SWU Performance Evaluation Training

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2010

Performance Evaluation

Training

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Objectives

Why is Performance Management so

critical?

Benefits

Common Errors

H-M-L Conversations

Evaluation Techniques

Goal Setting

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The Gallup Q12 and Performance

Management

Q1 - I know what is expected of me at work

Q3 - At work, I have the opportunity to do what I do best everyday.

Q4 - In the last seven days, I have received recognition or praise for doing good work.

Q5 - My supervisor or someone at work seem to care about me as a person.

Q6 - There is someone at work who encourages my development

Q11 - In the last six months, someone at work has talked to me about my progress.

Q12 - This last year, I have had opportunities at work to learn and grow.

CQ8. The performance appraisal process at Scott & White is able to distinguish between good performers and poor performers

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Gallup and Employee Engagement

Gallup asked a random sample of 1,003

U.S. employees how much they agreed

with these two statements:

“My supervisor focuses on my

strengths or positive characteristics”

and “My supervisor focuses on my

weaknesses or negative

characteristics.” All other employees

were put into an “ignored” category

(25%).

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Gallup and Employee Engagement

If your manager focuses on your strengths,

your chances of being actively disengaged at

work are only 1 in 100

If your manager ignores you, though, you are

about twice as likely to be actively disengaged

at work than if your manager focuses on your

weaknesses.

Being overlooked, it seems, is more harmful to

employees’ engagement than having to

discuss their weaknesses with their manager.

The best employees don’t want to be coddled;

they want to matter. They want to be part of

something greater than themselves, and they

want to know how they contribute to that

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Studer Principles and Performance

Management

“If everyone in the organization doesn’t truly

understand the behavior that’s needed to be

successful, the organization won’t achieve it

goals.”-Studer

Alignment – A mere 7% of employees today

fully understand their company’s business

strategies and what’s expected of them in

order to help achieve company goals –

Harvard Business School Press.

Action – Studer assessments reveal 40 to 60

percent of the employees whom mangers say

are not meeting performance expectations

don’t have the shortcomings documented and

are not in any type of performance counseling

Accountability – How well does your current

evaluation system hold people accountable?

The majority answer fair – not worldclass

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Why are Evaluations so Critical?

Performance Management is an essential tool

for high performing organizations; it is one of

the manager’s most important responsibilities,

if not the most

Clarifies job responsibilities and expectations Enhances individual productivity

Develops employee capabilities to their fullest extent through effective feedback and coaching Drives behavior to align with the organization’s core values, goals and strategy

Provides a basis for making operational human capital decisions (pay)

Improves communication between employees and managers

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Performance Evaluation Benefits

Companies whose performance management facilitated communication of quantitative objectives and linked them with pay for performance enjoyed the lowest

turnover of all companies-Workforce Intelligence Report Motivates your employees by giving them clear

expectations

Provides the basis for decisions regarding HML ratings and Scott & White’s pay for performance plan

Provides legal protection for unemployment claims and wrongful terminations

Increases Staff Engagement and drives Customer Engagement

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Common Errors

Being indirect about problem areas Not being specific enough

Not paying attention to the overall picture

Focusing only on recent history - not the entire evaluation period

Viewing appraisals as interruptions, an obligation to rush through annually with minimal effort & disruption

– If you rush through an appraisal, the employee will feel as if they do not matter in the grand scheme of things

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Common Errors

Rating all subordinates at about the same point on a ranking scale, usually in the middle or judging all employees too leniently or too strictly

Allowing one very good or very bad rating to affect all other ratings of the employee (the "halo effect")

Permitting personal feelings to bias the evaluation Allowing irrelevant or non job-related factors to influence the evaluation (i.e., appearance, social standing, excused time off, EAP participation…) Failing to include unfavorable comments on the evaluation, even when justified

Failing to follow up with action plans for Low Performers

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High

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Middle

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Low

Those Crucial Conversations

High Performer Conversations

– Re-recruit your best performers by giving

specific positive feedback about:

 what they do well

 their accomplishments

 examples of positive attitude

– Share information about where the

organization is going

– Ask if there is anything you can do

for them to make their job better

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High

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Middle

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Low

Those Crucial Conversations

Middle Performer Conversations

– Use a support-coach-support technique

– Overall tone of the meeting must be positive

 Begin by reassuring these individuals

that you value their contributions

 Your goal is to retain them for they are a

valuable staff member

 Thank them for what they do well

 Identify and discuss one specific area

for development

– Something you would like them to improve and include this area in your goals for next year

 Complete the conversation by reaffirming their

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High

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Middle

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Low

Those Crucial Conversations

Low Performer Conversations

– Do not start the meeting out on a positive note

– Use the DESK approach:

 DESCRIBE - Describe what has been observed  EVALUATE - Evaluate how you feel

 SHOW - Show what needs to be done  KNOW - Ensure that employees

know the consequences of the continued poor performance

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High

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Middle

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Low

Those Crucial Conversations

Low Performer Conversations

– There can still be positive aspects but if the

overall outcome was below par, do not hide that fact, initiate that crucial conversation

– Develop an action plan to move the staff member

from Low to Medium

– Involve the employee to identify and discuss the

issues

– An action plan should detail the problem, the

steps to take to solve the problem, and a

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Low Performer Conversations

– Clearly show and set expectations

of what needs to change or be done

differently

– Express consequences of continuing with

same performance and behaviors

– Document and secure employee

understanding – receipt of feedback

– If they don’t agree let them provide feedback

on why and have a voice even though it does

not change your assessment

High

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Middle

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Low

Those Crucial Conversations

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Key Evaluation Techniques

Know your objectives going into the performance evaluation

– Review and rate prior year’s performance

– Provide feedback regarding development opportunities – Set goals and objectives for next year’s performance

Prioritize and focus on a few main points

– Do not give a “whitewash” evaluation, being honest and direct

adds value

Practice, practice, practice

– An evaluation should not take a long time.

