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Prescott College. Performance Review Training. Training Overview. Purpose of performance reviews Setting goals Feedback and documentation PC process. Why do we do Performance Appraisals?. To ensure College departments, processes, operations etc., are working at optimum

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Presentation Transcript

Prescott College

Performance Review Training

training overview
Training Overview
  • Purpose of performance reviews
  • Setting goals
  • Feedback and documentation
  • PC process

Why do we do Performance Appraisals?

  • To ensure College departments, processes, operations etc., are working at optimum
  • To ensure that we are achieving the results desired by the College
  • To facilitate communication between a supervisor and an employee
  • To encourage accountability and provide feedback to employees
  • To allow employees to become aware of supervisor expectations

Remember: Being busy is not the

same thing as producing results

the forms5
The Forms

Forms are available at:

Click on the forms button.

activities of performance management
Activities of Performance Management
  • Identify and prioritize desired results
  • Establish a way to measure progress
  • Set standards to assess how well results are achieved
  • Track and monitor progress
on going observations
On-going Observations
  • Reinforce activities that produce results
  • Intervene to improve progress when needed
  • Make ongoing adjustments
  • Develop a plan for improvement

Setting Goals

  • Identify areas requiring improvement
  • ‘Benchmark’ status of improvement
  • Identify areas for professional development
  • Use to test a new process or procedure’s effectiveness

Feedback and Documentation

  • Routine activity for Supervisors
  • Based on observed work related behaviors, actions, statements and results
  • Identify & describe behaviors that aid success and development of skills, knowledge, & experience
  • Offer both PRAISE and CONSTRUCTIVE feedback
  • Process should be open, fair, and understood by everyone
ways of receiving input
Ways of Receiving Input
  • Evaluate output of work
  • Routine one on one meetings that include discussing performance
  • Review standards and expectations
  • Ask for updates from employee
  • Obtain feedback from others
  • Conduct brief check-ins

Guidelines for Giving Feedback

  • Be Honest
  • Based on specific observations, data, and info
  • Delivered as close to event as possible
  • Ask employee for input before deciding how to interpret behavior
  • Discuss impact of behavior on performance and/or consequences of behavior
  • Communicate by words, body language and tone of voice that your intention is to be helpful
when performance doesn t meet standards
When Performance Doesn’t Meet Standards
  • Review and analyze past performance to determine areas requiring improvement
  • Design and implement plan for improvement
  • Clearly convey specific areas needing improvement
  • Identify actions to be taken
  • Identify when performance will be reviewed
  • An overall unsatisfactory rating indicates significant performance deficiencies. Other options may want to be considered.
the process
The Process
  • Distribute self eval and Supervisor Questionnaire to employees.
  • Supervisor Questionnaires are returned to HR by employees.
  • Review employee’s self eval
  • Complete appraisal form
  • Schedule and meet with each employee to review and discuss the appraisal
  • Provide employee with a copy and forward the signed original to HR