HR Fundamentals

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HR Fundamentals

• Classified Performance Evaluation
• Susan Alt
• Director
• Employee and Labor Relations
• March 12, 2009

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Performance Evaluations

• Non-Academic Professionals Administrators
• Due date April 15, 2009
• Human Resources/Affirmative Action
• 110 Hamilton Hall, 994-2042
• Marj Brown (marjb_at_montana.edu)
• Diane Letendre (dletendre_at_montana.edu)

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Performance Evaluations

• Faculty
• Due Date March 31, 2009
• Faculty Handbook specifies the policies and
  procedures for annual review of tenurable and
  non-tenurable faculty
• Provosts Office
• 212 Montana Hall, 994-4371

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Performance Management

• Definition process in which management and
  employees work together to accomplish the
  mission, goals and objectives of their
  organization
• More than an annual paper shuffle
• A constant ongoing process (few jobs remain
  constant)

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Performance Management

• Requires continual communication and gathering of
  information about performance
• Cyclical process
• Planning, setting expectations, and communicating
• Observation and communicating
• Evaluation and communicating

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Performance Evaluation

• Definition a more involved feedback session,
  with discussion, covering many aspects of
  performance over a period of time
• Formal, Written
• Done WITH the employee, not TO the employee
• Communicate, communicate, communicate!
• No surprises!

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Purpose, Process, Procedure

• Purpose why do it?
• Process how to do it?
• Procedure how we do it at MSU!

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Purpose

• Purpose - Why Do It?
• Personnel Policy 600 http//www2.montana.edu/pol
  icy/performance evaluation policy.htm
• An annual performance evaluation is required for
  classified and contract professional employees
  the formal annual evaluation will identify job
  responsibilities and performance objectives and
  measure actual performance against identified job
  duties and expectations.
• Management Best Practice aids in making
  management decisions ensures that department and
  unit mission, goals, and objectives are in
  alignment and being met

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Purpose, contd

• Provides on-going, two-way communication between
  employee and the manager
• Sets clear expectations to employees
• Employees want to know what is expected of them
• Facilitates employee development and growth
• Retain good employees attract, focus, and keep
  your most talented employees
• Satisfactory participation in the performance
  evaluation process is required before considering
  a supervisors request to award
• Flexible Pay Options available through the MUS
  Staff Compensation Plan

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ProcessTools

• Updated job/role description
• Review and/or update duties, tasks, activities
• Set/establish expectations and/or goals
• Focus on job related skills or activities
  realistic and achievable
• Work performance and behaviors objectively
  observable and measurable
• Reasonable indicators of successful performance
  are expressed in terms of quality, quantity,
  timeliness, cost
• Performance measures/indicators are subject to
  change, are not permanent, are not perfect
•  

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ProcessFeedback

• Definition information about performance
  communicated to the employee soon after the
  performance occurs or the information is gathered
• Characteristics of good feedback
• Immediate (delayed)
• Objective (subjective)
• Attentive (domineering)
• Descriptive (evaluative)
• Specific (general)
• One of the most effective ways to reinforce or
  increase productivity involves providing
  employees with specific feedback about their
  performance, at a high frequency, immediately
  following performance

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Process, Dos

• Plan ahead, plan for the desired outcome
• No Interruptions
• In writing, face-to face
• Done WITH the employee, not TO the employee
• Job related skills and activities
• Communicate, communicate, communicate

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Process, Donts

• Formal official document!
• Do not discriminate on basis of race, sex, ethnic
  origin, marital status, religion, sexual
  orientation, or disability
• Do not focus on personality
• No surprises!

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ProcessRating Performance

• Exceeds Frequently exceeds performance
  standards for the position. Employee makes unique
  and significant contributions to the department.
• Meets Meets performance standards for the
  position. Consistently and effectively performs
  job duties.
• Needs Improvement Fails to meet performance
  standards for the position. Improvement is needed.

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ProcessCommon Rating Errors

• Central tendency
• Leniency
• Halo effect
• Devil effect
• Contrast and similarity
• Recency effect

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Procedure

• How To Do Them, the MSU Way!
• Forms to use http//www.montana.edu/pps/Employee
  Relations.htm
• Version 2, historical form
• If you wish to design an alternate evaluation
  tool for classified employees, it must be
  pre-approved by Employee Labor Relations.
• Version 1, developed with MPEA ad hoc labor
  management committee

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Procedure, contd

• New this year - cover sheet to facilitate
  administrative processing
• Employees signature acknowledges that the
  evaluation was discussed, and has been provided a
  copy does not necessarily indicate agreement
  with the content
• Submit completed classified evaluations to
  Employee Labor Relations, 201 Montana Hall
• Deadline no later than April 15
• Ultimately all performance evaluations will be
  retained in the employees official personnel
  file maintained by the Human Resources office, 19
  Montana Hall

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Procedure, contd

• Rebuttal process No grievance process
• An employee who disagrees with the evaluation of
  his or her supervisor may submit a written
  request for review by the supervisors
  supervisor.
• The written request must outline the specific
  areas of disagreement and the reasons the
  employee disagrees with the supervisors
  evaluation.
• The decision of the supervisors supervisor will
  be the final decision on the evaluation.
• The employees written disagreement will be
  included with a copy of the final performance
  evaluation and placed in the employees personnel
  file.

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FAQs

• Should probationary employees be evaluated during
  the probationary period?
• Rec conduct the discussion immediately upon
  conclusion of the probationary period
• My supervisor asked me to fill out my own
  evaluation. Is this legit?
• Yes. This method may meet multiple managerial
  needs.

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FAQs, contd

• A supervisor cant possibly know about everything
  employees do. They cant be constantly be looking
  over the employees shoulder, nor, do employees
  want this. Yet, the supervisor does need to
  gather information to determine when and what to
  communicate to the employee.
• Aids the discussion
• Self evaluation by the employee may help
  establish the thought processes for an effective
  discussion
• May help align employee and supervisor
  understanding of the job duties

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Thank-you!

• MSU Human Resources
• Kathy McNeill
• Lead Management Trainer
• Professional Development Center (PDC)
• State Human Resources Division
• MT Department of Administration