Presentation on theme: "Conducting Effective Performance Appraisals"— Presentation transcript:
1 Conducting Effective Performance Appraisals Pen Bay HealthcareDecember 2010
2 Today’s ObjectivesParticipants will understand PBH expectations concerning conducting annual employee performance evaluationsParticipants will become familiar with all facets of conducting effective performance appraisals
3 Objectives of an Appraisal Program To provide employees with the opportunity to discuss performance and performance standards with their supervisorTo provide the supervisor with a means of identifying the strengths and areas in need of improvement concerning an employee’s performance
4 Appraisal Program Objectives (cont’d) To provide a format from which the supervisor can recommend a specific program designed to help an employee improve performanceTo provide a basis for salary recommendations (not applicable at PBH)
5 Qualifications of Appraisers Opportunity to observe. The appraiser must be in a position to collect relevant information about the person being evaluated… through personal observation, reviewing records, or talking with others who have direct knowledge of the person
6 Qualifications (cont’d) Understanding of Job Requirements. A clear understanding of job requirements and standards of satisfactory performance is required.Having an appropriate point of view. One’s point of view influences which observed performance is considered desirable or undesirable.
7 Setting Standards for Honest and Consistent Reviews Position DescriptionsUp to Date, Complete & AccurateClearly DefinedEssential Job ResponsibilitiesBehavior Standards (RESPECT)Minimum Qualifications
8 Setting Standards for Honest and Consistent Reviews(cont’d) Rating SystemsNeed to be supported with substantive and specific narrativeGoalsUse SMART
9 Establishing Performance Criteria Employee’s major accomplishments during the time frame of the evaluationGoals accomplishmentProblems encountered regarding goals accomplishmentProblems to avoid in the future (coaching)
10 Establishing Performance Criteria (cont’d) Employee’s strengthsAreas in need of improvement
11 Scheduling the ReviewSchedule the review and notify the employee 10 days to two weeks in advance.Ask the employee to prepare for the meeting by reviewing his or her performance, job objectives, and development goals.Answer preliminary employee questionsDiscuss meeting agenda with the employee.
12 Prepare for the ReviewPlan for what is to be discussed, including specific facts and examples.Establish meeting objectives and agenda.Include time to discuss the employee’s concerns and questions.Allow sufficient time for the session.
13 Preparation (cont’d)Plan for open dialogue - opportunity to review performance, consider lessons learned, progress for year and establish goals and objectives for next year.Lay out plan for performance discussions - collect and review notes, statistics, counseling and performance based examples.
14 Preparation (cont’d)Prepare to discuss the full range of issues which may arise in the performance evaluation discussionDon’t exhibit defensiveness - if employee criticism is justified due to management failure or lack of resources, accept, and move on to the next area of review
15 Preparation (cont’d)Respect confidentiality of the review discussion when possible. If unlimited confidentiality cannot be promised, advise employee accordingly.
16 Create a Proper Setting and Climate Select a location that is comfortable and free from distractions.Take action to eliminate unannounced visitors and telephone calls.No cell phones, pagers, sEnsure that the selected location will encourage a frank and candid conversation.Avoid “a let’s get this over with” attitude.
17 What to Cover in a Formal Review Review both quality and quantity of workDiscuss identified trendsDiscuss how specific tools or training have affected job performanceIdentify specific tools or training that can be used to improve job performance
18 What to Cover in a Formal Review (cont’d) Provide feedback on matters of performance, behavior and interpersonal relationshipsReview and evaluate progress concerning goals set at prior reviewSet goals for the next review period
19 High Performers Goal - build an emotional bank account Key Message for high performers is to re-recruit them“I value you. I do not want you to leave. Is there anything that might cause you to think about leaving? What can I do to help you and your department to achieve your goals?”
20 Middle PerformersGoal - Invest in developing these employees and help them become high performersReassure the employee - let her/him know she/he is valuedSupport - describe good qualitiesCoach - cover a development opportunity (one area only)Support - reaffirm good qualities
21 Low Performers“No Surprises” - do not wait until the annual performance evaluation to inform an employee that she/he is not performing satisfactorilyReview documented unsatisfactory performance/behavior with the employee and advise her/him of her/his progress
22 Low Performers (cont’d) Goal - “manage up or manage out”Do not start the meeting out on a positive noteDescribe what has been observedEvaluate how you feelShow what needs to be doneKnow the consequences of continued same performance and document
23 Low Performers (cont’d) Cite specific observed examples - past incidents or lack of meeting goals and impact on employee, team, customer, department etc.If necessary, advise employee that the development of a performance improvement plan will be necessary and set a separate meeting to do this
24 Goal SettingMutually define and establish specific goals/objectives for the evaluation periodCreate mutually agreed time frames to review progress on goalsCommunicate changes or redirection of goals in a timely manner
25 Goal Setting (cont’d) Use SMART goal Criteria S pecific M easurable A chievableR elevantT ime-Bound
26 Goal Setting (cont’d)Align goals with the PBH’s strategic and business planEstablish mutually agreed to goals which add valueRecommend and recognize behaviors that are aligned with organizational business plansEstablish regular review dates
28 NarrativeNarrative is required whenever there is an Outstanding or Unsatisfactory ratingNarrative should be specific to fully explain the rating
29 Rating PerilsHalo/Horn Effect - evaluator allows one positive or negative performance dimension to influence all ratingsCentral Tendency - lack of rating differentiation between employeesLeniency - avoids honest ratings to avoid conflictRecency - narrow focus on recent events
30 Rating Perils (cont’d) Similarity/Like Me - favorable rating to employees who have similar values or interests as the raterConstancy - rate employees via comparison or rank order rather than against established objective criteria
31 Avoiding Other Rating Perils Ensure that statements are objectiveConsider the totality of the employee performanceKeep good records/documentation to ensure the use of specific examplesEstablish regular review dates concerning established goals and unresolved performance & behavior issues
32 Avoid Other Rating Perils (cont’d) Discuss specific performance issues and behaviors objectivelyConsider the legal impact of inaccurate performance ratingsMaintain clear and open communication channels
33 Avoiding Other Rating Perils (cont’d) Specific comments should avoid any connotations which are connected to: age, race, sex, sexual orientation, religion, national origin, veteran status or a specific disability
34 TimelineHR will Forward Modified Job Descriptions to Employees for Signatures on December 22, 2010Performance Appraisals Forwarded to Managers on January 3, 2011Performance Appraisals Due to be Completed by March 31, 2011