Preparing for Your Performance Review (A Staff Perspective) Preparing for Your Performance Review (A Staff Perspective)

Slides:



Advertisements
Similar presentations
Essential Lifestyle Planning Facilitator Training - Day 1
Advertisements

Good News and Neutral News Messages
Performance Management
Performance Management
EMPLOYEE ORIENTATIONS A bad orientation program is like serving a gourmet meal and then offering Twinkies for dessert Critical and crucial process.
10 Tips for Your First Year on the Job Presented by Clark University Career Services.
New Supervisor: Skills for Success
Welcome to the Writing Performance Plan Elements & Standards Workshop.
1. Set expectations and measure performance ◦ What employees are expected to do for their organization in return for pay and benefits ◦ Allows employees.
Performance Management Guide for Supervisors. Objectives  Understand necessity of reviews;  To define a rating standard across the Foundation for an.
Mentee Workbook. 2 Contents Overview………………………….……….…………………….………..3 Priorities for Development……….………………………….……………4 Writing Effective Objectives………………..…..………………………...6.
Assisting Peers to Provide W orthwhile Feedback UC Merced SATAL Program.
Performance Assessment Process: The Employee’s Perspective May 2014.
Introductions Name County Years involved with 4-H Hot Buttons – Post-It Buttons.
Performance Appraisal
Best Practices.
HRM-755 PERFORMANCE MANAGEMENT
» Teaching an online class, what takes up most of your time?
Annual Review Process Georgi Lowe UWSA Office of Human Resources & Workforce Diversity.
2010 Performance Evaluation Process Information Session for Staff
RESETTING PERFORMANCE MANAGEMENT – MANAGER AS COACH Manager Briefing & Discussion Sessions Winter 2013.
Leadership & Team Building
United States Fire Administration Chief Officer Training Curriculum Human Resource Development Module 6: Managing the Workforce.
Performance Management Open Information Session Spring 2009.
Connecting Work and Academics: How Students and Employers Benefit.
Chapter 6 Effective Strategies to Get the Job You Want: Interviewing Strategies Copyright Raymond Gerson.
Lecture 23.
Performance Management 2010  Performance Management Cycle  Organizational Success  Shared Responsibilities  Setting Goals and Expectations.
1 © 2008 EAPtools.com Evaluating Performance. 2 4 Give employees ongoing feedback on their performance so that they always know what they’re doing right—and.
Performance Management Open Information Session for Individual Contributors.
Engaging in Effective Performance Discussions June 6, 2013.
8.1 Objectives Understand the importance of the Supervisor- Employee Relationship Develop an understanding of your supervisory weaknesses Learn how to.
1 Performance Management Program SETTING OBJECTIVES COACHING EVALUATING GIVING & RECEIVING FEEDBACK.
Monitoring and Feedback of Staff Performance (Discussion Note)
BECAUSE GOOD EMPLOYEES DESERVE TO KNOW, AND SO DO THE BAD. Performance Evaluations.
Performance Development at The Cathedral of the Incarnation A Supervisor’s Guide.
Student Organization Leader Training: X-Pert Meeting By: Lizzy Wylly.
Are your interpersonal skills well developed?. Objectives Examine interpersonal skills in the context of entrepreneurial behaviors Explore the impact.
2005 Performance Development System Survey Human Resources Staff Meeting March 20, 2006.
/0903 © 2003 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Coaching Techniques.
Personal Statement: How to write a personal statements for scholarships.
Conclusions (in general… and for this assignment).
Interview Preparation Congratulations on gaining an interview. It is now up to you to make sure you are the one person that gets the job. The secret of.
Take Charge of Change MASBO Strategic Roadmap Update November 15th, 2013.
OH-1 Quote “HRD is Me.”. OH-2 Background: Workplace Learning THE BLAIR HOUSE PAPERS GETTING RESULTS THROUGH LEARNING “... outlines what managers need.
Successfully Conducting Employee Performance Appraisals Wendy L. McCoy Director HR & Benefits Florida Conference of The United Methodist Church.
Chapter 3: Set the Example Skill Focus: Purposeful questions Listen for answers Tell Stories.
Facilitate Group Learning
© 2004 by Prentice Hall Terrie Nolinske, Ph.D Developing Careers.
TTI Performance Evaluation Training. Agenda F Brief Introduction of Performance Management Model F TTI Annual Performance Review Online Module.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF LECTURE: TWENTY SEVEN 1.
INTRODUCTION TO TRANSITION PLANNING Youth & Young Adult Orientation Version /09/12.
New Supervisors’ Guide To Effective Supervision
Classified Evaluations
Presented by The Solutions Group. Most difficult conversation? Giving honest feedback Receiving feedback - perception Takes courage & energy Worker gets.
Organizational Behavior (MGT-502) Lecture-43. Summary of Lecture-42.
Preparing and Delivering Effective Performance Reviews Presented by Cari Keller.
 You are responsible & accountable  Check in regularly with staff  Monitor what gets done and how  Teach what you know  Be open to learning from.
Connecting Work and Academics. Meet and Greet In groups of 2-3 share your name, department, student employee supervision and what you are hoping to gain.
Presented by: Carmen D’Agostino and Dan Gutwein CPOD “If you don’t set goals, you can’t regret not reaching them.” Yogi Berra.
What do we know (page 1)? Define the word "Taxonomy." (Knowledge) Define the word "Convergent." (Knowledge) Define the word "Divergent." (Knowledge) What.
Preparing and Delivering Effective Performance Reviews
The Performance and Staff Development Program
Your Performance Review
Performance Management
M.A.T.C.H. Professional Series: Module 11
Loyola’s Performance Management Process For Employees
Engaging People : Performance Monitoring
Loyola’s Performance Management Process For Employees
Pati Kravetz Associate Director for Experiential Learning and Student Employment Main title: 40 pt. Arial Presenter Name: 16 pt. Arial Presenters Title:
Presentation transcript:

