Presentation on theme: "Setting Performance Goals and Evaluations"— Presentation transcript:
1 Setting Performance Goals and Evaluations NEO-RLS WorkshopJuly 18, 2013
2 Why Manage Performance? Measure real performance against expected performanceProvide constructive feedback on performance and use it to improve performance in the futureFoster mutual understanding and commitment regarding expectations and goalsFocus on employee behaviors instead of personality traits
3 Positively reinforce the accomplishments/strengths of the employee Identify training and development needsBetter determine individual career pathsProvide objective basis for decisions on pay, promotion, demotion, transfer or terminationEmphasize that we care about employee growth and development
5 Styles of Management/Traditional Emphasize long-term resultsLook for problems to solveRely on punishment and threatsPeople burn out and see no reinforcement for their efforts
6 Styles of Management/Performance Based Emphasize the behaviors that will achieve resultsNotice what people are doing rightGive feedback and reinforcementPeople want to excel
7 Value of Measuring Performance Progress requires measurementMeasurement develops accountabilityMeasurement improves supervisory decision making
8 Reasons Employees Don’t Achieve Results We don’t know what results to achieve (address through goal setting)We don’t know how to achieve results (address through goal setting and giving feedback)We don’t have the tools to achieve results (address with goal setting)We don’t want to achieve results (address with reinforcement and consequence)
9 Performance Management Cycle Performance Management Is A Continuous ProcessSet expectationsMeasure performanceProvide feedbackReinforce strong performance and address weak performance
11 Goal Setting (Setting Expectations) This first step in the performance cycle sets up the employee for success or failurePinpoint what people should do and how they should do it at the beginning of performance yearAllow employees to play a role in setting goalsFollow SMART criteria when developing goals
13 SMART Goals Vague: Work more cost and time efficiently Smart: Prepare all incoming resources for circulation within a 24-hour timeframe in order to improve customer serviceVague: Be nicer to customersSmart: Smile, greet customers and ask “how can I help you?” when they approach desk…..
14 Pinpointing The Right Goals Pinpoint the right goals (or results) in order to focus on behavior that produces value within the organization
15 Key Questions for Pinpointing Goals Is there a problem that needs improvement?Is there an initiative that you can impact?Has your supervisor given you a result you need to work on?
16 Writing a Performance Plan Determine how often you will provide feedback to improve poor performanceAddress resources needed by employee to meet objectiveReview goals frequently with employee (at least quarterly, even minutesNote employee progress on back of performance plan and both initialKeep goals fluid, modify as needed
17 Performance Plan Exercise Imagine….that you have a long-term direct report who has long since retired “on the job”. She does minimum work on a consistent basis.Write 2-3 relevant goals using SMART criteria for the person. Use the job expectations common to your direct reports to set this goal.
18 Value of Measuring Performance Progress requires measurementMeasurement develops accountabilityMeasurement improves supervisory decision making
19 Information Sources for Performance Evaluation Employee Performance PlanVerbal and written feedback providedEmployee self-evaluation (voluntary)Performance charts/checklists (attendance records, productivity reports)Commendations, DisciplineFeedback from othersLast year’s performance evaluation
20 The Self EvaluationTool that provides supervisors with feedback from employees (voluntary in most libraries)Give to the employee 2 weeks prior to the evaluation and ask for it to be returned prior to the evaluationNot a mirror image of the supervisor’s evaluation but does ask employees for input; employee uses a self-evaluation form (not the performance evaluation form you use)
21 Writing the Performance Evaluation Complete PE form from your LibraryList performance goals identified on the Performance Plan at the beginning of performance yearConsider whether and how each objective was met. Be specific and include time frame.To determine final rating, consider…work complete? Done on time? Done effectively?Level of difficulty? Amount of supervision needed?Need to be approved by your supervisor PRIOR to PE discussion
22 Feedback GuidelinesBe specific—identify what is right and wrong with their workProvide immediate, frequent feedbackAddress both individual and group performance—shape and reinforce individual effort and team cooperation
23 Dealing with Problem Performance Consult with supervisor and/or HR Director prior to PE discussionTell the employee the behavior you don’t wantExplain why it’s not acceptable, impact on LibraryExplain what the consequences will be if it happens againDescribe the behavior you do wantDocument!
24 Giving Negative Feedback Make it immediateBe consistentPositively reinforce what you do wantMinimize attention- don’t ‘set an example’Be fairPunish the behavior, not the personStay calmSay what you mean, mean what you sayConduct conversation in private work space
25 ScenarioFred Jones is a long-term circulation clerk who has good attendance. He also has good performance. However, he regularly chats at length with most customers and other circ staff have to compensate for him. You were good friends with Fred before you got promoted to be the circulation supervisor.How would you give him feedback about this?
26 Reinforcing Strong Performance Gets more of the efforts and results that are needed within the LibrarySatisfies and retains the bestRecognizes the commitment and dedication of employeesRecognition? Special opportunities? Attention and interest?
27 Reinforcement Guidelines Be specificBe sincereReinforce immediatelyPersonalize the reinforcementNo ‘but’s”Spend more time focusing on strong performance than problems/errors
28 Barriers to Giving Reinforcement Always being in a hurryHigh stress levelsHaving negative expectations of othersNot knowing what motivates employeeNot planning reinforcement
29 Common Performance Evaluation Errors Including feedback employee has never heardLosing objectivityReluctance to negatively evaluate employee for fear of confrontation, reprisal, fear of lack of management support, fear of Union reactionFocusing your evaluation on employee’s most recent performanceRating an employee high/low in all areas because of strong/poor performance in one areaNot getting your supervisor’s input/approval
30 Conducting the Conference Try to sit at a table or on the same side of desk to improve communicationUse the performance review as your guideRemember this is not a disciplinary meetingRefer to the feedback given throughout the year to support your evaluationBe prepared with additional documentation, examples to support evaluation
31 Combine discussion of negative points with performance improvement suggestion Ask employee for their input on areas needing improvementGive the employee time to talk. Listen carefully.If there is disagreement, don’t argue. Listen.If employee is able to show some of your comments are inaccurate, be open to changing them.
32 Have employees sign evaluation, indicating that they have received and discussed it, not that they agree with it. Is there appeal process? Union rep needed? Consult your supervisor, HR.Schedule a conference to discuss the performance plan for the coming year.Emphasize that you will be providing frequent performance feedback throughout the year to support their efforts.