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Welcome to. The Performance Appraisal. Presented by. Kathleen A. Razi, Ph.D. Razi & Associates, Inc. Performance Management. Planning. Explain performance measurement system Define job responsibilities Set goals. Planning: 3 Tips for Using Performance Success Factors.

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The performance appraisal l.jpg

Welcome to

The Performance Appraisal

Presented by

Kathleen A. Razi, Ph.D.

Razi & Associates, Inc.



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Planning

  • Explain performance measurement system

  • Define job responsibilities

  • Set goals


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Planning: 3 Tips for Using Performance Success Factors

  • Review at the beginning of the performance cycle.

  • Explain the different levels of success where applicable.

  • Start small with department specific factors.


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Planning: Using the Annual Evaluation (AE) Form

  • Manager confirms goals for upcoming year and record on Annual Evaluation (AE) form.

  • Manager adds department – specific success factors (if applicable).

  • Manager and employee review goals and success factors.


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Performance

  • Observe

  • Coach and correct

  • Reward and recognize


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Make Communicating Standards Part of Your Environment

  • Involve co-workers.

  • Listen to employees.

  • Have at least one meeting to specifically discuss standards with each employee.

© 2005 TreeLine Training


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The Key to Giving Feedback

Make it frequent and positive.

  • Employees will be more receptive to your advice when they know you have confidence in them and they feel they are also involved and therefore remain engaged.


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Review

  • Review accomplishments and challenges.

  • Evaluate performance.

  • Conduct performance appraisal.


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Poor quality

Not meeting deadlines

Slow

Inadequate skills

Doesn’t get along with others

Abusing privileges

Absenteeism

Passing the buck

Blaming others

Creating bottlenecks

Personal issues affecting work performance

Typical Problem Issues


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Specific Documentation

  • Doesn’t greet customers quickly.

  • Absent six days in the last month.

  • Error rate of 10%.

  • Doesn’t complete work assignments by specified due dates.

  • Doesn’t make eye contact and talks to other employees rather than to customers.


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Goal Setting for Next Year

This is a separate meeting where you will

set goals and timelines for the coming year.

This is not part of the appraisal meeting.


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Overall Rating – Performance Summary


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YEAR-LONG Process

  • Do you know how your employees are doing?

  • Do you know what they are doing?

  • Do you know what they are going through?


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YEAR-LONG Activities

  • Goal Setting

  • Informal conversations about work

  • Informal conversations about the person

  • Informal conversations about dept/organization

  • Formal conversations


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The Continuous Performance Appraisal

  • Step 1: Preparation

    • Involve the Employee

    • Gather Information

  • Step 2: The Appraisal Meeting

    • Put the Employee at Ease

    • Be Positive and Listen

    • Agree on Mutual Goals

  • Step 3: Follow-through

    • Regular, Positive Feedback

    • Coaching is the Key


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The Continuous Performance Appraisal

  • Step 1: Preparation

    • Involve the Employee

    • Gather Information


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Preparation Questions

  • What are some good sources of employee performance information at BW?

  • What are the benefits of thorough Performance Appraisal preparation?

  • How can you communicate the benefits to employees and other managers/supervisors?


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The Continuous Performance Appraisal

  • Step 2: The Appraisal Meeting

    • Put the Employee at Ease

    • Be Positive and Listen

    • Agree on Mutual Goals


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Performance Appraisal Meeting Questions

  • Is there an informal, quiet area that would provide a positive environment for the meeting? If not, could one be created? What are some other alternatives?

  • What are your listening skills during the meeting? Do you listen 70% of the time? Is there room for improvement? What are the benefits of good listening skills?

  • What is the reason goals should be set mutually?

  • Should agreements be recorded?


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The Continuous Performance Appraisal

  • Step 3: Follow-through

    • Regular, Positive Feedback

    • Coaching is the Key


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Follow Through Questions

  • Do you tend to be negative and critical, or do you praise when possible? Remember to monitor your feedback.

  • What opportunities do you have for observing your employees on the job? How do you take advantage these opportunities?

  • How do you use a your coaching approach when you address an employee’s performance?

Remember, praise when possible, coach when necessary.


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Course Review

  • What are the key learnings you are leaving with?

  • What do you need more help with?

  • What questions do you have?