1. Performance Management At Lac Courte Oreilles Ojibwa Community College

2.  Not an isolated event, but an on-going process  Series of conversations held throughout the year  Based on Setting Clear Expectations  Clear Job Description  Reasonable and Consistent  Ask what support the employee needs from their manager  Supported by Feedback on Performance Expectations  Recognition: Make time to recognize a job well done.  Development: Have discussions with employees about their career interests/goals and find help identify growth opportunities  Notice of Valid Concerns and Opportunity for Improvement What is Effective Performance Management?

3.  Depending on the role, monthly 1:1 meetings are suggested  More frequently for new employees  Address accomplishments and concerns as timely as possible  If not meeting expectations, clarify and explain consequences of lack of improvement, and include time frame when appropriate  Follow up with employees in regular 1:1 meetings during the improvement period  Be Respectful  Keep it confidential  Practice active listening  People hear messages in different ways The Importance of Timing & Communication

4.  The Performer  Take time to recognize good performance, such as sending a complimentary email  Keep a drop file of peer or customer compliments  Document plans for the individual’s growth and development  Write and deliver an annual performance evaluation  The Under-Performer (Partner with Human Resources)  Give notice of concerns and provide opportunity for improvement  Document events accurately and write documentation in a timely manner (do not re-create it later when a problem is identified)  Follow up conversations with a re-cap email to give the message more than one voice  Includes performance messages and formal disciplinary action  Write and deliver an annual performance evaluation Performance Management - Documentation

5.  Job Description and Annual Goals  The job description must be current and reviewed in total with the employee to ensure they have an understanding of the role and expectations of such  If you do not have a current job description a job template analysis is available through HR to assist in updating of the job description  Supervisor’s Direct Experience and Observations  Supervisor’s “Drop File”  Meeting notes/summaries, compliments and concerns from customers, annual reviews, other performance documents  Employee Self-Evaluation Information Used in Reviewing Performance

6.  Philosophy  Assess against the job’s expectations  Be honest when indicating your rating; inflated ratings will hurt the whole team  Importance of delineating different performance levels  Clear understanding of the meaning of each rating level  Delivering the right message for a rating of “Meets Expectations”  Consistent use of 4-point rating scale across campus Philosophy of a 4-Point Rating Scale

7.  Exceptional (Work with HR)  Reserved for consistently extraordinary performance in all areas of the job  Exceeds Expectations  Performance has a major impact on the department or the function; extraordinary in many but not all  Meets Expectations  An employee with good consistent performance in all areas of the job. The employee is successfully meeting all requirements of the position.  Improvement Needed (Work with HR)  Performance failed to meet expectations in one or more of the essential areas of responsibility  One or more of the most critical goals are not met  A signal that performance improvements are needed in some areas  Development of a Performance Improvement Plan 4 Point Rating Scale Defined

8.  Supporting Evidence should be provided for ratings to illustrate the reasons for the rating.  Examples of accomplishments  Customer accolades or complaints  Efficiency metrics or improvements  Documented performance coaching or disciplinary action Support for Ratings is Critical

9. Employee: Daffy Duck Job Description: Daffy Duck is responsible for the development of policies and procedures for the business office at the College. He is responsible for identifying where policies and procedures are needed including implementation of the business office policies. Accomplishments: 1) Developed and implemented 16 policies in the rating period. A. Through development identified inconsistencies in process which brought about review of business office accounts for streamlining and cost savings B. Reduced overall costs associated with identified accounts by 15% Strengths: Daffy takes pride in his role. He regularly stays informed on new best practices for the department and implements when he notes it would be of benefit to the College. He has a friendly and approachable demeanor and is excellent in training employees on the new processes. He receives many compliments from employees. Example in Action - Exceptional

