1. 1 Performance Management Program SETTING OBJECTIVES COACHING EVALUATING GIVING & RECEIVING FEEDBACK

2. 2 Prepare, conduct & participate in an evaluation meeting Use IRC’s Performance Management Evaluation form and process Manage difficult conversations By the end of this training, you will be able to:

3. 3 What is a performance evaluation at IRC? Meeting between supervisor and employee At least once a year Provides written documentation of employee’s performance Submitted to HR; kept in confidential employee file

4. 4 Why Evaluate Performance? Assess progress on objectives Let’s employee know how they’re doing Documents performance Focuses on employee’s skill development areas Improves employee morale Links job to IRC’s mission

5. 5 How do you prepare? Schedule meeting Have specific examples of strengths Have specific examples of areas to improve Outline priority skill development Anticipate potential reactions Complete Evaluation form

6. 6 Where do you look to remember performance for past year? Review Job Description Were Objectives achieved? Review previous assessment Review notes of feedback Review cited examples Review samples of work Review records of disciplinary action

7. 7 The Performance Management Evaluation Form Key Objectives Key Accomplishments Areas for Growth / Improvement Overall Performance Rating

8. 8 Key Objectives ObjectivesResults & CommentsAssessment

9. 9 Specific examples Key Accomplishments Areas for Growth/Improvement

10. 10 Overall Performance Ratings Substantially Exceeds Expectations Exceeds Expectations Meets All Expectations Partially Meets Expectations Below Expectations

11. 11 Overall Performance Rating Scale

12. 12 Career Development What have you done for yourself in the past year in terms of professional skill development?

13. 13 What’s the timeline? 3 wks Schedule meeting & discuss roles Prepare 2 wks Write eval- uation Have Super- visor review Share evaluation 1 wk Meeting! Submit to own Supervisor Submit to HR

14. 14 *THE* MEETING In private, without interruptions Start with discussion questions Keep feedback descriptive & specific Review Evaluation Form Close by setting / adjusting performance objectives (or schedule meeting)

15. 15 Difficult Conversations - Activity

16. 16 Critical Feedback - Prepare Specific examples What is the impact? What is the purpose in bringing this up? What do you hope to accomplish? Write notes / rehearse Talk over before with Manager/HR

17. 17 Critical Feedback - Giving Be direct and simple: one issue at a time Provide examples, reasoning and impact Share purpose / Look to standards Invite solutions Determine communication going forward Remain professional

18. 18 Critical Feedback - Receiving Listen and assume it to be helpful Acknowledge (I hear you / You may be right) Paraphrase what the other person has said If necessary, ask questions to clarify (examples or specific suggestions) Thank the person for their feedback

19. 19 Wrap-up Take the time to prepare Send clear messages Empower, grow and retain your staff Resources: RescueNet; HR; Manager