USC Dornsife Performance Evaluation Process Jodie Griner Agenda

USC Dornsife Performance Evaluation Process Jodie Griner

Agenda • • • Review the performance evaluation process Discuss Core Competencies and rating scale Writing an effective evaluation Timelines and Deadlines Answer your questions!

Goals of Performance Evaluation • Evaluation of performance • Continuous communication between employee and supervisor • Align work expectations with mission of Dornsife and USC • Improve performance • Development opportunties • Determine upcoming year’s goals Improve communication w/supervisor Improve Performance Identify development opportunities Recognize accomplishments

What’s in it for me (WIIFM)? • Recognize accomplishments and successes • Helps to set goals, improve performance and career development Connects • Identifies strengths and areas for individual Measures and performance Recognizes improvement to Dornsife’s Individual Mission, Performance and Vision, Values Contributions • Improve communication with and Strategic Initiatives supervisor Promotes Professional Excellence and Professional Development

USC Core Competencies • • • Quality of Work/Productivity Reliability/Accountability Integrity/Ethics Communication Customer Service/Customer Focus Problem Solving/Decision Making Creativity/Innovation Teamwork/Collaboration Legal & Regulatory Compliance (New) Leadership (for supervisors)

Rating Scale Below Meet Some Meets Exceeds Some Exceeds Expectations Expectations Did not meet standards Sometimes, but not Consistently met Usually performed Consistently performed and goals of position or consistently, met standards and goals of above standards and far above standards and performance, standards and goals of position performance, goals of position. goals for the position. immediate position performance. but rarely exceeded Almost always achieved Always achieved results improvement is Improvement or them. Achieved results greater than expected. required. Performance development is required expected results for an expected. Performance Redefined business was at the lowest end to fully meet position experienced employee. practices so others was generally higher relative to those in requirements. Performance was achieved high results. than those in similar role level. Performance was generally somewhat Performance was role level. generally below those in higher than, or on par among the highest of similar role level. with, those in similar roles. role level. 1 2 3 4 5

1 -Below Expectations • Substantially and consistently underperforms the requirements of the job assignments • Needs constant oversight and reminders to complete tasks • Customer service behaviors that receive complaints from patients or coworkers • Error rates in technical processing are consistently high • Projects are often completed late and inaccurately • Job attendance is unreliable

2 -Meets Some Expectations • Periodically failing to meet stated performance standards for the position • Inability to perform some regular assignments with only routine supervisory guidance • Difficulty in performing duties within time and budget constraints • Exhibiting negative customer service behaviors • Job attendance is sometimes unreliable

3 -Meets Expectations • Accomplishing all requirements of the job assignment with full competence within time and budget constraints • After initial training, only routine supervisory guidance is needed • Customer service behaviors result in positive experiences for patients • Stated performance standards are consistently met • Job attendance is dependable with most absences scheduled appropriately in advance

4 -Exceeds Some Expectations • Performance goes beyond the requirements of the job assignments most of the time • Impact of the performer on unit effectiveness produces results that exceed job expectations. • Acceptance and accomplishment of an important task that goes beyond the regular job duties assigned • Often exceeds stated performance standards in daily assignments • May on occasion provide a level of customer service that goes beyond their initial request • Frequently offers useful suggestions or process improvement

5 -Exceeds Expectations • Performance substantially and consistently exceeds the requirements of the job assignments • Taking independent initiative to solve problems successfully • Developing and assisting with the implementation of a new process or program that significantly enhances unit effectiveness • Customer service behaviors that gain positive recognition from patients or coworkers • Error rates in technical processing are consistently low • Projects are often successfully completed ahead of schedule

Rating- Pitfalls Pitfall Halo Effect Leniency/Harshness First/Last impression Definition Rating an employee in all areas based on performance in one area only Redefining the rating scale to fit your own personal standards Rating an employee based on what has happened most recently, regardless of past performance Contrast Comparing employees to each other Distortion Choosing a rating first, then looking for evidence to support it Personal Bias Rating an employee on a personality trait Potential Rating employees on their potential Self-Confirmation Rating an employee highly to justify that you made the right hiring decision

• Impacts the employee being evaluated: loss of full potential, professional development, motivation • Impacts the work group: communicates that people are not held fully accountable or that there is preferential treatment • Impacts you as a manager: effectiveness, management decisions • Impacts overall performance of work group, department, divisions, the university

How to write a SMART goal Specific -What, Why, and How Measurable: Usually, the entire goal statement is a measure for the project, but there are usually several short-term or smaller measurements built into the goal. Achievable: Goals should be achievable; they should stretch you slightly so you feel challenged, but defined well enough so that you can achieve them. Results-focused: Goals should measure outcomes, not activities. Time-Bound: Goals should be linked to a timeframe that creates a practical sense of urgency, or results in tension between the current reality and the vision of the goal.

