a roadmap for effective performance appraisals performance appraisals...effective motivational tool...
TRANSCRIPT
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A Roadmap for
Effective
Performance
Appraisals
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Discuss the value
of appraisals
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• Mission
• Vision
• Core values
• Strategic plan
Establish/Revise
• Job descriptions
• Key performance
indicators
• Goals
Plan
• Frequent
feedback
• Training
Support
• Appraisals
• Developmental plans
• Recognition
Review
Performance
Management
Cycle
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Why appraisals matter
1
3
Effective
motivational
tool
4
2Determine
developmental
needs and set
goals
Roadmap for
career paths at
Collin College
Strengthen
relationships
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Review Collin College’s
performance appraisal
components and
processes
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Who must be evaluated?
All full-time staff
New hires with start dates prior to May 1 of the
current yearEmployees hired after May 1 will receive only 90-day
evaluations
HR coordinates 90-day evaluations
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When must appraisals be completed?
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JULY 31
Team members
complete self-
assessments
One-on-one
appraisal
meetings
Managers make any
agreed-upon edits to
appraisals and click
“Submit”
Team members
and managers
digitally sign
May 28
2
4 3
5 7
Team members
add FY18-19 goals
to system
TODAY
Managers
approve goals
Managers complete appraisals
up to stop page, click “Save and
Exit,” and schedule meetings
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June 14
1 2
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Performance indicators
All full-time staffEssential Job Functions (greatest consideration)
Customer/Client Service
Communications
Decision Making/Problem Solving
Initiative
Balance of Quality and Quantity of Work
Demonstration of Core Values
Staff in supervisory rolesEffective Hiring
Performance Management
Teambuilding
Delegation8
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Performance Ratings
Needs Improvement
Meets Expectations
Exceeds Expectations
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Performance of essential job functions is ineffective or
problematic
Inconsistent demonstration of competencies and
Inconsistent demonstration of core values
Not engaged and does not contribute to the job, division, or
Collin College
One or more of the terms “occasionally,” “marginally,” or
“inadequately” applies
Received multiple Level I actions without significant
improvement/change
Received a Level II disciplinary action during the
performance period
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Needs Improvement
Comments must be provided for all ratings of Needs Improvement in the self-assessment
and appraisal
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Successfully performs essential job functions
Demonstrates core values
Performance is satisfactory in all major
respects, such as quality, timeliness, results,
etc.
Consistent, positive progress is occurring
One or more of the terms “usually,”
“frequently,” “successfully,” or “effectively”
applies
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Meets Expectations
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Clearly and consistently exceeds job
expectations
Initiates and completes exceptional work
beyond job functions or
Demonstrates competencies and core values
in an outstanding manner
Terms such as “outstanding” and “impressive”
apply
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Exceeds Expectations
Comments must be provided for all ratings of Exceeds Expectations in the self-assessment
and appraisal
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Tips to make a
stand-out
self-assessment
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Research and document
Read your job description and note your
performance of duties
DocumentSuccess toward FY18-19 goals
College service and involvement
Professional development and training
In Word, rewrite notes and organize by
performance indicators and achievements
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Writing self-assessment comments
Include facts and figures to
quantify results
“Outperformed 2017-2018 student
satisfaction goals by more than
135 percent.”
Tie individual
contributions to team
successes
“By contributing my expertise in
[skill], our team was able to
accomplish [achievement].”
Use action verbs“Overhauled”
“Accelerated”
“Enforced”
“Displayed”
Use “I”
Unlike in traditional business
writing, it is OK to use “I.” Vary
your sentence structure to avoid
redundancy.
Be honest and critical
Use phrases like
“This is an area I want to work
on.”
“This is what I've learned.”
“This is what we should do going
forward."
Use spellcheck and
proofread
You don’t want your manager to
be distracted by typos and
mistakes.
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Goal Setting
Consider goals that enhancePersonal or departmental productivity
Personal or departmental efficiency
Personal knowledge
Personal growth
Create goals that are SMART: Specific,
Measurable, Achievable, Relevant, and Time-based
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Managers’
responsibilities and
essential elements of
effective appraisals
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Prepare, prepare, prepare
Review team member’s: Job description
Success toward current goals
Contributions throughout the year
Disciplinary actions and coaching documentation
Consider:Improvements (or lack thereof) since the previous appraisal
Strengths to build on
Training and development needed for current and future roles
Carefully review the team member’s self-
assessment and re-assign if it is incomplete
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Beware of bias
Negative bias as a result of
Anything that affects your ability to be impartial,
such as personality conflicts
Team member’s one mistake or minor weakness
Your impossibly high standards
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Positive bias as a result of
Great results in recent task or one area but
overall poor performance
Personal friendship
Similar values, beliefs, or background
Desire to avoid conflict or hurt feelings
Performance in previous years
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Creating feedback statements
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Specific examples, results and
behaviors that are relevant to
performance indicators
Coaching activities in comment
boxes for performance indicators
Examples: “Consistently smiles and treats
students with courtesy even in
extremely busy work times.”
“Training resulted in 7% decrease
in errors.”
Generalizations
Comments on personality
Listing coaching as disciplinary
action
Examples: “Performs well when he takes his
medication.”
“Not a people person.”
“Needs to do better.”
What to
include
What to
avoid
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Overall appraisal ratings
Needs Improvement
Meets
Expectations
Exceeds Expectations
Consider all performance indicators, achievements, and goal
completion
Needs Improvement must be given in cases of Level II disciplinary action
Team member will not be eligible for an annual salary increase
Work with HR to develop a 30-60-90 day action plan to address
performance and/or behaviors
Needs Improvement should not be a surprise; prior
disciplinary action and performance discussions should be
documented
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One-on-ones
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Allot an hour for each meeting
Include discussion of self-assessments
Do not terminate or make promises of promotions
or job security
Take ownership for the review and ratings
Listen when team members disagree and respond
with facts
Ask team members for feedback about your
leadership and how you can help them succeed
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Thank you!
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Resources
▷ Presentation template by SlidesCarnival
▷ The Value of Ongoing Performance Management, Melany Gallant,
www.saba.com/blog/the-value-of-ongoing-performance-management
▷ Examples of Great Employee Goals, David Ingram,
https://smallbusiness.chron.com/examples-great-employee-goals-11734.html
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