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Performance Management Objectives

In this training you will learn the most effective methods to create constructive performance evaluations and how to communicate with employees during the performance process. To learn the basics of Performance Management To understand the purpose and strategies behind Performance Appraisals To gain knowledge of the performance management forms and tools To gain an understanding of the merit/awards process
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Performance Management
Performance Management Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes: Setting Objectives Discussing Expectations and Performance Standards Identifying Goals Providing Feedback Evaluating Results
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Performance Management
1. Develop/Review Position Description 9. Merit Rewards Process 2. Establish Performance Expectations

8. Discuss Possible Professional Development Plan

7. Formal Performance Evaluation (no surprises!)

The Annual Performance Management Process

3. Identify Tools and Training Needed

4. Ongoing Feedback and Communication

6. Adjust Assignments as Needed

5. Handle Issues as they Arise.

Performance Management
The Importance of Performance Planning
The purposes of the Division of Agriculture & Natural Resources performance management program are to: Provide a link between work planning for individual staff members and overall department and Division goals

Help staff members understand their job responsibilities and improve job performance
Recognize and reward staff member contributions, and foster professional development and career growth

Increase productivity and correct problems

Required in the determination of merit increases
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Performance Management
Developing Performance Goals/Objectives
Definitions of Performance Expectations

Performance expectations should be clear, brief, attainable, and measurable, and can be expressed in terms of: 1. 2. 3. 4. 5. 6. Quality Quantity Timeliness Effective use of Resources Manner of Performance Method of Performing
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Performance Management
Developing Performance Goals/Objectives
Avoid Unrealistic Goals

1. 2. 3.

4.

5.

Use specific examples of behaviors and of the desired results Avoid using evaluative terms which do not describe behaviors and/or outcomes, such as "good work" and "bad attitude" Be wary of using terms such as "always" and "never." It is not realistic to expect that a staff member will always perform perfectly and will never make a mistake Avoid using numbers in goals unless you actually intend to count the behavior Consider the cost/benefit of gathering data on performance
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Performance Management
Developing Performance Goals/Objectives
Verifying and Recording Performance

Methods of Verifying Performance Determined at the start of the evaluation period and discussed with the staff member. Direct observation Reports of others' observations Written records such as attendance, financial, assignment logs, and status reports

Results in the form of tangible products

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Performance Management
Developing Performance Goals/Objectives
Verifying and Recording Performance

Record Performance Record only job-related performance, avoid making statements about an individual Do not try to record every event; select a representative sample of performance Cross validate reports from others Record both positive and negative performance

Performance Management
Developing Performance Goals/Objectives
Example

Problem An employee has been making mistakes while entering the payroll for the last month. They have had to go back and correct their mistakes the next day, taking time away from other projects. Performance Need Employee needs to prepare all work accurately and on time in order to keep on schedule and provide the other administrative services as part of their job.

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Performance Management
Developing Performance Goals/Objectives
Example

Goal Go through PPS training refresher course, in order to keep up to date and get a reminder of the intricacies of the system (by November 2012). Outcome Skills to enter payroll into the PPS system, on time, with a lower rate of error, in order to free up time for other administrative tasks.

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Performance Management
Counseling and Coaching Tips
Share knowledge and experience Share feedback and observations Use questioning to stimulate thinking Facilitate by listening Encourage brainstorming Explore options and consequences together Allow the employee to find their own conclusions and solve their own problems when possible
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Probationary Period
After the New Hire
Probationary Period All professional and support staff employees who hold career appointments shall serve a probationary period during which time their work performance and general suitability shall be evaluated in writing. The probationary period is completed following six months of continuous service at one-half time or more without a break in service.

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Probationary Period
After the New Hire
Establish Performance Goals Performance goals and objectives are what an employee can look to, and what a supervisor can look to in order to understand the desired outcome of each function of the job. Employees and managers should meet to clarify expected outcomes and set objectives that coordinate the employee's job to department and campus objectives.

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Probationary Period
After the New Hire
Release from Employment Prior to Career Status At any time during the probationary period an employee may be released in accord with the appropriate personnel program/contract policy.

Extension of Probationary Period Under appropriate circumstances, the probationary period may be extended at the discretion of the staff personnel unit.

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Performance Management
Performance Appraisal
A formal performance review must be conducted each year consisting of discussions between the supervisor and the staff member and a written record of the appraisal.
Discussions should occur more frequently if needed, such as when new objectives are developed, or if the staff member requires a more structured approach in order to encourage improved performance. The content of the formal appraisal should not be a surprise.

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Performance Management
Performance Appraisal
Guidelines Frequent Communication Throughout the Year Judge Your Own Performance Warm-Up Period Be Candid & Be Specific Build on Strengths Be a Positive Listener Judge Performance - Not the Person

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Performance Management
Performance Appraisal
Assignment of Overall Performance Rating Overall performance ratings are qualified by four areas: 1. Exceeds Job Expectations 2. Meets Job Expectations

3. Partially Meets Job Expectations

4. Does Not Meet Job Expectations

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Performance Management
The Appraisal Discussion
Discussion Tips Clearly state the purpose of the meeting and explain the process Tell staff member what can come out of meeting, including future assignments, clear communication, and increased duties

Help the staff member feel at ease and receptive

Avoid criticism of personality or personal traits Use listening skills to separate facts from opinions Conclude with a summary of the main points of the discussion Inform staff member of the option to respond to the appraisal Have employee sign the form, or set a mutually agreeable date for signing the final form

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Performance Management
The Appraisal Discussion
Supervisor's Self Evaluation

Did things go well/poorly? Why? What topics were handled successfully/unsuccessfully? What subjects aroused the staff member's interest and involvement? Were all important points thoroughly discussed? What remains as unfinished business? What points should be raised at the next meeting? What performance should be monitored in the future?

What objectives should be set?

Is the staff member a possible candidate for promotion?
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