Presentation on theme: "Pratt Institute Performance Management Process Manager’s Guide"— Presentation transcript:
1Pratt Institute Performance Management Process Manager’s Guide Annual Performance Period: June 1, 2011 – May 31, 2012Due: June 30th, 2012
2Agenda Page(s) Agenda 2 Why do Appraisals 3 Shared Process 4 TimelinePlan and Prepare 6WingSpan Overview 7WingSpan Login 8WingSpan Appraisal Process 9Rating TendenciesConducting the Appraisal MeetingPratt’s Strategic Plan forDiagram – Goal SettingSetting GoalsSample GoalsHuman ResourcesQ & A
3Why do Appraisals Supervisor Appraisals serve several important purposes:measuring employee performance and progressproviding an employee with constructive feedbackidentifying goals and objectives for an employeecreating guidelines for improvement in areas that need further developmentproviding support for personnel actions (e.g. salary increase, promotion, etc.)Supervisorencourage optimal work performance of employeesalign individual goals with Institute goals and objectivesidentify any obstacles and methods to aid employee’s work performanceenhance employee/supervisor communicationdiscuss employee career development and note progressEmployeehelp to see role in organizationopportunity to provide feedback to supervisoridentify strengths for possible advancementreceive direction on areas to develop
4Appraisal review is a shared process The employee and supervisor both contribute and share responsibility for completing their respective reviews, identifying potential goals and preparation for a constructive dialogue in the appraisal meeting.It is important that employees participate fully, ask questions and make candid comments during the meeting and within the written performance review.The purpose of the meeting is to promote increased communication and understanding between the employee and supervisor through discussion of the employee’s work performance and the joint planning of future goals.
5Timelinesupervisor drafts review while employee completes self-assessmentschedule appraisal meeting once supervisor review and self-assessment are donediscuss employee work performance and jointly identify future goals for employee at meetingfinalize appraisal and goalssecure next level approval if necessaryemployee confirms on Wingspan that meeting was held and they are in receipt of appraisalemployee has the opportunity to comment on final ratingall steps of the process should be completed by June 30thextensions may be granted if necessary
6Plan and PrepareGather pertinent reference material to use as illustrative examples, situations and documentation that support the appraisal and ratingjob descriptiongoals and objectives from prior yearprevious performance reviewscommunications: s, correspondence to/from employeedocumentation: meeting notes, employee reports, work samples, letters of commendation, awards, complaints, warnings, etc.weigh feedback from colleagues, students, staff, clients, et al. familiar with employee’s work performance
7WingSpan Overview Introduced in 2010 automated, integrated employee performance databaseAdvantages:easier to manageless time-consumingreduces paperready access to performance review history and reportsallows tracking progress and identification of performance trendssingle resource for performance data
8WingSpan Login 1. click on link in e-mail mailed to employees; or 2. log into: My.Pratt WebsiteHuman ResourcesPerformance ReviewWingSpan link; or3. type in address line …https://pratt-ws.silkroad.com/pratt
9WingSpan Appraisal Process BeginsBoth Employee and Supervisor Acknowledge Meeting and Completion of ProcessNext Level Manager Approves Appraisal and Goals (if necessary)Supervisor Finalizes Appraisal and Sets GoalsSupervisor and Employee Meet to Discuss Appraisal and GoalsEmployee and Supervisor View Other’s Appraisal/AssessmentEmployee Writes Self-Assessment/Supervisor Drafts Appraisal
10Rating tendencies to avoid… Recency Effect/Sampling Errorbasing an entire review on just the last few months or a specific incidentIt is a common tendency for supervisors to give too much weight to an employee’s recent work performance or a single notable issue since it is fresh in the supervisor’s mind and easier to recall. It is important to give a comprehensive and balanced review of the employee’s performance throughout the entire review period. It is helpful to keep track of your employees on a regular basis and keep a record of any projects they are working on. Keep notes, work samples, etc. for your employees throughout the year to chart their accomplishments and also note their progress.Halo/Horns Effectaddressing only one particular performance area and generalizing it to the entire evaluationIt is crucial to give employees a fair and accurate assessment of all aspects of their work performance so they are aware of and can address their relative strengths and weaknesses. An employee may excel in one area but need improvement in another. Employees likely won’t develop their skills and abilities sufficiently if they are not given an accurate and full picture of how they are doing.Leniency Biasgiving overly generous ratingsThere can be a tendency for supervisors to give inflated performance ratings to employees, to avoid a difficult conversation with the employee and having to give constructive criticism. This dilutes the integrity of the appraisal and often leads to increased performance issues if employees aren’t counseled on what they need to work on. Performance reviews should include honest and straightforward feedback to the employee.Strictness Biasrating employees too harshlyConversely some supervisors are too hard in evaluating employees. This can backfire by demoralizing employees who may feel their contributions are not fully recognized or appreciated. Although constructive criticism is important, the appraisal should also be balanced and acknowledge where the employee has done well.
