1. PERFORMANCE EVALUATIONS – WHY DO THEY GO WRONG?
TEAM BOWLING GREEN 2016

2. WHAT PERSONNEL TASKS DO MANAGERS DISLIKE THE MOST?
FIRING AN EMPLOYEE

3. WHAT PERSONNEL TASKS DO MANAGERS DISLIKE THE MOST?
FIRING AN EMPLOYEE
CONDUCTING PERFORMANCE APPRAISALS

4. WHY EVALUATE PERFORMANCE?
DOCUMENT PERFORMANCE
GOAL SETTING / EMPLOYEE & ORGANIZATION
DOCUMENT ISSUES
PROMOTIONAL OPPORTUNITIES
GIVE FEEDBACK
SO EMPLOYEE KNOWS EXPECTATIONS
DOCUMENT FOR LATER DISCIPLINE OR TERMINATION
WHY EVALUATE PERFORMANCE?

5. WHAT SHOULD PERFORMANCE APPRAISAL INCLUDE?
GOALS WITH MEASURABLE OUTCOMES (e.g. priorities, deadlines)
CLEAR STANDARDS, EXPECTATIONS
HOLD INTERIM DISCUSSIONS AND PROVIDE FEEDBACK ABOUT EMPLOYEE PERFORMANCE, INCLUDING POSITIVE & CONSTRUCTIVE CRITICISM
COACHING & IMPROVEMENT PLAN IF EMPLOYEE NOT MEETING EXPECTATIONS
WHAT SHOULD PERFORMANCE APPRAISAL INCLUDE?

6. WHERE DO MANAGERS GO WRONG?
APPRAISALS ARE USUALLY ANNUAL
EMPLOYEES NEED MORE FREQUENT FEEDBACK AND GOAL PLANNING
SHOULDN’T CONTAIN SURPRISES, SHOULD SUMMARIZE COMMENTS EMPLOYEE HAS HEARD THROUGHOUT THE YEAR
UNPLEASANT SURPRISES INDICATE SUPERVISOR IS NOT BEING CANDID OR COMMUNICATIVE WITH EMPLOYEE
WHERE DO MANAGERS GO WRONG?

7. WHERE DO MANAGERS GO WRONG?
APPRAISAL SHOULDN’T BE A ONE-WAY LECTURE
BETTER TO HAVE TWO-WAY DISCUSSION WITH EMPLOYEE ASSESSING HIS/HER OWN PERFORMANCE AND SETTING GOALS FOR IMPROVEMENT
WHERE DO MANAGERS GO WRONG?

8. WHERE DO MANAGERS GO WRONG?
RATINGS BY ONE SUPERVISOR OR DEPARTMENT ARE UNIFORMLY “EXCELLENT” OR “SATISFACTORY”
IT IS INAPPROPRIATE / ILLOGICAL TO RATE EVERYONE AT THE SAME LEVEL
THE BEST EMPLOYEES SHOULD BE RECEIVING THE BEST RATINGS
WHERE DO MANAGERS GO WRONG?

9. WHERE DO MANAGERS GO WRONG?
EVALUATION INFLATION
RATING MEDIOCRE EMPLOYEE AS COMPETENT; COMPETENT AS COMMENDABLE
SUPERVISOR DOES NOT WANT TO CONFRONT EMPLOYEE OVER CERTAIN WORK ISSUES SO GIVES ‘COMPETENT’ RATING
GIVING POSITIVE FACTORS TOO MUCH WEIGHT OVER NEGATIVE ONES
WHERE DO MANAGERS GO WRONG?

10. WHERE DO MANAGERS GO WRONG?
EVALUATION OF ATTITUDE, NOT PERFORMANCE
VAGUE STATEMENTS ABOUT DEMEANOR CAN BE MISCONSTRUED AND POSSIBLE SOURCE OF GRIEVANCE OR DISCRIMINATION CLAIM
AVOID USE OF THE WORD “ATTITUDE”. FOCUS ON EXAMPLES OF PERFORMANCE ISSUES.
WHERE DO MANAGERS GO WRONG?

11. WHERE DO MANAGERS GO WRONG?
EMPLOYEES WHO ARE DISMISSED RECENTLY RECEIVED EVALUATIONS RANGING FROM “COMPETENT” TO “EXCELLENT”
REVIEWS HELP DOCUMENT PERFORMANCE IN CASE DISMISSAL BECOMES NECESSARY. AN INCORRECT APPRAISAL CAN MAKE IT DIFFICULT FOR EMPLOYER TO DEFEND ITS ACTIONS LATER
WHERE DO MANAGERS GO WRONG?

