefit.

Before the Meeting

• Review performance evaluation policy

• Review employee’s self-assessment

• Prepare the evaluation

• Get approval from Reviewer

• Choose suitable location for meeting

•Prepare both positive and constructive feedback

• Provide evaluation to the employee for review

The Performance Appraisal Meeting

The evaluation meeting is essential for good

two-way communication between manager

and employee. The form is a starting point

for discussion and feedback.

During the Meeting

• Be specific

• Discuss regular, expected performance

• Identify accomplishments above and beyond the expected

• Demonstrate where mismatch between goals and achievement exists

During the Meeting

• State the purpose and benefit; check receptivity

• Get direct report’s views

• Present your own views

• Vent interfering emotions and resolve disagreements

Finalizing the Evaluation Form

• Employee signs and can add comments.

• Signature does not indicate agreement – just that evaluation has been read and discussed.

• Express appreciation for work well done.

• Consider setting goals for the coming year.

What does the Reviewer do?

• The Reviewer is normally the supervisor’s supervisor

• Reviews & approves evaluations before a supervisor provides the evaluation to employee

• Confirms supporting documentation

• Ensures consistency among supervisors

• Makes decision on employee appeals

Reviewer – be on alert for these patterns:

• Too Easy

• Too Tough

• Right Down the Middle

• Be sure your supervisors have truly appraised performance fairly

• Have they differentiated? Or is everyone great?

Performance Evaluation Appeals

A performance evaluation appeal process exists for both

Classified Employees

and

Admin/Professional Faculty.

Classified Staff Appeals

• Employee may appeal to the reviewer for another review of the evaluation in writing within 10 workdays.

• The reviewer will discuss the appeal with the supervisor and employee, then provide a written response within 5 workdays of receiving the appeal.

• The reviewer can uphold, revise or rewrite the evaluation, or have the supervisor revise or rewrite it.

• Employee may also file a grievance about the evaluation if he/she deems it arbitrary or capricious.

Admin/Professional Faculty Appeals

An informal appeal may be made to the reviewer in writing within 10 calendar days of receiving the evaluation. The reviewer has 10 calendar days to review the appeal, meet with the employee and provide a response.

The response may be:

a) evaluation stands as isb) evaluation is edited based on appeal issues ORc) evaluation is re-written

And Finally …

These interpersonal skills have a significant bearing on performance discussions:

• Be specific and focus on behavior• Build and maintain self-esteem• Solve problems jointly• Listen actively• Be compassionate• Probe for understanding• Positively reinforce desired behaviors

Practice Makes Perfect

1. Think of something you may find difficult to talk about with your supervisor, a direct report, or coworker.(tardy, attitude, missed deadline, attendance, etc.)

2. Jot down how you will communicate this in writing.

3. Practice the evaluation conversation with a partner.

Additional Resources

Check out the Employee Relations website:

http://hr.gmu.edu/emp_relations/

• Coaching

• Supervisor Forum

• Conflict Resolution

• Performance Management

• Resources, Helpful Links and more…

Questions or comments?