Session Objectives Participants will discuss: the three phases of the performance management cycle; the tools and effective methods for providing performance feedback; the value of on-going communication about performance.
WHAT DO YOU WANT TO TALK ABOUT? Participant Objectives:
Three Phases Phase I – Planning Phase II – Monitoring Phase III – Evaluation
Phase I – Planning Timeframe: Immediately following annual evaluations Certify PD’s by December 1.
Phase I – Planning Supervisor Responsibilities: Seek employee input Update Set development plan Obtain reviewer approval Meet with employee
Phase I – Planning Reviewer Responsibilities: Review and approve PD
Phase II Monitoring Timeframe On-going year-round
Phase II Monitoring Supervisor Responsibilities Observe performance and document Provide regular on-going feedback Document exceptional or below contributor performance in particular Document PD changes Provide interim performance reviews
Phase II Monitoring Reviewer Responsibilities Review and approve any changes to PD Monitor employee performance Review and approve any extraordinary or below contributor performance forms
Phase III –Evaluation Timeframe Begins late August Concludes October 25.
Phase III –Evaluation Supervisor Responsibilities Solicit self-evaluation Enter rating and comment for all Forward to reviewer for approval Meet with employee Submit by deadline
Phase III –Evaluation Reviewer Responsibilities Review (fair, appropriate comments, consistency within division) Direct revisions if needed Return timely to supervisor Respond to appeals
Ratings Contributor - This rating recognizes work that is at or above the performance standards by meeting and achieving the criteria of the job function throughout the performance cycle. Employees at this level are achieving the core responsibilities and performance measures as outlined by the manager. Extraordinary Contributor - This rating recognizes work that is characterized by exemplary accomplishments throughout the performance cycle and performance that considerably and consistently surpasses the criteria of the job function. Below Contributor - This rating recognizes job performance that fails to meet the criteria of the job function.
Extraordinary Contributor What does “extraordinary” look like?
SMART Goals S pecific – M easurable – A ttainable – R elevant – T ime-Framed
During the performance cycle when do we: Involve the employee? Communicate verbally? Communicate in writing? Provide performance feedback? Keep documentation?
WHY COLLABORATE? Builds trust and effective communication Helps employees take “ownership” of work, problems, successes Eliminates surprises It’s practical! Employee and supervisor need to know and agree on expectations, needed results, barriers, training needs, stress factors, etc.
LET’S DISCUSS: WHAT’S THE DIFFERENCE? PERFORMANCE BEHAVIOR
Resolving Differences Collaboratively Time-out Active listening Focus Once resolved, forget it and move on