Preparing for Your Performance Review (A Staff Perspective) Preparing for Your Performance Review (A Staff Perspective)

Why do a performance review? Performance reviews help to :  Encourage the flow of communication  Connect Individual jobs to the mission of the College  Improve job performance  Promote effective job performance  Facilitate employee development

Preparing for Your Review: The key to getting the most out of your review is preparation ! Here are some things you can do before, during and after your review meeting.

Familiarize yourself with the performance review form.performance review form Before your review: The form describes the criteria by which you will be evaluated.

Review your job description. Before your review: Refresh your understanding of the duties and responsibilities of your position. You can get a copy of your job description from your manager.

 Accomplishments are not always in public view. Your supervisor may not be aware that you participated in a committee, or other college wide activity or that you took a class to expand your skills.  If you haven’t been keeping track, spend some time figuring out what you’ve accomplished since your last review. Remember, small things add up! Think about how your employer has benefited from your work.  Draft a summary of your accomplishments (you can use Worksheet No. 1 ) from major to minor and send it with a note to your manager. Worksheet No. 1 Before your review: Gather information about your activities and accomplishments during the past year.

 Review goals set during your previous review.  Think about future goals and training needs. and finally…  Be mindful of your perspective and feelings. Before your review:

 Breathe This meeting should be a two way communication at its best. Yet, both parties sometimes may get nervous at review time.  Listen Listening is one of the most important skills which nets many rewards. Listen with an open mind.  Accept praise graciously  Share If your supervisor is working with incorrect information don’t be afraid to offer the correct information. Share your thoughts, insights and concerns in a constructive way. During the Review:

During the Review…  Anticipate (approach your review with a mindset of inquiry)  Ask (ask yourself some questions like how could I have done this better, ask for examples to clarify certain points)  Agree (find something in the content of the review that you agree with, this sets a constructive tone to the discussion)  Analyze (think and compose your thoughts before you respond or react. If necessary, take time out. Use the time to check the validity of the feedback. In some cases you may want to request a follow up meeting to address the issue.) Remember to use the 4A formula especially when you are receiving developmental or critical feedback.

During the Review: It’s not what you say, it’s how you say it. It’s often a challenge to phrase a comment or question and this may require some practice. If your supervisor made a mistaken assumption, point that out diplomatically. Keep in mind that your supervisor normally wants you to succeed. Worksheet No. 2 will give you some practice on how to phrase your comments and/or questions.Worksheet No. 2

 Set new goals  Develop a training plan After your review and going forward: A performance review not only looks at past performance but maps out future goals. It is as much a look forward as a look back. So, be sure to discuss future goals. Participate in the goal setting process. Offer solutions to past obstacles and receive suggestions with an open mind.

 During the year, if you don’t know how you’re doing, take a moment to review your goals and see if you’re on track.  Keep a written record of your progress in a log or report. Remember, performance review is ongoing…

Ultimately, your review should be regarded as a learning opportunity. You should be able to take away valuable information whether it’s about yourself and/or your reviewer and use it to enhance your performance. What should you take away from a performance review?

If you feel you have received an unfair review you should consider responding to it. But first wait until you can reflect on the review objectively. If you finally conclude that the review was truly unjust, set up an appointment to meet with your reviewer. First, acknowledge the points that were correct, and then counteract those that you feel were incorrect with clear examples. A paper trail is always helpful. If you have anything in writing present it to support your point of view. What should you do if you get a poor review?

If you have any questions feel free to call us. Human Resources Jenny Silver Assistant Director, Human Resources Questions?