Presentation on theme: "2010 Performance Evaluation Process Information Session for Staff"— Presentation transcript:
1 2010 Performance Evaluation Process Information Session for Staff
2 Discussion OverviewEffective Performance Management Process Components2009 Performance Evaluation SummaryProcess EnhancementsResultsPreparing for your 2010 Performance EvaluationTools and Tips for Completing Your Self-Evaluation
3 Components of an Effective Performance Management Process Connects individual performance to SU’s Mission, Vision, Values and Strategic InitiativesMeasures and Recognizes Individual Performance and ContributionsPromotes Excellence and Professional Development
5 2009 Performance Evaluation Summary EnhancementsProfessional Competencies linked to University Mission, Vision and ValuesOption of Narrative or Structured FormatOverall Rating, expanded to 5-point scaleRefined Goals SectionSolicited information on Development Needs and, Supervisory Support and Improvement OpportunitiesEnhancements were in response to the Staff and Faculty Satisfaction Survey results: Connection with the mission, vision, values; fairness, desire for articulated opportunities for professional growth and advancement
6 2009 Performance Evaluation Summary ResultsOverall University Completion Rate = 84%Professional Skill Development Needs ExpressedSupervisoryCommunicationsProject and Time ManagementSoftware/ OITResponse Rate 2007/08 = 68%Supervisory – staff, student worker supervision and management/leadership skills.Communication – handling difficult conversations, presentation skills, writing skillsProject and Time Management – managing priorities, project planning and implementation skillsOIT/Software - MS and Adobe Software, CMS, Advanced CMS, SUDDS, Razors Edge, Angel
7 Preparing for your 2010 Performance Evaluation 2010 Evaluation Process EnhancementsPerformance Evaluation Overview/TimelineTips on Preparing Performance Evaluations
8 2010 Staff Evaluation Process Enhancements Further Refined Rating DefinitionsCreated separate Self-Evaluation and Supervisor Evaluation FormsAddition of Supervisory/Leadership Competency SectionSpecific changes to the ratings are outlined later in the presentationSeparate Self and Supervisor forms to reduce confusion – the Supervisor Evaluation Form is considered the ‘official’ evaluation of the employee’s performance. If both are completed – both are to be signed and submitted HR to be maintained in the employee's file.Supervisory Competencies–Supervision – assigning work, performance management, communication Team Work - environment of mutual respectLeadership – set example, takes initiative, understands mission, vision, values, strategic initiatives– champions and encourage commitment from others, professional development, change agent, seeks opportunities for improvementStewardship – Resource Management - Financial Management and use of resourcesRevised Signature Line - signature confirms receipt but does not indicate agreement
9 Performance Evaluation Overview and Timeline Set date and time for an evaluation meetingPrepare for the meeting, including completion of a performance evaluation formExchange evaluations forms prior to the meeting dateMeet to review and discuss performance and set forth plans for the futureSupervisor and employee finalize evaluation forms, and submit to HR by August 31stFormat – recommend being consistent (employee and supervisor) with the format used.Eligible EmployeesAll individuals who have been in full-time or part-time regular staff positions since at least January 1st should receive a formal performance evaluation. Regardless of longevity, it is highly recommended that supervisors conduct goal-setting meetings for the next year with all employees reporting to them.Employees who transferred to another department after January 1st should be reviewed by their previous supervisor.
10 Preparing your Self-Evaluation Review your personal performance over the past year.Assess your performance and accomplishments against your goals.Identify your accomplishments and achievements. (planned and unplanned)Identify areas in which you need to develop or improveConsider your current level of job satisfaction and what’s behind it.Consider what suggestions you would make to improve and develop your work unit and/or department.How do I evaluate myself objectively?Completing a self-evaluation gives you the opportunity to review and reflect on your experiences over the past year.
11 Helpful Information Job Description Your Resume/Application Previous Performance Evaluations, GoalsFeedback from students, colleagues, othersNotes from Performance Meetings, Work Samples, Training Sessions Attended, etc.
