1. Loyola’s Performance Management Process For New Supervisors
Loyola Human Resources Department
2018

2. What Is Performance Management?
Process of creating a work environment in which people can perform to the best of their abilities
Aligns employee contributions with goals and values of the institution
Ongoing process
Employees should play a major role in their own planning and development

3. Performance Evaluation Purpose
Link employee performance to Loyola’s mission and values
Summarize and evaluate the employee’s overall performance for the past year
Provide feedback
Identify future goals -

4. Benefits of an Evaluation
Motivate Employees
Builds Relationships
Enhances Results
Documents Performance
Set Goals

5. Why Set Goals?
Aligns individual performance to organizational priorities
Efforts and energy are focused on achieving right results
Clarifies how performance will be measured
Builds trust and collaboration
Improves performance
Use SMART model to write goals:
Specific, Measurable, Align w/dept., Reasonable, Timeframe
Each employee should have 3 to 5 goals, prioritize each goal, discuss expectations

6. Employees with Clear Objectives:
Have a sense of direction
Work in the same/right direction
Pay attention to critical tasks, and avoid distractions
Minimize waste of time and resources
Have increased confidence in their abilities, higher morale and better job performance

7. The Process 1. The Employee completes the self evaluation
2. The Supervisor prepares an evaluation
3. The second level Supervisor approves the evaluation
4. The Supervisor meets with the Employee and discusses the evaluation, & adds final comments
5. The Employee adds comments and signs-off. The Supervisor signs-off.
The employee will provide input on their accomplishments to the supervisor. The supervisor’s assessment of outcomes must be included in addition to the employee’s self-review. If you agree with your employee’s comments, provide some more specific examples.
*****Supervisor Starts By Sending the Evaluation for the Employee to Complete*****

8. Why Self Evaluation?
Enables the Employee to position themselves in the most positive light
Employee’s know what’s involved in the job on a day-to-day basis
Reminds the Supervisor of accomplishments from the beginning of the period to the end of period
Gives Employee’s the opportunity to request training or development to further advancement
Supervisors are expected to consider input

9. Time Period Covered
The review should cover any achievements from April 1st through March 2018

10. Supervisor’s Role
The Supervisor MUST first send the evaluation to the Employee, to start the self-evaluation
Schedule appraisal meeting - about 1 hour (Do this early)! Meetings should be done by April 20th
Review job description to ensure continued accuracy
Review employee’s goals
Determine employee’s strengths and development needs
Schedule meeting – Allow enough time for a thorough discussion and to address employees’ questions & concerns
Do not change schedule or allow interruptions – will send negative message that review is not important
A late review negatively impacts employee morale
If the employee reports to you, but provides services to others in the University, you should obtain some input from others to include in your assessment.
If the employee has a formal reporting relationship to another supervisor, use the “Additional Supervisor Evaluation” to include that supervisor’s assessment.

11. When will Employees Complete the Review?
Portal opens Monday February 12, 2018
Portal closes February 26, 2018

12. Rating Scale 1 to 5
1 - NEEDS IMPROVEMENT: Consistently falls short of performance standards.
2 - BELOW EXPECTATIONS: Sometimes meets the performance standards. Seldom exceeds and often falls short of desired results.
3 - MEETS EXPECTATIONS : Meets all relevant performance standards. Occasionally exceeds desired results or objectives in one or more areas.
4 - EXCEEDS EXPECTATIONS: Consistently meets and often exceeds all relevant performance standards. Shows initiative and versatility, works collaboratively, has strong technical & interpersonal skills.
5 - EXCEPTIONAL: Consistently exceeds all relevant performance standards. Provides leadership, fosters teamwork, is highly productive, innovative, responsive and generates top quality work.

13. Accessing Halogen – Loyola’s Performance Management Computer System
Inside Loyola Homepage
*The Supervisor Starts the Process*

14. Log in:
Inside Loyola Homepage
Quick Links
Performance Management

15. How to see your employees:
Start from your homepage – this is your dashboard

16. My Employees:

17. How to PUSH the Appraisal to Start the Employee Self-Evaluation:
Start on homepage
Click Tasks

18. PUSH the Employee Self Evaluation:
Appraisal Tasks – check the box next to their name
Then on the right click “launch self-appraisal”
This will send the evaluation to the employee’s portal, they will click on the eval and complete it.

19. Complete the Evaluation After the Employee Completes their Self-Evaluation:
Start on your Halogen homepage, look for tasks and click

20. Edit the Evaluation:

21. Evaluation Form:
Note the time period of that covers the review, procedures, job description, form navigator
Check that you are on the correct employee!

