Presentation is loading. Please wait.

Presentation is loading. Please wait.

Performance Management at Mason. Performance Management Performance management is the process of: Defining expectations Maintaining open communication.

Similar presentations

Presentation on theme: "Performance Management at Mason. Performance Management Performance management is the process of: Defining expectations Maintaining open communication."— Presentation transcript:

1 Performance Management at Mason

2 Performance Management Performance management is the process of: Defining expectations Maintaining open communication between supervisor and employee during the year Linking individual performance to organizational needs And evaluating performance This is a year-round process

3 Why should we do it? Performance management techniques help: high achievers to develop new skills solid performers to become great underachievers to improve create a productive work environment for all

4 When giving feedback, remember to be: Timely: Dont wait. Give feedback as soon after the performance takes place (positive and constructive). Specific: Say exactly what they did that was good or needs improvement. Sincere: Be honest and open. Tell the person the impact of their performance. Personal: Adjust the style and method of your feedback to the receiver. Proportional: Match the intensity of your feedback to the intensity of the behavior. Best practices in performance MGMT

5 Importance of Documentation Counseling memo or Follow-up Summarize performance issues (as discussed in meeting, if applicable) List specific examples, instances and any attempts to train/correct Consequences of performance issues on department Desire for performance to change and consequences if doesnt Next steps Supervisor Documentation Supervisor paper file Online file (excel spreadsheet) Self

6 Performance Appraisal Cycle Classified Staff: Annual cycle from October 25 th through October 24 th Administrative/Professional Faculty: Annual cycle from July 1st through June 30th Wage Employees: N/A*

7 Performance Evaluation Due Dates Type of Employee Evaluation Due DateWhere to Send…. Instructional/ Research Faculty 10/25/2011Dean's Office Administrative/ Professional Faculty 10/25/2011 Supervisor then Human Resources and Payroll Classified10/25/2011 Human Resources and Payroll Wage (Non-student and Student) No eval required N/A

8 What is the goal of a performance appraisal? Performance appraisal is a formal discussion between a direct report and a supervisor, for the purpose of discovering how and why the direct report is presently performing on the job, and how the direct report can perform more effectively in the future, so that the direct report, the supervisor, and the university all benefit.

9 The supervisor is responsible for: Developing the work tasks, duties and performance expectations (the work profile or position description) Providing feedback regarding performance Offering opportunities for development Conducting the performance appraisal

10 Faculty and Staff members should: Seek assistance with/and clarify responsibilities as needed Do a self-evaluation Actively participate in the appraisal discussion Identify ideas for developmental goals

11 Due Dates The evaluation form must be completed, signed and dated by the employee, supervisor, and reviewer, and submitted to Human Resources by Tuesday, October 25 th Individual Departments may have unique deadlines earlier than October 25 th. Check with your HR Liaison for more information

12 Where to find the performance evaluation forms: Go to: click on Forms and Materials Scroll down to Performance Management

13 Classified Evaluation Forms Lets look at the forms… Employee Work Profile (EWP) Self Assessment Form Acknowledgement of Extraordinary Contribution Notice of Substandard Performance Performance Evaluation Form Probationary Progress Review

14 Classified Staff Self-Assessment Not required. A good way to gather input; increase involvement and commitment. Give to your supervisor before your annual evaluation meeting. Meet with your supervisor to discuss your annual evaluation and the self- assessment.

15 Classified Appraisal Areas Evaluation of Work Tasks and Duties (EWP) Universal Performance Expectations Supervisory Performance Expectations Overall Performance Rating

16 Classified Performance Ratings GMU Ratings EExtraordinary HHigh Achiever ASolid Achiever FFair Performer UUnsatisfactory State Equivalent Ratings EExtraordinary CContributor BBelow Contributor

17 Extraordinary Achiever In order to be eligible to earn an overall Extraordinary Achiever rating on the annual evaluation, an employee must have received at least one Performance Management Acknowledgement of Extraordinary Contribution form during the performance cycle.

18 Extraordinary Achiever Pay special attention to goal settingtime to raise the bar? Consider special recognition

19 Unsatisfactory Performer If a classified staff member receives a performance rating of below contributor (unsatisfactory performer), there is no pay increase. The supervisor MUST consult with HR before issuing an Unsatisfactory Performer rating on an evaluation.

20 Unsatisfactory Performer In order to be rated Unsatisfactory Performer, a classified employee must be issued: a Notice of Improvement Needed/ Substandard Performance form OR a formal Written Notice (Group I, II, or III) during the performance cycle Employees that receive an Unsatisfactory rating must be issued a performance improvement plan and be re-evaluated at the end of three (3) months.

