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Performance Evaluation Process. June 19th a nd June 26 th. Performance Evaluation Process for Administrators. Overview of the Performance Evaluation Process Preparing for the E valuation D iscussion Feedback Basics Feedback vs. Criticism Basic Principles of Delivering Feedback

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Performance evaluation process

Performance Evaluation Process

June 19th


June 26th

Performance evaluation process for administrators
Performance Evaluation Process for Administrators

  • Overview of the PerformanceEvaluationProcess

  • Preparing for the EvaluationDiscussion

  • Feedback Basics

  • Feedback vs. Criticism

  • BasicPrinciplesof Delivering Feedback

  • The Employee Performance Evaluation Form

    • Individual Category/Overall Rating Scale

  • Key Dates in the Process

  • Overview of the process
    Overview of the Process

    • Each employee completes and submits a self-evaluation

    • Manager reviews data/documentation from the past 12 months; include the self evaluation

    • Manager completes the Employee Performance Evaluation Form

    • Manager conducts the performance evaluation discussion with the employee

    • Manager submits forms to VP/Dean for review

    • VP/Dean assigns merit increase[s] based on input from manager and alignment with rating

    • Ratings and increases communicated to employees

    • Increases effective in October 2014

    Preparing for the evaluation discussion
    Preparing for the EvaluationDiscussion

    • Consider the timing – choose a time when you think the person can “hear” what you have to say

    • Be sure that you have read the self evaluation; be prepared to address disparities if you have a different view

    • Know the outcomes that you want to achieve

      • Examples: Reports delivered on time, improvement in Excel, etc.

    • Identify specific areas for growth, improvement, and development

    Performance evaluation don ts
    Performance Evaluation Don’ts

    • The performance evaluation process is not a disciplinary meeting; this not the time to inform the employee of problems

    • Focus feedback on a single action – no “kitchen-sink,” approach or old issues you saved up for this discussion

      • Explain how the action impacted the job, either positively or negatively

    • Feedback should be clear, candid and direct

    • No “sugar-coating”

  • Be mentally prepared – no “ad-hoc”;

  • Do not give an evaluation form to the employee and ask for a signature without discussion

  • Basic principles of feedback
    Basic Principles of Feedback

    • Focus on the situation, issue or behavior – not the person

    • Maintain the self-confidence or self-esteem of the person you’re talking to

    • Maintain a constructive dialogue

    • Take initiative to make things better

      • How is this feedback going to help the employee?

    • Lead by example

    Feedback or criticism
    Feedback or Criticism

    • Feedback – structured and focused on behaviors

    • Criticism – unstructured and focused on the personal

      • Feedback is ongoing so that there are no surprises in the review

      • Feedback should be balanced

      • Feedback should be timely and effective

      • Feedback should be linked to actions

        • Give relevant examples from the past year

    As you give feedback
    As you give feedback

    • Don’t rush – allow time for discussion

    • Talk first about what was done well – focus on the positive

    • Maintain objectivity

    • Talk about areas where the individual can improve

    • Be sensitive to the individual; give them time to digest the feedback

    • If someone gets defensive or emotional, suggest that the meeting stop and reschedule for a later time.

    As you give feedback1
    As you give feedback

    • Actively listen

  • Be clear and consistent

  • Use specific examples from the past 12 months

  • Summarize the discussion

  • Agree on development plans – this should be the last step of the performance evaluation

  • Individual category and overall rating scale
    Individual Categoryand Overall Rating Scale

    • Exceptional (E) – performance far exceeds expectations due to exceptionally high quality of work performed.

      • Completion of a major goal or project

      • Made an exceptional or unique contribution in support of the unit, department, or College objectives

      • Exceeds expectations (EE) – performance consistentlyexceeds expectations in most essential areas of responsibility; overall quality of work is very good.

        • All annual goals should be met to achieve this score.

    Individual category and overall rating scale1
    Individual Categoryand Overall Rating Scale

    • Meets expectations (ME) – performance met expectations occasionally exceeding expectations in most essential areas of responsibility

      • Good overall quality of work

      • Met most critical annual goals

        Do not equate to receiving a “C”. Rating should be used for majority of employees who come to work and perform all duties and responsibilities as needed. A good, solid performance.

    Individual category and overall rating scale2
    IndividualCategory and Overall Rating Scale

    • Improvement Needed (I) – performance did not consistently meet expectations or failed to meet expectations in one or more essential areas of responsibility

      • One or more critical goals were not met.

      • A performanceimprovement plan that includes timelines, must be developed and monitored to measure employee progress.

    • Unsatisfactory (U) – performance is consistently below expectations in most essential areas of responsibility

      • Reasonable progress toward goals was not made.

      • Employee must be placed on a performance improvement plan in order to maintain employment

    Individual category and overall rating scale3
    Individual Category and Overall Rating Scale

    • Provisional (P) – the employee has been in the position for less than one full year and is satisfying the standards and expectations of a person learning or becoming oriented to a new position or assignment.

      • New employees should receive a performance evaluation in order to clarify manager’s expectations and set departmental goals and objectives.

  • For purposes of clarity, please assign one overall rating:

    • ex., ME, E, vs. ME/EE, EE/I.

  • Key dates
    Key Dates

    Please note the following dates:

    • June 20: administrative employees complete self-evaluations

    • June 23 - July 21: Managers/supervisors conduct performance evaluation discussions

    • July 22 – August 1:Managers/Supervisors complete all evaluations

    • August 4: Managers/supervisors submit completed evaluations to VP/Deans

    • August 15: All evaluations due to Office of Human Resources

    • August 18: Provost/Dean/VP finalize ratings/submit increase recommendations to Budget Office

    • October 1: Increases become effective