Employee Performance Evaluation Developmental Process Lesson Plan Process

Employee Performance Evaluation & Developmental Process

Lesson Plan Process S. M. A. R. T. Goals Rater Errors Philosophy Evaluation Form Time Frames & Review Electronic Form Rollout Strategy

Learning Objectives ü To develop an understanding of the performance evaluation philosophy and process ü To develop an understanding of the performance instrument as a developmental tool

Performance Evaluation Objectives: ØA guide for personnel actions ØAn opportunity to reward employees ØTo provide feedback to employees ØTo help with employee training & development ØTool to help integrate human resource planning with other personnel functions

Performance Evaluation The Evaluation Should: ØEnhance the trust relationship between the employee and his/her supervisor ØDevelop mutually beneficial goals that align with those of the division, department and City ØIdentify successes, and where improvements have been made, areas in need of improvement, and how improvement can be accomplished

Performance Evaluation The Evaluation Should: ØProvide an honest discussion about career opportunities ØApply consistent standards across all levels of the organization ØHold managers accountable for consistent application of standards and fair assessments

Performance Evaluation General Philosophy ØEmployees should be able to express concerns in a comfortable environment without fear or reprisal ØA collaborative process improves communication and builds upon trust ØProvides mechanism to build upon the knowledge, skills and abilities of employees for improved performance

Performance Evaluation Process

Performance Evaluation Process No Surprises ØNothing on the evaluation should come as a surprise to the employee ØEmployee should be provided feedback on a continuous basis throughout the year ØDocument in your personal files your discussions with employees throughout the year

Performance Evaluation Process Pre-Meeting Preparation ØProvide employee with advance notification of meeting; allow documentation to be brought ØMaintain working files with documentation of behaviors ØReview job description

Performance Evaluation Process Pre-Meeting Preparation ØReview previous year’s goals ØSeek input from others employee has worked with ØDevelop an action plan to address issues ØConsider how supervisor skills can be enhanced ØComplete draft of the evaluation, review at higher levels

Performance Evaluation Process Conducting the Meeting Ø Meet privately with the employee and make the employee feel at ease Ø Confine your comments to performance-based issues and be specific Ø Have open communication; listen and ask questions and keep emotions in check Ø Share with the employee what you feel their strengths are

Performance Evaluation Process Conducting the Meeting Ø Identify problem(s) or weak areas with employees Ø Ask the employee why the problem(s) exists ü Listen to what they are saying ü Probe to see what the problem is related to ü Once identified, work with the employee to determine how the problem can be solved Ø Recognize where improvements have been made and discuss lack of progress in any areas needed

Performance Evaluation Process Conducting the Meeting ØRate the employee based on established expectations in relation to their job description ØDocument the meeting through the performance evaluation form and make changes to your draft based upon your discussion with the employee ØRead each rating and determine the level at which the person being evaluated is performing

Performance Evaluation Process Conducting the Meeting Ø Have the employee sign the evaluation form and each attachment to indicate that it has been reviewed üIf the employee refuses to sign, the supervisor should make a note of refusal Ø Employees may add any comments in the space provided on the evaluation form. They are given five working days to respond Ø Advise the employee of their rights to the appeal process.

Performance Evaluation Process Conducting the Meeting ØOnce finished: ü Ask the employee how you can better support them in meeting their goals ü Ask what the supervisor can do to make their work experience more positive ØWith the employee, set and agree on new goals for the next review period

Performance Evaluation Process Post-Meeting Requirements ØThe evaluation is reviewed by each successive level of departmental supervision ØGive the employee a copy of the completed evaluation and performance plan after all signatures are completed

Performance Evaluation Process Post-Meeting Requirements ØThe reviewer should review all evaluations performed to ensure that rater errors have not occurred ØReview evaluations to determine if additional training or other resources are needed

Developing S. M. A. R. T. Goals

Developing S. M. A. R. T. Goals How to Write Task Goals ØThe task is an assignment or responsibility expressly addressed in the job description ØShould define the specific assignments an employee’s supervisor requires during the evaluation period and should be linked to the City’s and department’s strategic goals ØShould be no more than five rating areas for most employees

Developing S. M. A. R. T. Goals S. M. A. R. T Goals üSpecific üMeasurable üAttainable üRelevant üTime-Specific

Developing S. M. A. R. T. Goals General Goal ◦ Get in shape. Specific Goal ◦ To improve and maintain good health, go to the gym three times per week and walk on the treadmill for 20 minutes nonstop.

Developing S. M. A. R. T. Goals Should Be Specific ØBe clear and concise on what should be accomplished ØWhat is the reason, purpose and benefit of accomplishing the goal ØIdentify the constraints and determine ways to overcome them

Developing S. M. A. R. T. Goals Should Be Measurable ØHow will you measure success and establish concrete criteria for measuring progress? ØHow will you know when you have accomplished the task? ØDetermine what will be changed and by how much?