12. HOW TO IMPROVE PERFORMANCE APPRAISALS
1. USE THE DOCUMENT PERIODICALLY, AT LEAST QUARTERLY, TO ASSESS PROGRESS
USE IT AS A RUNNING RECORD OF PERFORMANCE DISCUSSIONS ALL YEAR; ACCOMPLISHMENTS & PROGRESS
OTHERWISE, WHAT DO YOU REMEMBER EXCEPT WHAT HAPPENED THE PAST FEW WEEKS?
DON’T LET A SINGLE INCIDENT (GOOD OR BAD) COLOR YOUR ASSESSMENT
HOW TO IMPROVE PERFORMANCE APPRAISALS

13. HOW TO IMPROVE PERFORMANCE APPRAISALS
DOCUMENT PERIODICALLY
INCLUDE POSITIVE & NEGATIVE BEHAVIORS
WRITE OBSERVATIONS, NOT ASSUMPTIONS
AVOID BIASED LANGUAGE. LANGUAGE INAPPROPRIATE IN CONVERSATION IS ALSO INAPPROPRIATE IN THE LOG
PROVIDE REGULAR FEEDBACK
HOW TO IMPROVE PERFORMANCE APPRAISALS

14. HOW TO IMPROVE PERFORMANCE APPRAISALS
2. ENGAGE EMPLOYEE IN TWO-WAY POSITIVE DISCUSSION
EMPLOYEE SHOULD BE TALKING AT LEAST HALF OF THE TIME
MAKE MAJORITY OF CONVERSATION POSITIVE, REINFORCING, AND DEVELOPMENTAL
SET THE RIGHT ATMOSPHERE: COMFORTABLE SETTING, CONVENIENT TIME, ALLOW FOR UNINTERRUPTED TIME
HOW TO IMPROVE PERFORMANCE APPRAISALS

15. HOW TO IMPROVE PERFORMANCE APPRAISALS
3. FOCUS ON RESULTS
DESCRIBE PERFORMANCE PROBLEM: FOCUS ON EMPLOYEE’S RESULTS IN SPECIFIC, NONJUDGMENTAL TERMS
REINFORCE PERFORMANCE STANDARDS; REFER TO JOB DESCRIPTION IF NEEDED
DEVELOP PLAN FOR IMPROVEMENT; ASK EMPLOYEE FOR SOLUTIONS
HOW TO IMPROVE PERFORMANCE APPRAISALS

16. HOW TO IMPROVE PERFORMANCE APPRAISALS
3. FOCUS ON RESULTS
OFFER YOUR HELP, COMMITMENT TO TRAINING, RESOURCES, & ASSISTANCE TO REACH PERFORMANCE GOALS
ALTERNATE POSITIVE & NEGATIVE COMMENTS IF YOU HAVE LIST OF PERFORMANCE PROBLEMS TO ADDRESS
EMPHASIZE THE EMPLOYEE’S POTENTIAL, POINT OUT STRENGTHS
HOW TO IMPROVE PERFORMANCE APPRAISALS

17. HOW TO IMPROVE PERFORMANCE APPRAISALS
4. SET GOALS THAT REINFORCE EMPLOYEE’S ABILITY TO PLAN AND IMPLEMENT THE STEPS NECESSARY TO REACH THE GOAL
INVOLVE EMPLOYEE IN SETTING GOALS
KEEP GOALS REALISTIC: DIFFICULT, DESIRABLE, DOABLE
FIND OUT WHAT MOTIVATES THE EMPLOYEE, TO MAKE WORK “FLOW”
AVOID MICROMANAGEMENT
HOW TO IMPROVE PERFORMANCE APPRAISALS

18. HOW TO IMPROVE PERFORMANCE APPRAISALS
5. TURN NEGATIVES INTO POSITIVES
USE CLEAR, NONJUDGMENTAL LANGUAGE THAT FOCUSES ON RESULTS & BEHAVOR. NOTICE THE POSITIVE & NEGATIVE
ASPECTS OF THESE STATEMENTS: • “Your work has been sloppy lately.” (Negative: too vague) • “Your last three reports contained an unacceptable number of statistical errors.” (Positive: cites specifics)
HOW TO IMPROVE PERFORMANCE APPRAISALS

19. HOW TO IMPROVE PERFORMANCE APPRAISALS
5. TURN NEGATIVES INTO POSITIVES • “You’re obviously not a mathematician.” (Negative: focuses on the person, not on performance) • “I know you’re capable of producing more accurate work.” (Positive: reaffirms confidence in employee’s abilities) • “Don’t let it happen again.” (Negative: blanket demands) • “How can we prevent errors from creeping into reports?” (Positive: asks for feedback on improving performance)
HOW TO IMPROVE PERFORMANCE APPRAISALS