10. Employee: Mickey Mouse Job Description: Mickey Mouse is the mascot for our athletic teams. He is responsible for accompanying teams to all events, increasing crowd enthusiasm, and posing for photo opportunities. Areas for Development: 1) Mickey must improve his attendance at games and continue to work on timeliness. He received a written warning after being found sleeping during two events in March. He also arrived late to 6 events in January and was put on a Performance Improvement Plan earlier in the year. He failed to reach any of his appearance goals this year. 2) Mickey needs to work on being more approachable for photo opportunities. Photo ops were down by over 20% this rating period. Community members have reported that Mickey has been too aggressive with smaller children, causing them to cry or hide from him. Example in Action – Improvement Needed

11.  May - June: Manager and Employee review current job description for accuracy  Update job description if needed  Establish goals for the upcoming evaluation period  Identify professional development needs  Monthly: Immediate supervisor and employee touch base regularly (1:1’s) to discuss progress toward goals and adjust as needed  April - June: Evaluation is completed  Signatures are obtained and form is submitted to HR  The process begins over with the establishment of goals for the upcoming evaluation period Suggested Timeline for Annual Review Process

12.  Review job description for accuracy and make updates as needed  HR Job Analysis Template available (for Staff positions)  Intended as a guideline  HR will help review and edit the content of your performance evaluations at your request, please allow for 2 week turnaround  Any “Improvement Needed” evaluation must be reviewed by HR and next level manager prior to delivery to employee being evaluated  All evaluations must be reviewed by the next level manager before delivery Writing the Annual Performance Evaluation

13.  Halos and Horns: too much focus on one aspect of performance (either good or bad)  Hero or Villain: rating everyone above average to avoid conflict or rating everyone low because no one can meet your high standards  Lack of Evidence: rate the entire year, not isolated events, and provide clear examples to support ratings above or below a “Meets Expectations”  Hollow Criticism: sandwiching negative comments between positive ones without constructive advice on how to improve Caution in Writing Annual Performance Reviews

14.  Gut Feeling: making subjective comments without any supporting evidence or trends – seek data and multiple opinions  Length of Service Trap: research suggests that longer-tenured employees actually perform worse than eager new ones, but we often rate on ‘dedication’  Legal Issues: avoid rating lower for protected absences or complaints, and do not include discussion of those issues in the commentary  See HR for coaching Caution in Writing Annual Performance Reviews

15.  Schedule in advance, meet in private, and be on time  Set a positive tone, build rapport with a friendly welcome  Allow ample time for the discussion  Outline the agenda for the meeting  Use active listening, hear what the employee has to say or what their questions are  During a difficult message, stick to “Just the Facts:  Follow the order of the evaluation document  Don’t get emotional  Allow direct reports to make a case, and if they have ample evidence, consider adjusting the review  If the employee is highly agitated, stop the meeting and resume the next day Holding Successful Evaluation Meetings

16.  Don’t blame others for the message and don’t deliver it unless you have bought into it.  “I only rated you this way because my manager told me to.”  Treat the employee with respect and professionalism.  No Surprises!  Major performance concerns should have been addressed prior to delivery of the annual performance evaluation.  Come prepared with examples  Engage in Active Listening Keys to Delivering the Message

17. Newly hired staff are subject to a 90 day probationary period. Supervisors should review job description and set expectations upon start date. If concerns arise, Supervisors should engage with the employee to provide notice of concern and opportunity for improvement. (Document it!) A performance review should be completed at the end of the probationary period to assess progress. A copy of the review should be sent to HR for the employee’s personnel file. Consult with HR if there is a concern that the employee will not pass the probationary period. Probationary Period Evaluations

18.  Being a supervisor is a challenging role, but it is critical to make time for providing recognition and discussing concerns.  HR is here as a partner to advise and assist you, so please reach out!  Meeting to discuss issues and plan of action  Creating or editing specialized content for evaluations or other written performance documents  Coaching on how to deliver the appropriate message  Sitting in on your meetings with employees as needed to ensure smooth communication between parties  Providing exempt/non-exempt testing for positions HR is Here For You!