Developing S. M. A. R. T. Goals Should Be Measurable (Cont’d) ØQuantity – how much/many ØQuality – how well the goal is performed (can’t be counted but can be judged) ØCost – at what expense is the goal produced or performed ØMeasurement of time – was the goal completed in the timeline established

Developing S. M. A. R. T. Goals Should Be Attainable ØGoals should be challenging but not unrealistic to obtain ØKeep in mind the job description and make sure it is aligned with the goal requirement

Developing S. M. A. R. T. Goals Should Be Relevant ØThe goal should be relevant and aligned with the department and City’s vision and values ØTo be successful there should be a reason to put forth the effort to achieve the goal

Developing S. M. A. R. T. Goals Should Be Time Specific ØCreate a timeline for a sense of closure and to provide a motivational force ØSome goals may be on-going so will be evaluated for success during the evaluation period

Rater Errors

Rater Errors Halo Effect ØRating an employee excellent in one quality, which influences the rater to give that employee a similar rating on other qualities Horn Effect ØRating an employee unsatisfactory in one quality, which influences the rater to give a similar low rating on other qualities

Rater Errors Comparisons ØComparing one employee to another instead of rating the employee against the job description Central Tendency ØRater provides an average for all qualities

Rater Errors Strict Rating ØRating consistently lower than the average, being consistently harsh in ratings Lenient Rating ØRating consistently higher than the average, being overly loose

Rater Errors Latest Behavior ØRating is influenced by the most recent behavior, failing to recognize the most common behaviors Past Performance ØAllowing past performance appraisal ratings to unjustly influence current ratings

Rater Errors Same As Me ØGiving a rating higher than deserved because the person has qualities similar to the rater Different From Me ØGiving a lower rating than deserved because the person has dissimilar qualities than the rater

Rater Errors Status Effect ØOverrating employees in higher-level jobs or jobs held in high esteem and underrating employees in lower level jobs or jobs held in low esteem Inflating Ratings ØManipulating ratings to produce the desired performance pay

New Developmental Instrument

New Developmental Instrument Employee Performance Evaluation and Developmental Instrument ØIs consistent with the City’s vision and values ØMeasures the competencies of individuals in relation to a high performing organization

New Developmental Instrument Employee Performance Evaluation and Developmental Instrument ØCovers the City’s spectrum of jobs, but is precise enough to measure individual performance for each job ØRecognizes the unique qualities, characteristics and behaviors of each employee that lead to successful job performance ØIs easy to complete

New Developmental Instrument Employee Performance Evaluation and Developmental Instrument ØProvides opportunity for prioritizing job duties ØPromotes employee participation in providing ideas or available knowledge for developing and setting performance standards

New Developmental Instrument Employee Performance Evaluation and Developmental Instrument ØAllows the employee to differentiate between acceptable and unacceptable results ØPresents goals that are challenging to the employee, but is realistic and attainable ØReduces subjectivity by linking specific behaviors to the rating area

Performance Evaluation Form

Performance Evaluation Form Page 1 ØEnsure that the personal information on the employee is accurate ØEstablish the reason and proposed action of the review ØEnsure that the job description of the employee is current and the employee has met all other criteria required by the job description

Performance Evaluation Form Page 1 ØThe Notification of Standards is signed at the beginning of each performance evaluation year ü Statement that the employee, supervisor and reviewer agree to the established goals

Performance Evaluation Form Page 1 ØThe Progress Review is signed mid-year of each performance evaluation year üUnofficial review of how well the employee is meeting the goals and performance objectives

Performance Evaluation Form Page 1 ØThe Performance Evaluation is signed at the end of the evaluation period by the employee, supervisor, reviewer and director üThis acknowledges that the review has taken place üIf employee refuses to sign, the supervisor should note it on the form

Performance Evaluation Form Page 1 ØNumerical rating scores of all areas within the evaluation ØOverall rating for employee ØCannot have any rating area below meets to have an overall rating of exceeds or outstanding

Performance Evaluation Form Page 2 ØJob specific goals must be established for each employee at the start of the performance year ØThe employee, supervisor and reviewer sign the notification of standards section after developed ØEmployees are evaluated at the end of the performance year based upon the rating criteria established

Performance Evaluation Form Page 3 -8 ØEmployees are evaluated at the end of the performance year based upon their attributes required for a high performance organization: ü Leading ü Managing ü Technical Skills ü Team Skills ØSelect the most appropriate rating criteria for each question

Performance Evaluation Form Team Skills

Performance Evaluation Form Page 9 ØEmployee and supervisor are encouraged to discuss ways in which the employee may develop his/her skill sets for future professional growth ØEmployee is encouraged to provide comments about the evaluation if he/she would like ü The employee has five working days to respond.

Performance Evaluations, Time Frames & Review

Performance Evaluations Time Frame Ø Probationary Employees ü On a quarterly basis Ø Annual Evaluations ü Appraisal period is May 1 to April 30. Ø Progress Review ü Midway through rating period Ø Special Evaluations ü May be requested at any time deemed necessary Human Resources maintains the official record of performance evaluations

Evaluation Review Ø Employees who disagree with their evaluation may request a review through each successive level of departmental supervision Ø If these reviews do not resolve the employee’s concerns, the employee or department head may request an administrative review by the Department of Human Resources Ø The request must be made within 30 days of the evaluation

Electronic Form https: //pedi. nngov. com

Rollout Strategy

Rollout Strategy Objective is to train supervisors by end of October Objective is to have transitional evaluations completed by end of November First live evaluations will occur May 2011 Human Resources working on training program for new supervisors

Rollout Strategy Supervisors responsible for training their employees (Let them know) Follow the script (Power. Point) Check with your departmental Human Resources Generalist for assistance as needed

Rollout Strategy Policy, Guide, Instructions, Tutorial and FAQ’s to be available online (PEDI) Avoid shortcuts, consistent messages Offer lab times for training, if available