Performance Management: Focus on Performance Appraisals

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Performance ManagementFocus on Performance
Appraisals
facilitated by Aaron Greenberg and Maureen
Simunek-Appelt Office of Human Resources
Nova Southeastern University
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Course Objectives

• After completing this workshop, the learner will
  be able to
• Understand NSUs performance rating scale
• Fill out a Performance Appraisal Form
• Conduct meaningful performance appraisal
  discussions
• Be prepared for some common challenges of the
  appraisal process
• Set effective goals with employees

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Your Experience

• Think about your last review
• What thoughts come to mind?
• What went right, what went wrong?

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Performance Management

• An iterative process of goal-setting,
  communication, observation and evaluation to
  support, retain and develop exceptional employees
  for organizational success.

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Why Manage Performance?

• To reach organizational mission and goals

• Encourage and reward behaviors aligned with
  organizational mission and goals

• Curb or redirect non-productive activities

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What do Employees Expect?

• Clear expectations
• Positive/constructive feedback on a regular basis
• Involvement in goal setting
• Be treated fairly and consistently
• Sharing of information and resources
• Job/career enrichment opportunities

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Planning for the Process

• Review employees job description
• Understand the performance measurement system
• Review notes from the year
• Understand employee expectations

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Types of Appraisal Forms

• Exempt
• Exempt Managerial
• Non-Exempt
• Senior Administrator
• Forms are available online at
• http//www.nova.edu/cwis/hrd/ohrforms.html

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Rating Scale

• 4 - Excellent (Exceeds Standards)
• 3 - Good (Fully Meets Standards)
• 2 Acceptable (Usually Meets Standards)
• 1 Unsatisfactory (Fails to Meet Standards)

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Excellent (Exceeds Standards)

• Clearly considered to be exceptional performers.
• Consistently exceed the communicated expectations
  of the job function, responsibility or goal.
• Demonstrate unique understanding of work beyond
  assigned area of responsibility.
• Identify needs and provide unique, innovative and
  workable solutions to problems. 
• Achievements and abilities are obvious to
  subordinates, peers, managers and customers.

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Good (Fully Meets Standards)

• These employees are on track and fully achieve
  expectations.
• Independently and competently perform all aspects
  of the job function, responsibility, or goal.
• Performance consistently meets the requirements,
  standards, or objectives of the job.
• Occasionally exceeds requirements.
• Recognizes, participates in, and adjusts to
  changing situations and work assignments.

12
Acceptable (Usually Meets Standards)

• Generally meet expectations required for the
  position.
• Competently perform most aspects of the job
  function, responsibility or goal.
• May require improvement in one or two areas of
  consistent weakness.
• Employee requires coaching in a weak area or may
  need additional resources or training to meet
  expectations.

13
Unsatisfactory (Fails to Meet Standards)

• Employees with this rating fail to satisfactorily
  perform most aspects of the position (or
  function).
• Performance levels are below established
  requirements for the job.
• Employee requires close guidance and direction in
  order to perform routine job duties.
• Performance may impede the work of others and the
  unit.
• A performance improvement plan must be submitted
  to OHR.

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Scheduling the Meeting

• Notice
• Location
• Self-evaluation
• Appropriate form
• Comments
• Supervisory approval

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Filling out the Form

• Review notes
• Behaviors vs. value judgments
• Align categories on form with employees job
  responsibilities
• Optional categories
• Set goals

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Setting Effective Goals

• Quick Tips
• S.M.A.R.T. Goals
• Specific
• Measurable
• Achievable/Agreed Upon
• Relevant
• Time-bound
• Aligned
• Adjustable

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Common Mistakes

• Labeling
• Recency
• Central Tendency
• Leniency
• Horns/Halo Effect
• Constancy
• Similarity

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Performance Appraisal Practice

• Review Performance Appraisal for items that are
• Under-rated
• Over-rated
• Poorly stated
• Refer to employee background
• Rewrite Performance Appraisal using tools
  reviewed today
• Make sure to fill out the form completely
  including the Goals section

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Common Performance Appraisal Challenges
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Conducting the Meeting

• Review rating system
• Discuss employees self review
• Let employee talk
• Be aware of all three parts of the messages you
  send
• Words
• Tone
• Body Language
• Stay focused on performance

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Dates to Remember

• Appraisals due to your HR contact before May 1,
  2009
• Review form with HR contact before meeting with
  employee
• No reclassifications between April 1 and July 31,
  2009