Performance Evaluations: The Good, the Bad and the Ugly LACONI Middle Managers Section – Unconference - February 11, 2015

How Much Do You Hate Performance Reviews? Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters. Culbert & Rout. Business Plus, 2010.

How Will We Unconference?  Be Engaged  Respect One Another  Determine Topics  Set Our Agenda  Mixing Things Up  Law of Two Feet  Suffering is Optional  Other Ground Rules?  Be Engaged  Respect One Another  Determine Topics  Set Our Agenda  Mixing Things Up  Law of Two Feet  Suffering is Optional  Other Ground Rules?

Agenda Stuff  We’ll need a lunch and some breaks  Time to toss out a few topics  Probably some small group discussions  Maybe a full group Q&A  Possibly a full group discussion  We could read some articles and discuss  Anything else?  What do you want to do?  We’ll need a lunch and some breaks  Time to toss out a few topics  Probably some small group discussions  Maybe a full group Q&A  Possibly a full group discussion  We could read some articles and discuss  Anything else?  What do you want to do?

Sample Discussion Topics: Open Only in Case of Group Brain Freeze

Questions to Make You Think Twice About the Value of Performance Reviews  Do you think performance reviews are objective? If so, why do you think surveys show that more than half of employees get completely different reviews if they are rated by a second boss?  Do you believe performance reviews help or hurt teamwork? If you knew that only three people in your department could get a top ranking, would you be more or less inclined to help your colleagues succeed?  One of the most-popular types of reviews is the 360-degree review, where colleagues anonymously offer their view of your strengths and weaknesses. Do you think your colleagues are in a position to know what those are?  How important is it that employees speak honestly to bosses? How honest are you when you get a performance review? In giving a performance review, have you ever shaded the truth – perhaps out of concern for the other person’s feelings, or because you had your own agenda in what you wanted the employee to do?  How often has a boss told you what he or she thought about an issue, and then asked you what you thought about it? And how often did you feel the boss really wanted to know your answer? Source: (Culbert, Samuel A. with Lawrence Rout. Get Rid of the Performance Review! Business Plus, 2010.)  Do you think performance reviews are objective? If so, why do you think surveys show that more than half of employees get completely different reviews if they are rated by a second boss?  Do you believe performance reviews help or hurt teamwork? If you knew that only three people in your department could get a top ranking, would you be more or less inclined to help your colleagues succeed?  One of the most-popular types of reviews is the 360-degree review, where colleagues anonymously offer their view of your strengths and weaknesses. Do you think your colleagues are in a position to know what those are?  How important is it that employees speak honestly to bosses? How honest are you when you get a performance review? In giving a performance review, have you ever shaded the truth – perhaps out of concern for the other person’s feelings, or because you had your own agenda in what you wanted the employee to do?  How often has a boss told you what he or she thought about an issue, and then asked you what you thought about it? And how often did you feel the boss really wanted to know your answer? Source: (Culbert, Samuel A. with Lawrence Rout. Get Rid of the Performance Review! Business Plus, 2010.)

How Do You Avoid … ?  The Halo Effect - tendency to overrate a favored employee, or an employee who had a prior good rating  The Horns Effect - tendency to rate an employee lower than circumstances warrant  The Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance  The Cookie Cutter Effect - not focusing on individual specific performance, rating all your employees, or groups of employees the same Source: management/cycle/review/tips/supervisors/checklist-prep

Setting Goals  Institutional Expectations  Behavior Specific  Title Specific  Department Specific  Role Specific  Challenges  Solutions  Institutional Expectations  Behavior Specific  Title Specific  Department Specific  Role Specific  Challenges  Solutions

Improving Goal Accountability  Prioritizing Goals  Scoring Competencies  Checking In  Automated Reminders  Monitoring Progress  Partner  Other Ideas?

Performance Criteria  Knowledge  Quality  Quantity  Attitude  Attendance  What other criteria do you find helpful?  Anything dictated by your institution?  Knowledge  Quality  Quantity  Attitude  Attendance  What other criteria do you find helpful?  Anything dictated by your institution?

Ratings  Numerical Scales  Alphabetic Scales  Narrative Scales  Simple or Detailed?  Matrix  Descriptive Narrative Only  Others?

Measurements “Measure what is measurable, and make measurable what is not so.”  More/Less  Deadlines  Training Sessions  Tardiness/Absenteeism  Projects - Number/Completion  Others?

Thanks, Everyone! Bibliography  Bortz D. Ace Your Annual Review. Money [serial online]. March 2014;43(2):35. Available from: Academic Search Complete, Ipswich, MA.  Culbert, Samuel A. Rout, Larry. Get Rid Of The Performance Review: How Companies Can Stop Intimidating, Start Managing--and Focus On What Really Matters. New York : Business Plus, Print.  Thompson K. The Dreaded Performance Review. Phi Kappa Phi Forum [serial online]. Spring ;92(1):23. Available from: Academic Search Complete, Ipswich, MA. Bibliography  Bortz D. Ace Your Annual Review. Money [serial online]. March 2014;43(2):35. Available from: Academic Search Complete, Ipswich, MA.  Culbert, Samuel A. Rout, Larry. Get Rid Of The Performance Review: How Companies Can Stop Intimidating, Start Managing--and Focus On What Really Matters. New York : Business Plus, Print.  Thompson K. The Dreaded Performance Review. Phi Kappa Phi Forum [serial online]. Spring ;92(1):23. Available from: Academic Search Complete, Ipswich, MA. Today’s Facilitator: Michelle Y. Roubal Head of Reference and Reader Services Plainfield Public Library District Phone: x236 WE NEED YOU!!! Join The LACONI Middle Managers Section!  The Middle Managers section is a new networking group for department heads, supervisors, and other middle managers.  The purpose of LACONI MMS is to provide mid-level managers in libraries with opportunities for networking and continuing education 