1. Performance Management Process

2. Guidelines Check Job description for accuracy.
Ensure expectations are mutually understood.
Keep notes and other documentation.
Review progress frequently.

3. Guidelines Provide ongoing feedback. Observe performance.
Be prepared for performance review discussion.

4. Set Goals Based on Job Requirements
Realistic
Measurable
Observable
Challenging
Prioritized
Slide Show Notes
Since goal-setting is central to an effective performance appraisal, it’s crucial to get it right. Set performance goals with employees that meet the following criteria:
Goals must be based on actual job requirements. Use the job description when setting performance goals.
Goals must be realistic and achievable—otherwise they will frustrate rather than motivate employees. They should account for changing conditions and priorities.
They must also be measurable, which means they are specific and practical.
Goals need to be observable in any number of areas, including time spent or results produced.
Goals must be challenging. They need to evolve with time. Once previous standards are met, raise the bar.
Finally, goals must be clearly prioritized so that employees know which are most important to you and the organization.

5. Document Performance Be objective. Include all employees.
Provide complete and accurate information.
Document regularly.
Slide Show Notes
Once you have measured employee performance, you need to document your findings in a useful way that will help you prepare for appraisal interviews and avoid discrimination charges. Here’s how:
Make sure all performance documentation is objective—based on performance, not personalities.
Document performance of all employees, not just troublemakers or star performers.
Be sure that your documentation provides complete and accurate information that will support your conclusions about employees’ performance. Include both favorable and unfavorable comments to give a realistic picture of performance. No one is perfect. No one is without some redeeming qualities.
Finally, document performance on a regular basis, not just before a scheduled performance appraisal—for example, at least once a month on each employee.

6. Include Employee Input on…
Goal setting
Designing action plans
Identifying strengths and weaknesses
Slide Show Notes
For the performance appraisal process to be most effective, you must get your employees involved from the beginning. Follow these guidelines:
Encourage employees to take an active role in:
Setting their performance goals;
Designing the action plans to help them achieve their goals; and
Identifying their professional strengths and weaknesses, and giving their input on how to improve these identified areas of their performance.
Also, involve employees in the performance appraisal meeting from preparation through the final report. Employees are much more vested in their performance when they play an important role in designing and guiding it.

7. Focus on the Outcome Tackle contentious issues.
Formalize forward planning.
Encourage self-appraisal.
Give positive feedback.
Work collaboratively to set goals.
Encourage professional development.

8. Performance Review Discussion
Formal step in an ongoing dialogue between employee and supervisor
Not a disciplinary or wage review meeting

9. Performance Review Discussion
Provides an opportunity to
air concerns
talk about careers
discuss learning opportunities
set goals
be inspired

10. Be Prepared! Review previous performance agreements
check the current job description for accuracy.
Review notes about past performance, highlighting positive areas of individual achievement.

11. Create an Atmosphere of Trust and Respect
Give plenty of notice.
Invite them to the interview yourself.
Meet in a neutral environment.

12. Create an Atmosphere of Trust and Respect
Allow ample time; show your team member that you take this meeting seriously.
Close the door to ensure privacy.
Don’t take phone calls or allow interruptions.

13. Create an Atmosphere of Trust and Respect
Use positive body language.
Start with a positive contribution.
No surprises or bombshells!

14. When Giving Feedback Be sincere. Be specific. Make it personal.
Be open to detail.

15. Potential Bias Central tendency Leniency Strict Halo effect
Horn effect

16. Potential Bias Recency Similar to me Comparison/contrast
First impressions
Length of service

17. Stay on Track Avoid wage and salary reviews.
Address one specific issue or activity at a time.
State your observations clearly and calmly.
Avoid sounding accusatory.

18. Listen Try to see their perspective.
Resist the urge to speak yourself.
Reflect before responding.
Show interest and encouragement.
Summarize the discussion.

19. Use Empathy, Not Sympathy
Empathy - the ability to put yourself in someone else’s shoes to understand the situation.
Sympathy - sharing the situation, embracing any problems and making them your own.

20. Learning Opportunities
See weaknesses as opportunities to learn
Set goals and agree on desired outcomes.
Visualize success with specific, measurable goals.
Collaborate.
Include a realistic schedule and budget.

21. Wrapping Up Build consensus between both parties.
Reinforce your commitment to their continued success.
Sign documents – no further changes should be made without the consent of both parties.
Signature of employee does not imply agreement.

22. Performance Management and Appraisal Adapted from materials by Business Legal Reports by: Deborah Gausvik Employee Relations Coordinator University of Georgia College of Agricultural and Environmental Sciences