20052006 Performance Evaluation

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2005-2006 Performance Evaluation Contributing to
Organizational Success Through Effective
Performance Appraisal, August 2003, SHRM White
Paper, Robert J. Green, Ph.D., SPHR, CCP, CBP,
GRP. The New Deal at Work, Harvard Business
Press, 2001 Peter Cappelli, George W. Taylor
Professor of Management and Director, Center for
Human Resources at Wharton, University of
Pennsylvania. Special Thanks to Rod Kelly,
Director of Classification and Compensation and
Alan Cohn, Director for Employee Relations for
their assistance and insight.
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What Constitutes an Effective Performance
Evaluation?
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• Effective Performance Evaluations
• Communicate the value of the employee their
  performance.
• Follow sound methods and practice.
• Are administered by skilled appraisers.
• Are based on effective planning and development.
• Contributing to Organizational Success Through
  Effective Performance Appraisal,
  August 2003, SHRM White Paper,Robert J. Green,
  Ph.D., SPHR, CCP, CBP, GRP.

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Many people think that the right form is 95 of
the battle. Experience shows that it is more
like 5.

• Factors that have significant impact on the
  success of the evaluation
• Clear performance expectations that are
  communicated clearly.
• Adequately trained appraisers and employees.
• Continuous measurement and feedback.
• Recognition of performance (good and poor) and
  application of the appropriate remedy.
• Appraisal based on job results rather than
  personal characteristics.
• Linking of good or poor performance to correct
  causes.
• Formulation of plans to correct poor performance
  and to build-on good performance.
• Contributing to Organizational Success Through
  Effective Performance Appraisal, August 2003,
  SHRM White Paper,Robert J. Green, Ph.D., SPHR,
  CCP, CBP, GRP.

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What Committed Employees Say

• I know what is expected of me
• I have the materials equipment I need to do my
  work right
• At work, I have the opportunity to do what I do
  best every day
• In the last several days, I have received
  recognition or praise for doing good work
• My supervisor, or someone at work, seems to care
  about me as a person
• There is someone at work who encourages my
  development
• At work, my opinions seem to count
• The mission or purpose of my company makes me
  feel my job is important
• My associates or fellow employees are committed
  to doing quality work
• I have a best friend at work
• In the last six months someone at work has talked
  to me about my progress
• In the last year, I have had opportunities to
  learn and grow

The Gallup Organization, Q12 Items, 2001
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2005-2006 Performance Evaluation Cycle
The performance evaluation should be completed by
the supervisor of record during the majority of
the performance period. If there were multiple
supervisors, all should provide input and
comments.
Jan
Feb
Dec
Mar
Nov
13 OCT due to HR
Begin Cycle
Due to HR
End Cycle
Apr
Oct
15 SEP due to Deans Office
May
Sep
Aug
10 AUG or later transfer losing org does eval9
AUG or earlier transfer gaining org does eval
Jun
Jul
25 JUL Must be hired before this date to receive
raise
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Ratings Defined

• Extraordinary Contributor
• Results or work that is characterized by
  exemplary performance throughout the entire
  rating period performance that is considerably
  and consistently well above core responsibilities
  and performance measures.
• Supervisors are encouraged to recognize incidents
  of employee performance that are truly
  extraordinary and document same on the
  Acknowledgement of Extraordinary Performance
  form. The form must be signed by the supervisor,
  the reviewer, and the Deans Office prior to
  being given to the employee.
• A copy must be sent to HR at the time the form is
  issued and a copy should be attached to the
  annual evaluation form when evaluations are
  completed at the end of the evaluation cycle.
• To be eligible for an overall rating of
  Extraordinary Contributor, an employee must
  receive at least one documented Acknowledgement
  of Extraordinary Contribution during the rating
  cycle. This does not guarantee or necessarily
  warrant an overall rating of Extraordinary
  Contributor.
• Contributor
• Results or work that is characterized by fully
  meeting job functions and fully meeting
  performance measures. This rating recognizes
  work that is at or above the performance
  standards throughout the performance cycle.
  Employees at this level are achieving core
  responsibilities and performance measures as
  outlined by the supervisor.

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Ratings Defined
Below Contributor Results or work that fails
to meet performance measures. Supervisors should
immediately identify poor, substandard, or
unacceptable performance. First-time or marginal
performance issues should be addressed through
informal performance counseling or coaching.
Requirements for a Below Contributor Rating
Category The supervisor may issue a Notice of
Improvement Needed/Substandard Performance form
at any time during the performance cycle for
substandard performance. Reviewers must sign and
approve such forms. Must include an
improvement plan of between 30 and 180 days. A
copy goes to HR at the time it is issued. Another
copy is attached to the annual evaluation at the
end of the evaluation cycle. NOTE A Notice of
Improvement Needed/Substandard Performance may
also result in a Written Notice under the
Standards of Conduct. An employee cannot receive
an overall rating of Below Contributor unless
s/he has received at least one Notice of
Improvement Needed/Substandard Performance and an
agreed upon performance improvement plan meeting
the criteria in the previous paragraph has been
implemented. An employee who receives at least
one Notice of Improvement Needed/Substandard
Performance may receive an overall rating of
Below Contributor on the annual evaluation.
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When Writing the Review

