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