1 a dynamic tool for supervisors performance evaluation training for supervisors
TRANSCRIPT
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A Dynamic Tool for Supervisors
Performance Evaluation
Training for Supervisors
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Your presenters today
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Hello
HeartsHearts
ClubsClubs
DiamondsDiamonds
SpadesSpades
………….………..………….How do you define PE?.………..………….How do you define PE?
What are some reasonsWhat are some reasons…….……..….....……………PE does NOT get done?.……..….....……………PE does NOT get done?
What can supervisors What can supervisors …….…............……....…….…............……....…… do to make PE work do to make PE work??
What do you want to takeWhat do you want to take……...……...…………..… ...……...…………..… away from this sessionaway from this session??
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Hello Process…
Two minutes to plan how you will collect the information from everyone
Three minutes to actually collect the information
Three minutes to analyze the information and transfer it to newsprint
One minute (for each team) to report out a summary of the information
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Introductions…
Name
Title/Agency/Work Unit
Number of people you currently supervise
Number of years you have been a supervisor
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Objectives
Turn to Page 1
Participant Materials
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Agenda
Morning Agenda: Overview of the PE System Communicating for PE
Personal Styles Two-way Communication
Developing the Performance Program
Afternoon Agenda Developing the Performance Program - continued Observing and Giving Feedback Employee Development Planning Writing Appraisals and Conducting the Meeting
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Ground Rules
Begin and end on time.
Speak openly, share.
Make an effort to understand others’ views.
Stay focused:
No sidebars
Turn cell phones to vibrate
Use a parking lot
Have fun!
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Logistics
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Purpose of PE
Set Clear Expectations
Establish Clear Standards
Provide Observation/Feedback
Promote Employee Development
Increase Communication
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Performance Evaluation ProcessPerformance Evaluation Process
ONGOINGPROCESS
Step 1: Create performance program and developmental activities
Step 5: Conduct annual performance appraisal/rating and update of development activities
Step 2: Observe and assess performance
Step 4: Adjust performance program and development activities as needed
Step 3: Provide ongoing feedback and dialogue on performance
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The Core of Performance Evaluation
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Detailers Tend To:
Be quiet and thoughtful
Be organized, detail oriented, thorough
Carefully consider facts and data
Focus on tasks
Focus on accuracy and completeness
Work well independently
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Be direct and to the point React quickly and decisively Focus on the big picture Enjoy juggling several projects at
once Be action oriented Focus on tasks, goals and results Thrive on change
Directors Tend To:
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Promoters Tend To: ! Focus on group process/activities
Be future focused
Avoid routine and procedure
Enjoy change and variety
Volunteer for new projects
Have high energy
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Comrades Tend To:
Focus on the people issuesFocus on the people issues
Avoid conflict/strive for cooperationAvoid conflict/strive for cooperation
Be agreeable/easy to get along withBe agreeable/easy to get along with
Look for common groundLook for common ground
Get to know co-workers personallyGet to know co-workers personally
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Two-Way Communication
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Performance Evaluation ProcessPerformance Evaluation Process
Step 1: Create performance program and developmental activities
ONGOINGPROCESS
STEP
1 Create the Performance Program
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The Performance Program
To understand the job, define: Job responsibilities Tasks that meet the responsibilities Standards
STEP
1
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What are Task Statements?
Clear description of work to be done Directly related to the responsibility May include:
Outputs or products Where it is done How often it is done For whom it is done
STEP
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Steps in Identifying Tasks
Turn to Page 15
Participant Materials
STEP
1
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Tasks and Standards
Tasks – what work is to be done
Standards – how well work is to be done
STEP
1
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Standards
Clear picture of quality Objective way to evaluate Specific benchmarks
STEP
1
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SMART Standards
Specific
Measurable
Attainable
Relevant
Time-bound
STEP
1
- Clear, complete
- Objective, quantifiable
- Realistic
- Directly related to job output
- Specified time frame
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Not So SMART Standards
In a timely manner
Showing initiative
With good customer service
STEP
1
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Performance Evaluation ProcessPerformance Evaluation Process
Step 1: Create performance program and developmental activities
ONGOINGPROCESS
STEP
2
Step 2: Observe and assess performance
Observe and Assess
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Behaviors Are:
Actions a person takes/does not take
Observable Measurable Able to be described,
recorded, discussed objectively
STEP
2
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Problems with Perceptions
Subject to misinterpretation Subjective What you think not observe Lead to defensiveness
STEP
2
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Performance Evaluation ProcessPerformance Evaluation Process
Step 1: Create performance program and developmental activities
ONGOINGPROCESS
STEP
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Step 2: Observe and assess performance
Step 3: Provide ongoing feedback and dialogue on performance
Provide Ongoing Feedback
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Three Kinds of Feedback
Informational
Positive
Corrective
STEP
3
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Feedback
Focus on what (actions)……
……not why (motives)
STEP
3
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Behavior Based Feedback
Behavior you observed
Specific situation
Impact of the behavior
STEP
3
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Guidelines for Feedback
Be descriptive, specific
Make it timely
Stay future-focused
Keep records
STEP
3
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Performance Evaluation ProcessPerformance Evaluation Process
Step 1: Create performance program and developmental activities
ONGOINGPROCESS
STEP
4
Step 2: Observe and assess performance
Step 3: Provide ongoing feedback and dialogue on performance
Step 4: Adjust performance program and development activities as needed
Adjust Program/Development Activities
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Why Do Development Planning?Why Do Development Planning?STEP
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To help employees… Meet the standards of performance
program Grow in their present position Keep current in their field
Further their career goals
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Performance Evaluation ProcessPerformance Evaluation Process
Step 1: Create performance program and developmental activities
ONGOINGPROCESS
STEP
5
Step 2: Observe and assess performance
Step 3: Provide ongoing feedback and dialogue on performance
Step 5: Conduct annual performance appraisal/rating and update of development activities
Conduct Appraisal and Rating
Step 4: Adjust performance program and development activities as needed
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Writing Appraisal StatementsWriting Appraisal StatementsSTEP
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Participant Materials – Page 45 SMART terms keep the comments
behavior based
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The Appraisal MeetingThe Appraisal MeetingSTEP
5Participant Materials – Page 47 NO surprises Prepare Structure and communication skills Follow up
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Performance Evaluation ProcessPerformance Evaluation Process
ONGOINGPROCESS
Step 1: Create performance program and
developmental activities
Step 2: Observe and assess performance
Step 4: Adjust performance program and development activities as needed
Step 3: Provide ongoing feedback and dialogue on performance
Step 5: Conduct annual performance appraisal/rating and update of development activities
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Wrap up
3X5 Card – 1-2 sentence summary of the most important things from the program
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Wrap Up – Personal Planning
PDP FormOne or two areas for skill developmentTarget outcomesSteps you’ll takeResources you need
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