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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