11rating tendencies to avoid continued… Central Tendency Biasrating all employees as average or in the middleSupervisors may try to avoid any controversy and play it safe by rating all employees in the middle and thus avoid having to give justification for ratings at either extreme. This robs the employee of a fair and honest evaluation and likely will alienate the best employees and absolve the struggling employee from having to improve their performance.Comparingevaluating employee in comparison to another employeeIt can be tempting or convenient to consider an employee’s performance in comparison to another, presumably stellar, employee but it is likely to be demoralizing and leave the 1st employee feeling lesser than. It is important to evaluate the employee on his/her own merits based on a fair assessment of how he/she performed her job and met expectations, recognizing his/her unique attributes.Mirroringevaluating an employee based on the supervisor’s own qualitiesSupervisors may, often subconsciously, place too much emphasis on their own perceived skills and abilities, and use that as a standard in evaluating employees. Again this creates a standard of performance to evaluate the employee that may not be relevant to the employee and deprives the employee of a fair assessment.All of these tendencies are essentially shortcuts for a supervisor and interfere with employees receiving an honest and fair assessment of their work performance which ultimately harm the employee and Pratt.
12Conducting the Appraisal Meeting Scheduling the meetingset aside sufficient time for full discussionbe considerate of the employee’s time as well as your ownavoid interruptions, cancellations, reschedulingState the purpose and format of the appraisal meetingfocus on development of employee, non-punitive nature of performance reviewPromote candid employee participationprivacy of meeting place, discretionask the employee for his/her own thoughts about areas of strength, employee development, potential goals, and any performance issuesavoid diagnosing any problemsuse caution in discussing employee’s attitude or personality – focus on behaviors and factsbe non-judgmentalRespect the employeecreate a comfortable, non-threatening environmentallow employee to give their opinion and disagree with your reviewseek clarification if necessarydon’t interrupt
13Conducting the Appraisal Meeting (Cont’d) Be prepared for negative employee responsesdefensiveness, making excusesanger, ventingsilence, withdrawalgive the employee some leewaybe patientmaintain composure, avoid reacting or arguingsteer the focus back to employee’s work performanceremind employee of the purpose of the meetingnote that the employee is unresponsive and encourage respectful participationremind employee of the value and importance of his or her inputask the employee for possible solutions
14Pratt Institute Strategic Plan The Goal Setting Process helps to integrate and align goals across the InstitutePratt Institute Strategic PlanDivision GoalsDepartmental GoalsAdministrativeStaff Goals
15Pratt’s Strategic Plan 2012 - 2017 Pratt’s Strategic Plan for was presented on May 1st, 2012 to the Pratt Community. There are 4 major organizing themes within the strategic plan:Enriching the Academic ExperienceExpanding HorizonsCreating Dynamic EnvironmentsBuilding CapacityThe Institute’s strategic goals are organized under these 4 themes. Academic and administrative offices will use the Strategic Plan spreadsheet as a working document to develop annual tasks and to track their progress. Supervisors and employees can formulate employee performance goals from these tasks.ThemeGoalObjectiveTaskEmployee Goal
16Setting Goals having 3-5 broad goals for the employee is appropriate both supervisor and employee suggest goalsemployee should be encouraged to suggest some of his/her own goalssetting goals should be mutual process between the employee and supervisor with frank discussion in the appraisal meeting
17Employee Goals Samples: Human Resources Department HR Director Goal: Create an annual staff evaluation system (from Strategic Plan) and proceed with evaluations.2012: Revise Performance Evaluation system to address supervisor concerns and improve completion rate. Modify online performance review form and develop performance evaluation training program for supervisors.This goal falls under a larger goal identified in the strategic planning process:Increase the transparency of policies and procedures to clarify expectations and improve accountability and perception of departments.2. HRIS Manager Goal: Selection and implementation of online time & attendance system (Kronos).Consolidate and automate business processes and functions to increase efficiency and improve customer service.
18Human ResourcesWe are here to assist you and provide guidance regarding any issues that may arise including:The appraisal meeting process or preparationRating pitfallsReviewing draft appraisalsAssistance in creating a performance improvement plan.WingSpan – navigation, access, creating a productive performance management toolAddressing employee issues before they become significant problems.
19Human Resources Department x 3787Thomas GreeneAmy HechtSteven McDanielMary ErazoVeinia Eubanks
20Performance Appraisal 2012Performance AppraisalMeetingsQ & A