12 Suggestions and Ideas Solely for Employee’s Reflection/Comment: What feedback do you wish to offer your direct supervisor on ways he/she can help you excel in your position and support you in achieving your professional goals? What suggestions do you have for your position, work group, department or the university?
13 Overall Performance Rating The scale of 1-5 is used with specific definitions for each point on the scale.Consistency between ratings and comments on performance, goals and professional development needsUse whole numbers when rating a specific job performance area or overall performance.
14 Not Acceptable Performance Performance Needs Development Meets ExpectationsExceeds ExpectationsOutstanding12345Performance is consistently below job expectations. A corrective action plan has been or is being developed to achieve specific results. Employee’s performance will be review again according to the corrective action plan’s objectives and timeline.Performance meets most of the job requirements but requires more than usual supervisor follow-up and direction. Employee will require additional education and coaching from the supervisor in order to consistently meet job expectations.Performance consistently meets and sometimes exceeds job requirements. All critical goals are achieved. Results are consistent with those of a fully trained, highly competent employee. Over the past year has made the expected contributions to the department.Performance consistently meets and frequently exceeds job requirements and established goals. Results frequently exceed competent peers in the same or similar positions. Over the past year has made a significant contribution to the department.Performance and demonstrated expertise is consistently at a superior level. Employee achieves outstanding results and models effective behaviors that are an inspiration to others. Over the review period, employee has consistently made exceptional or unique contributions to the department.Also on the form under the ratings: Supervisors are expected to formally discuss, and include in the development plan, an employee’s career interests and new opportunities to contribute to the university’s success. Particular attention should be given to the development plan for an individual who receives an “Exceeds Expectations” or “Outstanding” rating in his or her current role.Comments on performance should support performance area ratings and the overall performance rating. Keep in mind that a complete performance evaluation includes several components. An overall rating is one of these components it does not stand alone but rather it is reflected/supported by the rest of the evaluation (evaluation comments, goals, etc)
15 Goal SettingGoal setting is completed as part of the annual evaluation process.As you review accomplishments and performance for the previous period, you also set goals for coming year.Both the employee and supervisor should agree on the goals.What’s a goal?Specific statements that describe results to be achievedWhat’s a task?The steps needed to accomplish a goalSMART GoalsGoals should be specific to the person and position. Ideally, goals connect to person’s interests, aspirations, areas where growth is need and connect to the work group or department goals (which in turn connect to the University's goals)SpecificResults OrientedMeasurableTime BoundAchievable
16 Evaluation Meeting Preparation What are the important items you want to discuss at the meeting?Is there one central message or critical point to be addressed?What questions do you have for the meeting?What do you want to get out of this meeting?In what ways will you actively contribute to a meaningful, constructive and productive dialog?Recommend questions to be considered by both the supervisor and the employee being evaluated in preparation for the evaluation meeting.
17 At the Evaluation Meeting Make sure the time and place are planned; allow for enough time; no interruptions; a comfortable setting.Be prepared. Know your goals for the meeting, have examples ready.Listen. To have a full picture, you need the other person’s perspective.Be candid—get to the point.Be constructive in feedback
18 The Five Levels of Listening Listening to UNDERSTANDListening for APPLICATIONListening to TELL MY STORYListening for JUDGMENTNOT Listening
19 Giving Feedback Constructive Feedback is: descriptive of behavior and impactspecific not generaldirected at behavior that can be changedinteractive to ensure clear communicationstated in the first person to assign responsibilitybased on observed behaviorbalanced
20 Receiving FeedbackBreathe! – it helps the body to relax and the brain to focusListen Actively to understand the other’s perspectiveParaphrase and Ask Questions to ensure you are accurately receiving the intended messageTake time to absorb what you heardTake responsibility for your actions and behaviorFocus on the whole message, not just one or two aspects
21 Next Steps… Look at your goals regularly Meet with your supervisor regularly to review your progressNotice and communicate changes in yourself and othersGive feedback throughout the yearCelebrate your successesLearn from your mistakesKeep in mind that this is a process – not an end in and of itself