Tools for Measuring Performance • • • Notes from on-going meetings, assignments, observations, reflections during the year Job Description Previous goals, how far did you get? Feedback from students/customers, co-workers, others Letters of appreciation, accomplishment, planning meetings, performance discussions, professional development programs attended Time Appropriate- Events or incidents should have taken place within the previous calendar year

Examine Past Evaluations Quality of work Employee A is a hard worker, understands requirements of her position fully. Productivity Employee B is sincere and good to work with. She Employee C is interested in learning new methods, techniques and is courteous and respectful to the patients and the approaches which she shares with peers as appropriate. She other members of the clinic. She is responsive to handled the training scheduling of the staff for Axi. Um and the needs of the clinic. She needs to be more detail Covered CA, Though Employee C has expressed a commitment to oriented in regards to instruments and maintenance quality however we have had multiple occasions where faculty of the sterilization equipment. She should get hiring documents have been submitted with errors and were herself more acclimatized to the running and care returned; budget reporting has also been challenging for her, with of the equipment, so that they last longer and errors being found. This position requires attention to detail, function better. She should also be more involved strong writing and financial management skills, accuracy and in supplies, so that there is better organization. ability to multi-task. The expectation is that as she expand her operating knowledge of the job requirements/university standard, her quality and consistency of work will improve. Employee A understands assignments Employee B is a hard worker who tries to plan and Employee C makes an important contribution to the operation and deadlines of the program and complete her tasks. She is cooperative with others. growth however she seems challenged with financial reporting and meets them in a timely fashion. meeting deadlines. She needs to work on prioritizing task and managing her work. Reliability/Accountability Employee A is a team player and contributes to the success of the program. Integrity/Ethics Employee B is trustworthy and reliable. She did Employee C can be resourceful and eager about her role in the have some personal/family obligations due to which program. However making monthly invoice deadlines has been she was forced to take time out of work, but she challenging. was accountable during those times. This shows her commitment to the clinic. Employee A has good ethical standards. no comments Employee C operates within the USC Code of Ethics and policies. She promotes relationships of trust and respect and maintains confidentiality. She supports an inclusive environment of mutual respect and collegiality. Creativity/Innovation Employee A has been proactive with no comments her interaction in the department. Employee C’s behavior does not seek out new responsibilities or foster change. When given a new task she has difficulty understanding its purpose in meeting the project's goals and being creative. It is not unusual to have to justify a request.

Communication Employee A is a good team player and communicates well with others. Customer Service/Customer Focus Employee B is communicative with the other Employee C encourages open communication to achieve a mutual staff and faculty. She listens to others point understanding and effective work relationships. However, she needs of view. She should give feedback from her to listen carefully as there have been occasions when she has not side of view, so that any situation can be been open to instructions and/or constructive feedback. She needs to handled appropriately. review her written communications for errors before submission. Employee A is a wonderful liaison Employee B is very good with patients and amongst the faculty, residents, staff seems to have a good response from and industry vendors. patients, students and personnel alike, Employee C handles customer complaints promptly and effectively. She demonstrates a sense of urgency when dealing with customers and maintains a positive approach in handling situations. She took the lead with the a vendors and interfaces with other departments professionally. Problem Solving/Decision Making no comments Employee B performs well till this time. We encourage her to learn and participate more especially in regards to equipment management and supplies. Leadership/Management Though Employee C is usually decisive in handling problems and keeps management informed of emerging problems, she sometimes gets side-tracked during problem-solving and therefore does not efficiently resolve issues. In this position, she is the problem solver/decision making point person for the program and needs to efficiently address problems and resources. no comments Employee B is well like by his subordinates. Employee C, has been a supervisor for 5 years. He takes accurate He stays on top of attendance issues and notes in order to evaluate his staff. He holds department and one on always has an open door policy. one meetings with employees. Employee C set realistic goals and expectations and has regular check-ins to make sure that his staff is following through. His staff does not always feel that he is approachable and I would encourage him to build the trust to change that perception. Teamwork/Collaboration Employee A is an asset to the Program. Employee B is a team player. However, better communication systems need to be assessed in regards to certain issues with other staff in the clinic, thereby improving the clinic atmosphere. Employee C supports staff to be effective team players by being a resource/support with administrative issues, computer problems or software challenges. However she often fails to listen and to promote a collegial team atmosphere. OVERALL COMMENTS Employee A is very good in her position and understands it well, Employee B is sincere and committed. She is Employee C is eager to do a good job in her administrative role. also good to work with. We encourage her to However, a major component of the position requires strong financial learn more about maintenance of equipment management/budgeting skills, attention to detail and follow-through. in sterilization. And also get more involved The position is fast-paced, requires quality results, and multi-tasking with supplies ordering. to be successful.

Evaluation Exercise *DISCLAIMER: You are reading actual employee evaluations written by supervisors in our community. All information is confidential. When you are providing your thoughts & feedback please do so in a thoughtful & productive manner. 1. Based on the justification you have read, how would you rate the employee? 2. Is there enough information to quantify your rating, if not, what is missing? 3. Is the feedback constructive with a balance of positive & negative feedback? 4. Does it outline expectations for the following year?

Week of January 25 Electronically distribute Staff and Self Performance Evaluation forms to Dornsife Faculty and Staff Week of January 25 Offer optional Performance Evaluation completion training (length 1 hour) Weekly in February Offer optional Performance Evaluation completion training (length 1 hour) TBD Complete Self Eval February 1 -March 3 Completion of Performance Evaluations and conduct face-to-face meetings with staff March 4 Deadline to submit Performance Evaluations to hr@Dornsife. usc. edu March 4 -18 HR Review of Performance Evaluations and Creation of Numeric Spreadsheet for use in Budget discussions

Contact Information Where to send the evaluation hr@dornsife. usc. edu (Subject Line-2015 Performance Evaluation) Who to call for assistance Jodie Griner x 04948 Cynthia Schirmer x 08344 HR/Payroll Website http: //dornsife. usc. edu/dornsife-payroll/