State of Wyoming Performance Appraisal System for Supervisors

1. State of WyomingPerformance Appraisal System for Supervisors

2. Objectives • Educational Goal: • Know the basic elements of the Wyoming Performance Appraisal System. • Learning Objectives: • Identify performance appraisal dates for all employees covered under the performance appraisal system. • Know the three phases of a performance appraisal. • Know how to create effective goals with your employee(s). • Know how to conduct a meaningful appraisal.

3. Introductions Please answer the following questions: • What has been your experience with performance appraisals as being evaluated or as an evaluator? • What topic or question do you want to be sure is addressed during this training?

4. Why do we have appraisals? • Major reasons why: • Knowledge of what employees are doing • Productivity monitoring • Job satisfaction • Career Counseling • Documentation for discipline • Planning future work activities or projects • Communication between supervisor and employee • Written measurement of employee performance

5. Wyoming Statute – WS 9-2 -1022 • “This system shall measure performance in writing as objectively as possible. The system shall relate differences in performance levels and provide a means of employee advancement within classification pay grades. Evaluators shall be trained in performance appraisal prior to assessing the performance of any employee.Evaluators shall be required to attend continuing personnel evaluation education programs as deemed necessary by the Personnel Division. All employees subject to appraisal may respond to the appraisal of their performance in writing.”

6. Employees covered under performance appraisals • All probationary and permanent employees are covered.

7. Employees not covered under performance appraisals • Elected State Officials and their deputies • Directors, Deputy Directors, Agency Heads and Division Administrators who statutorily serve as at-will employees • Emergency • Temporary / Intermittent • Interns • Provisional and contractual employees • Attorney General’s Office *

8. When are PA’s due? Permanent Employees Hired on/before 7/31/89 PA Date = July 1st PA Date = 1st day of the month of permanent status Hired after 7/31/89

9. The first day of the month the employee was given a permanent appointment. 365 days after given the probationary appointment. 10-10-1998 to 10-9-1999 Performance appraisal date is now October 1, (10-1) of every year. When are PA’s due? Permanent Employees

10. When are PA’s due? Probationary Employees Probation after 7/31/89 Date of probationary appointment Example: Jack was given a probationary appointment on October 1st, 2007. His final appraisal date would be Oct. 1, 2008.

11. Probationary Employees Probationary Employee: an at-will employee who has no expectation of continued employment and may be dismissed at anytime during the probationary period without cause or reason.

12. When are PAs to be Completed? • Probationary employees are appraised twice: • 1st appraisal- completed during 5th month of employment • 2nd appraisal- completed 30 days prior to the employee’s appraisal date

13. When are PAs to be Completed? • Permanent Employees: • Appraised annually within 90 days before their appraisal date.

14. When are PAs to be Completed? • Employees Changing Positions, Evaluators or Agencies: • If employee is within 90 days of their appraisal date, the previous evaluator should complete the appraisal. • The new evaluator is responsible for establishing a new planning phase, conducting a midterm review and final performance appraisal report. • The employee’s performance appraisal date does not change!

15. Evaluators • Evaluators must be the direct supervisor with at least 90 days of supervision over the employee. • Evaluators shall have received training on the Performance Appraisal system as prescribed by A&I-HRD. “Teamwork is a lot of people doing what I say.” Marketing Exec. of the Citrix Corporation Winning quote in a ‘Dilbert Quotes’ contest

16. Multiple Evaluators • Must be designated by agency • All evaluators must meet minimum qualifications • Cooperate in completing one Performance Appraisal report for the employee

17. Evaluator’s Supervisor • Responsible for: • Consistency of ratings • Adherence to criteria set up in the plan • Checking the accuracy of: • The evaluation • Written justification • Documentation

18. Signatures

19. If the employee refuses to sign: Evaluator writes “The employee refused to sign the appraisal.” Evaluator signs and dates Evaluator gives a copy to the employee. Signatures

20. The employee must be given the opportunity to attach written comments (per Wyoming Statute – WS 9 - 2 - 1022). Employee Comments

21. Copies of Records • Submit in a timely manner • Copy for agency personnel files. • Copy of Performance Appraisal given to the Employee. • Mandatory if employee’s Overall Rating is “Needs Improvement.”