22. Evaluation Form Cont.:
Review rating scale: 1-5, on average everyone should be a 3 or higher, 5 should be given very rarely
****ADD COMMENTS****
Click bubbles to complete

23. Some Evaluation Forms Might Appear In This Format:
****SOME REVIEW FORMS MAY APPEAR IN THIS FORM*****

24. Evaluation Form Cont.:
Check that the final score is a 3 or higher – otherwise a PIP will need to be created
***Hit Complete in top right corner***
OR – click send for review to a 3rd party, OR hit save and go back in later and send to a 3rd party.

25. Submitting the Evaluation:
NOTE: spell check will automatically run, and this box will pop up, click OK

26. Submitting the Evaluation Cont.:
Check for green arrow that says completed

27. Sending the Evaluation to 3rd Party:
Start on your homepage
Click on the left to see your menu
Task Status

28. Sending the Evaluation to a 3rd Party:
Click edit appraisal next to the employee

29. Sending the Evaluation to a 3rd Party:

30. Sending the Evaluation to a 3rd Party:

31. 3rd Party Notes: Comments made by a 3rd party cannot be deleted
The 3rd party cannot change the scores
The 3rd party needs to hit save & then complete
Once the 3rd party saves their comments it will return to the original Supervisor
The Supervisor will acknowledge comments, and the Supervisor can change any scores if needed

32. Final Steps
Once completed on the Supervisor's end the evaluation will be pushed to the Secondary Supervisor for review and approval
After the Secondary Supervisor approves the review the Supervisor will meet with the Employee to review the evaluation together.
Check for green arrow that says completed

33. Conducting the Meeting
Be sure to meet in a space with no distractions, and silence cell phones
Limit interruptions, starting and stopping the conversation may decrease the employee’s morale, or cause the conversation to get off track
Never discuss other employees performance
Employees want to hear your feedback!

34. Conducting the Meeting
Invite discussion - share your core points
Goal is to provide clear, accurate, honest feedback
Emphasis on development
Jointly determine an action plan
Summarize core points

35. Be Clear and Specific Too general: Good job; well done.
Better: You did an excellent job writing the reports. The information was accurate, carefully analyzed and well presented. Your work really helped us understand and evaluate the issues at hand and reach a resolution.

36. Be Appropriate
Insincere: You are so wonderful. You always do such a great job. Developing the training materials is just one example of your fantastic work. No one could ever do such a great job. This department would be lost without you.
Better: You did a great job in developing the new training program, particularly the way you coordinated the information from so many sources. The training was well organized and delivered as scheduled. The Program Directors received positive feedback from prospective students.

37. Performance, Not Personality
Inappropriate: You are slow and unproductive. The entire project was delayed because you weren’t effective.
Better: As you know, you missed some important deadlines on the ABC assignment. Let’s talk about why it happened and develop a plan to ensure that it doesn’t happen again.

38. No Surprises
Inappropriate: I was very disappointed with the way you handled the problem with Sally Student last January. (First time issue raised).
Better: Discuss incident with employee shortly after it occurred. Understand reasons and develop plans to avoid similar situations in the future.

39. Evaluate On-The-Job Performance Only
Personal: Your issues with daycare are causing you to miss too much work.
Better: You have been late to work 3 times in the past 6 weeks. This impacts our ability to maintain adequate front office phone coverage during business hours. This cannot continue…

40. Evaluate On-The-Job Performance Only
Personal: You’ve had a rough year recovering from your stroke and we commend you for maintaining a positive attitude during this difficult time.
Better: **There is no appropriate way to include this information in a performance appraisal.

41. Effective Questions
Confrontational: Why do you keep making the same mistakes over and over again? Why can’t you learn?
Better: Let’s talk about the XXX incident. How can we help you handle this kind of situation more effectively in the future?

42. If Employee Is Not Meeting Expectations …
Work with employee to determine cause
Focus on solutions, not blame
Create performance improvement plan
Provide frequent coaching and feedback
Serious and/or ongoing performance problems may be addressed through progressive discipline
Contact HR for guidance with progressive discipline.
Causes of poor performance:
Inadequate skills, basic knowledge or experience
Expectations for job have changed
Poor organizational or time management skills/habits
Inappropriate match between job and employee
Personal problems

43. After the meeting log back into Halogen and add any comments needed
After the meeting log back into Halogen and add any comments needed. This finalizes the evaluation.
This can provide a space for employees to write any disagreements

44. Questions?