• Dont rely solely on memory. Base the review on
  accurate and factual data.
• Length of service or pay band/job grade do not
  necessarily mean better performance. Look
  carefully at the employees performance within
  that job.
• Avoid bias about an employee based on your
  personal feelings (positive or negative) for that
  individual.
• Evaluate based on current performance not past
  performance.
• Look only at the current period being reviewed.
• Dont over-rate a poor performer as a
  motivational tool.
• Take the time to record accurate information that
  truly reflects the employees performance.
• Provide honest information.
• Know that employees have used positive
  evaluations in the past against managers in
  grievances.

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Important Date and Process Summary
13 August 2006 Last day to file Notices of Below
Contributor that impact the 2005-2006
Performance Evaluation 15 September 2006 Final
Notices of Extraordinary Contributor complete
following the Arts and Sciences process (thank
you!) 15 September 2006 Evaluations due to the
Deans Office before the employee signs All
evaluations where Dean Ayers, Associate Dean Ryan
or Associate Dean Brunjes are the
reviewer All evaluations with an overall
rating of Below Contributor or
Extraordinary Contributor 13 October 2006 Final
Original 2005-2006 EWPs with all sections
completed due to Human Resources. A copy of
the full document also due to the Deans
Office. Please do not forget to attached
Notices or Extraordinary or Below Contributor
if the employee is earning a below contributor or
an extraordinary contributor rating overall.
3 November 2006 Final 2006-2007 EWPs, sections I
to IV due electronically to the Deans Office.
Signed hard copies are to be maintained in the
departmental personnel files. Dont forget to
complete the new Physical Demands Checklist
and paste an updated organizational chart on the
last page of the EWP.
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Effective Performance Evaluations Are Not Enough
to Foster Committed Employees.
Heres a sneak peek of coming training
attractions.
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Levels of Performance
These employees desire to contribute

• These employees will respond to consistent
• Planning
• Coaching
• Reward/Recognition

Lower 10
Middle 80
Upper 10

• Not meeting expectations
• Requires formal intervention

• Meets all of most expectations
• Does so in response to effective leadership

• Clearly exceeding

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Putting These Ideas Into Practice Performance
Planning, Coaching, and Rewards and Recognition

• Planning
• Jointly set goals the SMART way
• Clearly establish positive traits and key
  behaviors
• Assign and clarify job responsibilities
• Identify and address development needs
• Ensure that all of the above are within the
  employees influence or control

Clear job expectations

• Success Doesnt End Here Coaching
• Maintain an on-going dialogue regarding job
  expectations, performance status, progression
  toward goals.

Clear job expectations and performance status
Clear job expectations and valued behaviors
Were Still Not There Yet - Rewards and
Recognition Provide acknowledgement, praise, and
opportunities for growth
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How Do We Demonstrate Performance Leadership?
Accountability Accepts responsibility for
actions and decisions. Demonstrates commitment to
accomplish work in an ethical, efficient, and
cost effective manner. Accountability fosters
TRUST. Adaptability Gathers relevant
information, applies critical thinking, and edits
plan of action in an ever changing environment to
address multiple demands and competing
priorities. Effective Communicator Shares
information, expresses ideas, actively listens,
and is open to the thoughts and ideas of
others. Quality Focus Anticipates and meets the
needs of students, co-workers, and visitors in an
effective and appropriate manner. Provides the
highest quality service or product to
everyone. Respect and Inclusiveness Interacts
appropriately with all students, co-workers, and
visitors regardless of individual
characteristics. Demonstrates and fosters
respect for all individuals and points of
view. Occupational Knowledge Demonstrates the
appropriate level of proficiency in the
principles and practices of ones field or
profession. Technological Understanding
Demonstrates a commitment to continuous
improvement, to include the understanding and
application of technology. Team Focus Works
cooperatively and effectively with others to
achieve common goals. Builds a group identity
characterized by pride, trust, respect, and
commitment. Leadership Communicates personal
and organizational goals, values, and vision in
ways that gain the support of others. Mentors,
motivates and guides others toward
goals. Reward/Recognize Show the appropriate
level of appreciation for a job well done, using
both informal and formal mechanisms.
What Is Important to Arts Sciences?
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The most influential factors impacting the
commitment of employees and their desire to stay
in their jobs include

• Relationships with supervisors.
• A culture that recognizes performance.
• A manager that deals with low performers to
  retain the good ones.

The New Deal at Work, Harvard Business Press,
2001 Peter Cappelli, George W. Taylor Professor
of Management and Director, Center for Human
Resources at Wharton, University of Pennsylvania.