22. Performance Appraisal Cycle Work Planning Session Performance Appraisal Interview Continuous Performance Review, Documentation and Feedback Informal Feedback Session

23. Three Phases of PA Performance Planning Midterm Performance Review • Establish expectations • Establish work goals for performance period • Discuss performance for past few months • Make changes for goals/projects if necessary Performance Appraisal Interview • Discuss individual and overall ratings • Begin planning process for next performance appraisal period

24. Establish Expectations Performance Planning • - Expectations explain how the performance standards apply to the employee’s job on a day-to-day basis

25. Definition of Goals Performance Planning • Goals are projects or assignments that an employee is expected to accomplish during the performance appraisal period. • Goals may be related to specific, ongoing responsibilities that are a regular part of the job, or may be based on particular assignments or “special projects” that will be accomplished during the performance measurement period.

26. Establishing Goals Performance Planning • What is the major function of the employee’s job? • What are the major outputs of the position? • How would the organization be impacted if the position did not exist?

27. Establishing Goals Performance Planning Activities vs. Goals • For the manager of a bowling alley, oiling the lanes & cleaning the pin-setting machines are the activities – ensuring that all lanes remain operational at least 90% of the time is the goal. • For a recruiter, interviewing is the activity – making a hiring recommendation or selection is the goal. • For a manager, delivering performance appraisals is an activity – ensuring that employees meet or exceed individual goals through an ongoing process of performance management is the goal.

28. Goal Strategies Performance Planning S M A R T Use the S.M.A.R.T. system to create effective performance goals for your employees! “If you’re bored with life-you don’t get up every morning with a burning desire to do things - you don’t have enough goals!” Lou Holtz

29. Goal Strategies Performance Planning S M A R T • SPECIFIC: • Make sure goal statements are specific. If the goals are too broad, you will have a difficult time measuring success. NON-EXAMPLE: “Jane will do more projects this year.” EXAMPLE: “Jane will successfully complete two additional projects this year. Those projects are the Community Employment Plan and the Century Business Plan.”

30. Goal Strategies Performance Planning S M A R T • MEASURABLE: • Measurements include cost, time, quantity, quality and percentage of change.

31. Goal Strategies Performance Planning S M A R T ATTAINABLE: “Goals should be realistic, but not so easy that they are automatic.”- A&I Evaluator’s Guide to Performance Appraisal, pg. 20

32. Goal Strategies Performance Planning S M A R T RELEVANT: Link your employee’s goal to the mission and vision of the organization!

33. Goal Strategies Performance Planning S M A R T Helpful Hint! Take the time to periodically check your employees’ progress! This will show them that you have interest in what they are doing and you can resolve problems as they arise and not after the fact! TRACKABLE: Establish periodic checks on your employee’s progress with their projects/goals

34. Cast Goals in Clay, Not Concrete Performance Planning • Goals may change during the appraisal period. • Regularly revisit goals with the employee. • Give feedback to the employee. • Modify goals as necessary.

35. Exercise S M A R T • Break into groups • Use Administrative Specialist 4 Handouts • Pick a Performance Standard and set a Performance Expectation • Then develop a SMART goal for the “Goals – Special Projects – Work Activities” section • Complete A&I-PM33 Form (Except for Ratings)

36. Mid-term Performance Review Midterm Performance Review “The evaluator shall conduct at least one midterm performance review with the employee.” • A&I Evaluator’s Guide to Performance Appraisal, Page 11

37. Documentation • Evaluator must adequately document performance. • Comments must be job-related. • Stick to the facts. • Identify goals and standards and how the employee achieved or did not achieve them.

38. Documentation In your documentation: Answer the Five W’s Who is the documentation about? When did the performance occur? Where did this occur? What was the performance (in relation to goals & standards)? Why are you documenting this performance?

39. Documentation • Avoid subjective comments that focus on your judgment of the employee… • Non-Example: “The employee can’t get the work done because the employee is lazy.” • Example: “The employee fails to meet established deadlines. I received the monthly training report late each of the last three months.”

