1. Performance Management
Presented by: David Lord
Director of Human Resources

2. Introduction Why is performance management important?
This session will provide you with an overview of the tools that are available to you.
We will discuss why performance management is important. Any ideas?
I hope to share with you some tools that are available to you to assist you in the process.

3. Agenda Annual Performance Appraisals Action Plans
Progressive Discipline
Special Concerns
Attendance Problems
Setting goals during your performance appraisal is part of the Institution’s strategic planning process.

4. How everything fits together
Search and Selection
Orientation
Coaching/Feedback
Performance Appraisal
Action Plans (Behavior Modification)
Discipline

5. Search, Selection and Orientation
PIQ
Search
Advertisement
Interview
Selection
Orientation
Establish Expectations
PIQ (Position Information Questionnaire) – the formal job description for all classified, non-classified and FEAP positions.
Position Vacancy – Done for all searches. Lists the qualifications, and responsibilities.
Interview – face-to-face interaction.

6. Probation Classified Staff Faculty Non-classified (Will and Pleasure)
6 months
Faculty
Temporary
Renewable Term (C&T Colleges only)
Tenure Track
Non-classified (Will and Pleasure)

7. Annual Performance Review
Purpose
Historical Record
Planning
Development
Merit Pay
Assessment
Positive reinforcement
Procedure
Biased Ratings: The Halo and Horns Effect
The “halo effect” is when people are overrated.
The “horns effect” is when people are underrated.
Both can get us into legal hot water, so it is important to be honest and accurate.

8. Coaching Step 1 Climate Check Are my expectations crystal clear?
Are my expectations reasonable and fair?
Has the employee received adequate training to do the job properly?
Do they understand why it’s important to do the job correctly?
Have I given them the freedom to be successful?
Are they facing any obstacles to performing as desired?
Coaching is a practical way to improve an employee’s performance.

9. Coaching
Step 2 In writing, clearly define and analyze the performance issue.
The discrepancy between _________’s performance and my expectation is___________________________.

10. Coaching Step 3 Practice the session
Step 4 Select the right place to conduct the session
Step 5 Have some potential solutions ready
Step 6 Let the employee know specifically, and up-front, why you called the meeting.
Step 7 Gain agreement that there is a problem.

11. Coaching
Step 8 State the specific consequences the employee will face if the problem continues.
What do you think will happen if this problem continues?

12. Coaching Step 9 Request an action plan from the employee
So, specifically, what are you going to do to solve the problem and make sure we do not have this discussion again?
The employee may need a little time to develop an action plan. Just schedule another meeting.
Goals, Objectives and Tasks
Be specific and include deadlines for follow up

13. Coaching
Step 10 Reinforce the employee’s commitment and close the session
Step 11 Follow up, immediately, with written feedback of the session and summarize the employee’s action plan.
Step 12 Monitor the agreed-upon action plan to ensure correction. Recognize the employee’s success.

14. It’s not enough to merely say you’re committed to top performance
It’s not enough to merely say you’re committed to top performance. To be an effective manager, you need to “walk the talk” by addressing employee performance problems- early and head on.

15. Progressive Discipline
Behavior Modification
Teach
Reinforce Expectations
Steps
Verbal Warning (with written record)
Written Warning
Suspension without pay
Termination

16. Document

17. Performance Appraisal Process
Guide to Conducting a Successful Performance Appraisal
Employee Pre-Appraisal Worksheet
State of West Virginia Employee Performance Appraisal Form
Performance Appraisal Goal Worksheet
Fair Labor Standards Act Exemption Worksheet

18. Special Concerns Attendance Problems FMLA ADA
The Federal Family and Medical Leave Act grants employees up to 12 weeks of unpaid leave, overriding the leave policies of many companies.
Many employees illnesses and medical conditions fall under the protection of the Federal Americans with Disabilities Act.

19. Where to Get More Information
HR Office
Web Page
Federal and State Government Agencies

20. Questions