20. HOW TO IMPROVE PERFORMANCE APPRAISALS
6. SELF-EVALUATION
DON’T ASK EMPLOYEE TO FILL OUT THEIR OWN EVALUATION FORM
BUT… ASK SOME CORE QUESTIONS
HOW DO YOU FEEL YOU HAVE PERFORMED THIS YEAR?
WHY IS THE CITY A BETTER PLACE BECAUSE YOU ARE HERE?
WHAT HAVE YOU SPECIFICALLY ACCOMPLISHED IN TERMS OF DECREASING EXPENSES, INCREASING EFFICIENCY, OR SAVING TIME?
HOW TO IMPROVE PERFORMANCE APPRAISALS

21. HOW TO IMPROVE PERFORMANCE APPRAISALS
6. SELF-EVALUATION
WHICH PERFORMANCE AREAS DO YOU WISH TO DEVELOP?
WHAT CAN I, AS YOUR SUPERVISOR, DO TO HELP YOU BY PROVIDING DIRECTION AND FEEDBACK, TO HELP YOU BUILD YOUR SKILLS AND STRENGTHEN YOUR PERFORMANCE?
WHAT ARE YOUR GOALS FOR NEXT YEAR?
WHAT ARE MEASURABLE OUTCOMES SO YOU WILL KNOW YOU REACHED THOSE GOALS?
HOW TO IMPROVE PERFORMANCE APPRAISALS

22. CITY OF BG EVALUATION TIMELINE
PERFORMANCE OBJECTIVES FORM(S)
JULY: ESTABLISH/PLAN PERFORMANCE OBJECTIVES & STANDARDS FOR NEW FISCAL YEAR; SIGN OBJECTIVES FORM; KEEP IN FILE
JANUARY: COMPLETE PROGRESS REVIEW AND SIGN OBJECTIVES FORM; KEEP IN FILE
JUNE: COMPLETE ANNUAL REVIEW SECTION AND SUBMIT WITH PERF. MGMT. REPORT FORM
CITY OF BG EVALUATION TIMELINE

24. CITY OF BG EVALUATION TIMELINE
PERFORMANCE MANAGEMENT REPORT (EVALUATION) FORM
JUNE: COMPLETE ALL SECTIONS OF THE REPORT, MEET WITH EMPLOYEE, SIGN
FORWARD REPORT WITH COMPLETED OBJECTIVES FORM TO SUPV., DEPT. HEAD
SUBMIT TO H.R. FOR REVIEW, FILE
PERFORMANCE OBJECTIVES FORM(S)
JULY: RESTART FOR NEW YEAR
CITY OF BG EVALUATION TIMELINE

25. PERFORMANCE DIMENSIONS
SPECIFIC TO DIFFERENT OCCUPATIONAL GROUPS
ALL SHOULD BE RATED OR “UNOBSERVED/NA”
ANY DIMENSION RATED “NEEDS IMPROVEMENT” OR “UNSATISFACTORY” SHOULD THEN HAVE COMMENTS UNDER “ACTIONS FOR IMPROVEMENT”
RATING SYSTEM

27. CRITICAL DIMENSIONS PERFORMANCE CRITICAL FOR SUCCESS ON JOB
SELECT AT LEAST FIVE
COULD BE THE SAME FOR ALL POSITIONS IN A JOB CLASSIFICATION
RATING SYSTEM

28. OVERALL PERFORMANCE SUMMARY
RATING SHOULD BE CONSISTENT WITH DIMENSION RATINGS IN PART 1
PERFORMANCE APPRAISAL PROCEDURES (PAGE 23 FROM MANUAL) PROVIDE GUIDANCE
SUPERVISORS/MANAGERS SHOULD ALSO WATCH FOR CONSISTENCY IN RATINGS FROM ONE EMPLOYEE TO ANOTHER / ONE SUPERVISOR TO ANOTHER
OVERALL PERFORMANCE SUMMARY

30. RESOURCES ON THE CLICK
DOCUMENTS – HUMAN RESOURCES – PERFORMANCE EVALUATION PROGRAM CATEGORY
PERFORMANCE MANAGEMENT DEFINITIONS MANUAL
PERFORMANCE MANAGEMENT MANUAL
PERFORMANCE APPRAISAL PROCEDURES (PAGE 23)
PERFORMANCE EVALUATION DO’S & DON’T’S
FORMS
PMP CODES FOR JOB TITLES ON CLASSIFICATION SCHEDULE UNDER THE “CLASSIFICATION/PAY SCHEDULE CATEGORY”