21 Unsatisfactory Performer Develop a performance plan & present to the employee (using the EWP) Re-evaluate the employee in 3 months

22 Three Month Re-Evaluation If performance does not improve: Demotion or re-assignment Reduced Duties Termination

23 Admin/Professional Faculty Forms The forms for Administrative and Professional Faculty are different from Classified employees …

24 Admin/Faculty Self-Assessment Examples of last years major accomplishments and disappointments Environmental considerations (including barriers and/or beneficial factors) which helped or hindered your work. Summary comments including recommended developmental options.

25 Admin/Professional Faculty Appraisal areas Overall summary of the past cycles performance Brief description of work strengths and weaknesses Goals/Developmental plan for next cycle

26 Admin/Professional Faculty Performance levels: __Performance generally superior and frequently exceeds expectation __ Performance fully meets standards and makes a positive contribution __ Performance demonstrates room for growth and improvement __ Unsatisfactory performance

27 Unsatisfactory Performance If an Admin/Professional Faculty member receives a performance rating of Unsatisfactory, it can be grounds for termination of appointment. The supervisor must consult with HR prior to issuing an unsatisfactory rating on an evaluation.

28 Essential Factors Leadership Change Orientation Planning Communication Task/Project Management Diversity Management Conflict Management Performance Management of Direct Reports Teamwork & Cooperation Privacy & Computer Security Mgmt. (Confidentiality) Customer Service

29 Pitfalls Halo Effect Horns Effect Personal Bias Santa Claus Effect

30 Mitigating Circumstances Were there circumstances beyond the employees control that made it impossible to achieve their goals? –Internal Factors? –External Factors?

31 Remember: A performance appraisal is a formal discussion between a direct report and a supervisor, for the purpose of discovering how and why the direct report is presently performing on the job, and how the direct report can perform more effectively in the future, so that the direct report, the supervisor, and the university all benefit.

32 Before the Meeting Review performance evaluation policy Review employees self-assessment Prepare the evaluation Get approval from Reviewer Choose suitable location for meeting Prepare both positive and constructive feedback Provide evaluation to the employee for review

33 The Performance Appraisal Meeting The evaluation meeting is essential for good two-way communication between manager and employee. The form is a starting point for discussion and feedback.

34 During the Meeting Be specific Discuss regular, expected performance Identify accomplishments above and beyond the expected Demonstrate where mismatch between goals and achievement exists

35 During the Meeting State the purpose and benefit; check receptivity Get direct reports views Present your own views Vent interfering emotions and resolve disagreements

36 Finalizing the Evaluation Form Employee signs and can add comments. Signature does not indicate agreement – just that evaluation has been read and discussed. Express appreciation for work well done. Consider setting goals for the coming year.

37 What does the Reviewer do? The Reviewer is normally the supervisors supervisor Reviews & approves evaluations before a supervisor provides the evaluation to employee Confirms supporting documentation Ensures consistency among supervisors Makes decision on employee appeals

38 Reviewer – be on alert for these patterns: Too Easy Too Tough Right Down the Middle Be sure your supervisors have truly appraised performance fairly Have they differentiated? Or is everyone great?

39 Performance Evaluation Appeals A performance evaluation appeal process exists for both Classified Employees and Admin/Professional Faculty.

40 Classified Staff Appeals Employee may appeal to the reviewer for another review of the evaluation in writing within 10 workdays. The reviewer will discuss the appeal with the supervisor and employee, then provide a written response within 5 workdays of receiving the appeal. The reviewer can uphold, revise or rewrite the evaluation, or have the supervisor revise or rewrite it. Employee may also file a grievance about the evaluation if he/she deems it arbitrary or capricious.

41 Admin/Professional Faculty Appeals An informal appeal may be made to the reviewer in writing within 10 calendar days of receiving the evaluation. The reviewer has 10 calendar days to review the appeal, meet with the employee and provide a response. The response may be: a) evaluation stands as is b) evaluation is edited based on appeal issues OR c) evaluation is re-written

42 And Finally … These interpersonal skills have a significant bearing on performance discussions: Be specific and focus on behavior Build and maintain self-esteem Solve problems jointly Listen actively Be compassionate Probe for understanding Positively reinforce desired behaviors

43 Practice Makes Perfect 1.Think of something you may find difficult to talk about with your supervisor, a direct report, or coworker. (tardy, attitude, missed deadline, attendance, etc.) 2.Jot down how you will communicate this in writing. 3.Practice the evaluation conversation with a partner.

44 Additional Resources Check out the Employee Relations website: Coaching Supervisor Forum Conflict Resolution Performance Management Resources, Helpful Links and more…

45 Questions or comments?

Download ppt "Performance Management at Mason. Performance Management Performance management is the process of: Defining expectations Maintaining open communication."

Similar presentations

Ads by Google