1. Nova Southeastern University Nova Southeastern University facilitated by: facilitated by: Aaron Greenberg and Maureen Simunek-Appelt Office of Human Resources Performance Management: Focus on Performance Appraisals

2. Course Objectives After completing this workshop, the learner will be able to: Understand NSU ’ s performance rating scale Fill out a Performance Appraisal Form Conduct meaningful performance appraisal discussions Be prepared for some common challenges of the appraisal process Set effective goals with employees

3. Your Experience Think about your last review: What thoughts come to mind? What went right, what went wrong?

4. An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success. Performance Management Communicate ObserveEvaluate Set Goals

5. Why Manage Performance? Curb or redirect non-productive activities Curb or redirect non-productive activities Encourage and reward behaviors aligned with organizational mission and goals Encourage and reward behaviors aligned with organizational mission and goals To reach organizational mission and goals To reach organizational mission and goals

6. What do Employees Expect? Clear expectations Clear expectations Positive/constructive feedback on a regular basis Positive/constructive feedback on a regular basis Involvement in goal setting Involvement in goal setting Be treated fairly and consistently Be treated fairly and consistently Sharing of information and resources Sharing of information and resources Job/career enrichment opportunities Job/career enrichment opportunities

7. Planning for the Process Review employee’s job description Review employee’s job description Understand the performance measurement system Understand the performance measurement system Review notes from the year Review notes from the year Understand employee expectations Understand employee expectations

8. Types of Appraisal Forms Exempt Exempt Exempt Managerial Exempt Managerial Non-Exempt Non-Exempt Senior Administrator Senior Administrator Forms are available online at: Forms are available online at: http://www.nova.edu/cwis/hrd/ohrforms.html

9. Rating Scale 4 - Excellent (Exceeds Standards) 3 - Good (Fully Meets Standards) 2 – Acceptable (Usually Meets Standards) 1 – Unsatisfactory (Fails to Meet Standards)

10. Excellent (Exceeds Standards)  Clearly considered to be exceptional performers.  Consistently exceed the communicated expectations of the job function, responsibility or goal.  Demonstrate unique understanding of work beyond assigned area of responsibility.  Identify needs and provide unique, innovative and workable solutions to problems.  Identify needs and provide unique, innovative and workable solutions to problems.  Achievements and abilities are obvious to subordinates, peers, managers and customers.

11. Good (Fully Meets Standards) These employees are “on track” and fully achieve expectations. These employees are “on track” and fully achieve expectations. Independently and competently perform all aspects of the job function, responsibility, or goal. Independently and competently perform all aspects of the job function, responsibility, or goal. Performance consistently meets the requirements, standards, or objectives of the job. Performance consistently meets the requirements, standards, or objectives of the job. Occasionally exceeds requirements. Occasionally exceeds requirements. Recognizes, participates in, and adjusts to changing situations and work assignments. Recognizes, participates in, and adjusts to changing situations and work assignments.

12. Acceptable (Usually Meets Standards) Generally meet expectations required for the position. Generally meet expectations required for the position. Competently perform most aspects of the job function, responsibility or goal. Competently perform most aspects of the job function, responsibility or goal. May require improvement in one or two areas of consistent weakness. May require improvement in one or two areas of consistent weakness. Employee requires coaching in a weak area or may need additional resources or training to meet expectations. Employee requires coaching in a weak area or may need additional resources or training to meet expectations.

13. Unsatisfactory (Fails to Meet Standards) Employees with this rating fail to satisfactorily perform most aspects of the position (or function). Employees with this rating fail to satisfactorily perform most aspects of the position (or function). Performance levels are below established requirements for the job. Performance levels are below established requirements for the job. Employee requires close guidance and direction in order to perform routine job duties. Employee requires close guidance and direction in order to perform routine job duties. Performance may impede the work of others and the unit. Performance may impede the work of others and the unit. A performance improvement plan must be submitted to OHR. A performance improvement plan must be submitted to OHR.

14. Scheduling the Meeting Notice Notice Location Location Self-evaluation Self-evaluation Appropriate form Appropriate form Comments Comments Supervisory approval Supervisory approval

15. Filling out the Form Review notes Review notes Behaviors vs. value judgments Behaviors vs. value judgments Align categories on form with employee’s job responsibilities Align categories on form with employee’s job responsibilities Optional categories Optional categories Set goals Set goals

16. Setting Effective Goals Quick Tips Quick Tips S.M.A.R.T. Goals S.M.A.R.T. Goals Specific Specific Measurable Measurable Achievable/Agreed Upon Achievable/Agreed Upon Relevant Relevant Time-bound Time-bound Aligned Aligned Adjustable AdjustableCommunicate ObserveEvaluate Set Goals

17. Common Mistakes Labeling Labeling Recency Recency Central Tendency Central Tendency Leniency Leniency Horns/Halo Effect Horns/Halo Effect Constancy Constancy Similarity Similarity

18. Performance Appraisal Practice Review Performance Appraisal for items that are: Review Performance Appraisal for items that are: Under-rated Under-rated Over-rated Over-rated Poorly stated Poorly stated Refer to employee background Refer to employee background Rewrite Performance Appraisal using tools reviewed today Rewrite Performance Appraisal using tools reviewed today Make sure to fill out the form completely including the Goals section Make sure to fill out the form completely including the Goals section

19. Common Performance Appraisal Challenges

20. Conducting the Meeting Review rating system Review rating system Discuss employee’s self review Discuss employee’s self review Let employee talk Let employee talk Be aware of all three parts of the messages you send: Be aware of all three parts of the messages you send: Words Tone Body Language Stay focused on performance Stay focused on performance

21. Dates to Remember Appraisals due to your HR contact before May 1, 2009 Appraisals due to your HR contact before May 1, 2009 Review form with HR contact before meeting with employee Review form with HR contact before meeting with employee No reclassifications between April 1 and July 31, 2009 No reclassifications between April 1 and July 31, 2009