– Performance reviews should be done in a pre-determined

amount of time designated for the evaluation component, setting performance targets and goals

Staff should be told about good/poor performance when it happens

– The review should not contain “new” information

Employees should be aware of how their performance will be assessed before the review (on hire)

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Goal Setting Priorities

Goals need to be difficult enough as to be challenging but “simple” enough to be attainable

Goals should be Specific, Measurable, Attainable, Relevant/Results-oriented & Time sensitive (SMART) Goals should be both short-term & long-term,

covering a variety of objectives, depending on the employee's current job responsibilities and future aspirations

Individual strengths and organizational objectives should be used to determine future goals

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Employee should take an active part in the

formulation of goals and action plans

Communicate to the employee how their

goals align with organizational objectives

Have an open mind about employee’s

future goals

New performance goals should be

recorded, reviewed regularly and modified

as needed

Goal Setting Priorities

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HLC Verification

All staff members are required to

complete all HLC courses by Nov. 1 to

receive a merit increase.

Managers should log into InSite to

verify that all employees have

completed.

– Go to InSite, HR, Education/Training,

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Online Evaluation Tools

The dates for the Manager Portion of the

Performance Evaluation process will be

10/1/2010 to 11/19/2010 (5 pm)

We encourage you to have your staff do a

self assessment

Please do not wait until the last week to

complete your evaluations

We encourage all supervisors to

complete the evaluation process as soon

as possible following 10/1/2010

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Online Evaluation Tools

Access the PeopleSoft website

There are two options for accessing this site:

1) From any computer with internet access type

mybenefits.sw.org in the browser address box 2) Click on InSite from your computer

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Online Evaluation Tools

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Online Evaluation Tools

Enter your User ID and Password,

then click “Sign In”

– Note: This User ID and Password is the same as your

regular Novell log-in information. If you need

assistance with your User ID or Password, please contact the Help Desk: 254-724-2501.

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Online Evaluation Tools

Select the Perf/Merit Incentives Tab

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Online Evaluation Tools

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Online Evaluation Tools

Follow the on screen instructions to initiate

performance review for your employees

The date to be used for all performance

evaluations is 10/01/2010

– Only those employees who report to you as of 10/01/2010 will be visible

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Online Evaluation Tools

Select the employee you wish to create a

performance evaluation

– Note: If any of your direct reports also supervise employees, you will be able to review or initiate an evaluation for those indirect reports by selecting the “drill down” button located to the right of the manager

Mary Beth Garfield

Kate Myers

Noah Bowman Victoria Bower

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Online Evaluation Tools

The Performance Evaluation has been designed in order to provide supervisors a tool with flexibility

The Job Summary is displayed in the beginning of the Performance Review and is in a bulleted format

Should you find any Job Descriptions that require modification, please have the director of your

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Online Evaluation Tools

A 5-point rating scale is used to rate the overall performance of each employee

One of the organizations goals by using this tool is to establish consistency in ratings across the

organization, each point on the scale has been defined and provides guidelines for use

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Online Evaluation Tools

In the Expectations section you will enter up to 8 tasks, goals or accomplishments your employee will be evaluated against

– This may be copied from the job description or major

responsibilities may be summarized

– This may also be copied from the goals you set during the

2009 review

– You will then rate each line

Expectations (Goals) Section represents 60% of the employee’s score

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Online Evaluation Tools

The next section to be completed is the

Organizational Competencies which represents 40% of the employee’s score

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Online Evaluation Tools

Once you have entered the Organizational

Competencies, Click SAVE to calculate the

employee’s score

You will be able to make changes to the

evaluation after you click SAVE

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Online Evaluation Tools

A sample of the recommended focus

of H-M-L conversations is displayed

for your use

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Online Evaluation Tools

The online evaluation tool provides a section

for you to establish goals for 2011 with your

employees

The 2011 Goals section is required and

assigned weights must equal 100%

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Online Evaluation Tools

Follow the on-screen instructions to

complete the Performance Evaluation

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Online Evaluation Tools

You will be able to view when your

employee has reviewed and accepted

the evaluation

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Online Evaluation Tools

(Employee)

Once the supervisor has completed the Performance Evaluation discussion with the employee and clicked EVALUATION CONVERSATION COMPLETE button, the employee will be able to review and accept their evaluation on-line the next day

A process must run nightly to make this transaction possible

– For example, If you complete the discussion with your employee on Tuesday, they will not be able to access their on-line evaluation until Wednesday