40. Conducting the Performance Appraisal • Review & discuss task assignments • Review individual strengths • Review individual development needs • Acknowledge & discuss differences • Define new or change old objectives • Set follow-up data and meeting to review goals and discuss future expectations.

41. PA Forms Performance Appraisal Interview • A&I-PM32 - for probationary employees • A&I-PM33 - for permanent employees • A&I-PM34 - for Work Improvement Plans. Performance Appraisal forms are available in hard or electronic formats. Contact your agency HR Representative or A&I-HRD.

42. Performance Standards Performance Appraisal Interview The 12 Performance Standards Reference Handout Communication Customer Service Employee Supervision (Supervisors Only) Applies Knowledge and Skills Program Organization and Output (Supervisors only) Fiscal and Resource Management (Supervisors Only) • Policies, Procedures and Planning • Analysis and Decision Making • Teamwork • Dependability • Quantity • Quality

43. Performance Ratings Performance Appraisal Interview “This level of performance consistentlyexceeds expectations for the position. The employee’s performance contributes significantly to the attainment of the work unit goals and objectives in a way that is important and highly obvious.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12 Exceeds Expectations Meets Expectations Needs Improvement “Above and beyond the call of duty!”

44. Performance Ratings Performance Appraisal Interview Exceeds Expectations “This level of performance meets the expectations of the position. Work productivity is acceptable. The day-to-day performance meets expectations and any shortcomings are generally offset by occasionally exceeding expectations.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12 Meets Expectations Needs Improvement

45. Performance Ratings Performance Appraisal Interview Exceeds Expectations “This level is often below expectations for the position. The employee requires closer supervision and needs special urging, reminders, pressure and follow through to get the work accomplished. Improvement is needed and may require a Work Improvement Plan.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12 Meets Expectations Needs Improvement

46. Performance Ratings Performance Appraisal Interview Needs Improvement REMEMBER! “If the employee receives an overall rating of Needs Improvement a Work Improvement Planshall be implemented immediately.” - A&I Evaluator’s Guide to Performance Appraisal, Pg. 12

47. Calculating Ratings 3 Recommended Options for Establishing Rating Scores Option #1 Option #2 Option #3 Exceeds Expectations: If half or more of all areas are rated as ‘Exceeds Expectations’ with the remainder as ‘Meets Expectations’ then the overall rating would be ‘Exceeds Expectations’. Meets Expectations: If half or more of all performance areas are rated as “Meets Expectations” with the remainder as ‘Exceeds Expectations’ and/or ‘Needs Improvement’ then the overall rating would be ‘Meets Expectations’ Needs Improvement: If more than half the areas are ‘Needs Improvement’ with the remaining areas rated as ‘Meets Expectations’ then the overall rating would be ‘Needs Improvement’. A&I Evaluator’s Guide to Performance Appraisal, Pg.12

48. Calculating Ratings Visual diagram of Option #1 Option #1 OVERALL RATING 1/2 OR MORE AREAS REMAINING AREAS + ‘Meets Expectations’ Exceeds Expectations = ‘Exceeds Expectations’ ‘Exceeds Expectations’ and/or ‘Needs Improvement’ Meets Expectations = ‘Meets Expectations’ + + Needs Improvement ‘Meets Expectations’ ‘Needs Improvement’ =

49. Calculating Ratings 3 Options for Establishing Rating Scores Option #1 Option #2 Option #3 Exceeds Expectations- “Depending on the impact of the performance to the work unit or agency, the evaluator may choose to give the employee an overall rating of ‘exceeds expectations’ even though the rest of the employee’s performance meets expectations. This exceptional performance must be documented on the Performance Appraisal Report and the evaluator is also required to provide a written justification of the overall rating.” A&I Evaluator’s Guide to Performance Appraisal pg. 13.

50. Calculating Ratings 3 Options for Establishing Rating Scores Option #1 Option #2 Option #3 Assign values to the Performance Ratings. Exceeds Expectations = 3 Meets Expectations = 2 Needs Improvement = 1 Average the values in all relevant categories including performance goals to determine overall rating. You can round decimals up to the next whole number for .5-.9 and down to the next whole number for .1 to .4.