1. Performance Appraisal Review for Supervisors 2014 Facilitated by Susan Oakley Director of Employee Relations Susie Olmos-Soto Associate Director of Organizational Development

2. Who? All Staff Members in Regular Positions Hired Prior to January 1, 2015 Temporary Staff Optional, But Encouraged 2

3. What? Annual Performance Review – Looks Back January-December 2014 – Platform for Discussion of Work Recognize Accomplishments Discuss Ways to Grow Performance or Career Establish SMART Goals for 2015 – Accomplished in Three (3) Stages Self Appraisal Manager Evaluation Scheduled Performance Review Meeting 3

4. Why a Performance Appraisal? 4 Provides an Opportunity to Talk to Your Staff Provides an Opportunity to Measure Progress Provides an Opportunity to Discuss Challenges Before You Act on Them Provides Documentation for Merit Raise

5. I only need to pay attention to what’s happened in the past three (3) months My employees will like me better if I give them higher ratings If I tell them the truth it will cause hurt feelings The merit raise is small so why not give them all good ratings No one ever deserves the highest appraisal rating Common Appraisal Myths

6. Performance Appraisals Encourage Our Best Performers Performance Appraisals Motivate Poor Performers They Substantiate Promotions and Raises They Document Problems They Provide Future Reference Not-So-Common Appraisal Truths

7. What Do Employees Deserve? Mutual Respect Clear Expectations Ongoing Positive and Constructive Feedback Involvement in Goal Setting Being Treated Equitably and Consistently Sharing of Information and Resources Job/Career Enrichment Opportunities 7

8. What Do Managers Deserve? Mutual Respect Punctuality Appropriate Notification of Absences Appropriate Dress for the Workplace Appropriate Behavior and Communication for the Workplace Effective and Efficient Use of Time on Tasks Accurate and Completed Work 8

9. Before the Appraisal Prepare to Communicate Crucially By: 9 Mastering Your Stories Describing Gaps Preparing to Motivate Deciding Who will Do What by When Following-Up

10. First Steps to a Productive Appraisal 10 Self Appraisal - Empower your staff member to conduct their own appraisal prior to meeting and developing next year’s goals Manager Evaluation – It’s a joint effort, but you have the final say Set a Time and Place Allow Time for Feedback

11. Next Steps… Review Your Documentation (i.e., job description, calendars, notes, projects, goals met/unmet, etc…) Review Employee’s Self Appraisal Make Notes to Discuss During Evaluation Meeting 11

12. Conduct the Meeting Be Objective, Not Judgmental Give Specific Examples of Strengths and Areas for Improvement Ask Open-Ended Questions – Ex: What ideas do you have for improvement? How can that be accomplished? Listen Set Specific Goals and Timelines Develop Action Plans 12

13. Giving Praise Behavior: What aspects of the employee’s behavior is valuable? Effect: What positive effect does the behavior/performance have? Thank you: Where can you find opportunities to use this expression more? 13

14. Giving Corrective Feedback Behavior: State the specific behavior that is unacceptable Effect: Explain why the behavior is not appropriate or unacceptable Expectation: How/When the behavior should change Result: What will happen if the behavior continues/improves 14

15. Current Rating Scale for Non-Exempt EE:Exceeds Expectations ME:Meets Expectations NPD:Needs Performance Development DNM:Does Not Meet Expectations 15

16. EE - Exceeds Expectations Consistently exceeds the communicated expectations of the job function, responsibility, or goal Demonstrates exceptional understanding of work and the job Identifies unique, innovative and workable solutions to problems Achievements and abilities are obvious to coworkers and customers 16

17. ME - Meets Expectations “On track” and fully achieves expectations Independently and competently performs all aspects of the job function, responsibility, or goal Performance consistently meets requirements, standards, or objectives of the job Recognizes, participates in, and adjusts to changing work assignments 17

18. NPD - Needs Performance Development Generally meets expectations required for the position Competently performs most aspects of the job function, responsibility or goal May require coaching in a weak area or may need additional resources or training to meet expectations May be new to the position or have new duties/responsibilities 18

19. DNM - Does Not Meet Expectations Employee fails to satisfactorily perform most aspects of the job function Performance level is below established requirements for the job Employee requires close guidance and direction to perform routine job duties Performance may impede the work of others in the unit 19

20. Discussing Performance Can you help me understand what happened? What suggestions do you have for improvement? What possible solutions do you see for resolution? 20

21. Justifying Ratings Focus on Performance, Not Person Be Specific Be Consistent Document No Surprises 21

22. Setting SMART Goals this Year To Align with Vision in Action: Academy of Tomorrow Strategic Plan Results to be Achieved Conditions That Will Exist Time Frame Available Resources/Training 22

23. What do SMART Goals Look Like? 23

24. Why are SMART Goals Important to Employees? Mobilizes Employee Efforts Directs Attention Measures Outcomes Leads to Higher Levels of Performance Helps & Aligns with the Academy of Tomorrow Strategic Plan Affects the Strategies Employees Will Utilize to Accomplish Tasks Adds Value 24

25. Setting Meaningful TCU SMART Goals Vision in Action: Academy of Tomorrow Goal 1: Raise TCU’s Academic Profile and Reputation Goal 2: Fine-Tune the Size and Balance of the Student Body Goal 3: Create the Optimal Campus Environment SMART Goal Examples Ex: Complete 24 contact hours of professional development training by November 2015 Ex: Complete 9 hours of college credit hours by December 2015 Ex: Work within department guidelines to increase student retention rates by June 2015 Ex: Identify and correct three workflow processes for effective use of time and workspace by July 2015 Ex: Complete Customer Service training by March 20, 2015 25

26. Following Up Maintain Written Records Check in with Your Staff Regularly Respond Quickly to Requests for Help Conduct Regular Interim Reviews to Review Progress on Goals Evaluate Your Own Performance and its Effect on Your Employees 26

27. Things to Remember To not make hasty judgments To be aware of nonverbal cues To not be afraid of silence To not interrupt or allow interruptions To use “I” statements To say what you mean 27

28. Appraisal Location and Forms Click Forms & Publications Website – www.hr.tcu.eduwww.hr.tcu.edu

29. Appraisal Location and Forms 29 Click Employee Relations

30. Summary Prepare for the Appraisal Discussion Use Current and Accurate Job Description(s) Evaluate Performance Rather than Personality Evaluate Your Own Performance Give Positive and Corrective Feedback Be Open and Honest Involve the Employee in the Discussion Discuss Your Employee’s Goals Set Mutual Goals and Put Them in Writing Create the Climate, Know and Understand Your Staff 30

31. Dates to Remember Performance Appraisals Due in HR No Later than 5:00 p.m. Friday, January 30, 2015 Salary Planning Opens Wed., February 4, 2015 Salary Planning Closes Wed., February 18, 2015

32. Thank you! http://hr.tcu.edu/employee-services/manager- toolbox/performance-management/ 817.257.7790 askhr@tcu.edu