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Preparing for Your Performance Appraisal Discussion

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Title: Preparing for Your Performance Appraisal Discussion


1
Preparing for Your Performance Appraisal
Discussion
  • NASA Goddard Space Flight Center
  • Professional Development Center
  • Lynda Jones and Mary Wiggins
  • Career Coaches
  • 301-286-5794

2
Workshop Objectives
  • Supervisors will learn
  • preparation techniques to ensure the performance
    appraisal discussion is productive, positive, and
    motivating.
  • to document, articulate and communicate important
    messages regarding the employees performance,
    accomplishments, developmental goals and
    improvement needed.
  • common rating errors to avoid.

3
Supervisors Role in the Process
  • Consider input from all relevant sources.
  • Communicate, provide encouragement, constructive
    feedback, and show appreciation to employees
  • Discuss employees training and development
    needs/requirements discuss IDP

4
Preparing for the Discussion
  • Notify the employee 2 weeks in advance and
    request input for the discussion.
  • Gather input from customers.
  • Review feedback and develop main messages.
  • Plan ways to create an open environment for
    two-way communication.
  • Identify future individual and work unit needs
    for development discussion
  • Determine performance element and summary rating.

5
Preparing for the Discussion
  • Review and be familiar with your employees
    performance plan.
  • To facilitate your review
  • Keep a file of achievements/accomplishments (i.e.
    deadlines met, special projects assigned and
    completed, problems solved, etc. ), addressing
    each performance element.
  • Assess the employees performance against the
    standards in the performance plan.
  • Include all key work and accomplishments as well
    as routine tasks.
  • Use examples from the file to develop key
    messages to be communicated.

6
Preparing for the Discussion
  • Review input from the employee and how you will
    take it into consideration when deriving the
    rating.
  • Review the file for a record of discussions
    regarding performance challenges, if any, agreed
    upon actions, and outcomes.
  • Plan to improve deficient performance. If
    performance is assessed below Fully Successful,
    contact OHCM for assistance.

7
Considering Input
  • When assessing how well the employee achieved
    goals, review the accomplishment against the
    performance standard and answer the following
    questions.
  • Did performance meet expectations warrant
    praise, recognition or a pat on the back from you
    or colleagues? Why?
  • Did the employee receive an award or commendation
    from a customer/client?

8
Considering Input (contd.)
  • Was the employee selected for special projects,
    committees or task force?
  • Did the employee complete a particularly
    challenging assignment? Participate in a solution
    that improved customer service, enhanced
    efficiency, saved money/time or increased
    revenue?
  • Has the employee become known throughout your
    department/agency for something?

9
Assign the Element and Summary Rating
  • Comparing the accomplishments to the performance
    standards to determine the appropriate rating for
    each element.
  • Upon determining the element ratings, determine
    the summary rating level.
  • Also a Fails to Meet only in a non-critical
    element
  • will yield a summary rating of Needs Improvement.

10
The Performance Narrative
  • Next, you will write a performance narrative that
    clearly and completely justifies the performance
    summary rating level assigned.
  • Tip Include a statement that provides
    accomplishments for each performance element.
    Remember an accomplishment is an outcome or
    result of activities and may take the form of a
    product or service.

11
Sample Element Narratives
  • Element 1 Implement Mentoring Program
  • Created and implemented a new agency-wide
    mentoring program with 80 participation.
  • Element 2 Initiate Volunteer Program
  • Expanded agencys service and maximized staff
    effectiveness by researching and recommending a
    new volunteer program with a full-time volunteer
    coordinator.

12
More Sample Element Narrative Statements
  • Provided training and mentoring to first year
    students through superior planning.
  • Designed a website to make information on
    upcoming events more accessible efforts resulted
    in a 20 increase in member participation at club
    events.

13
Complete the Appraisal Form
  • Ensure the appropriate summary rating is
    indicated based upon the lowest element rating.
  • Check the appropriate block on the cover page
    under the section labeled, Performance Appraisal
    Performance Summary Rating Level. Then sign
    and date the form.
  • Ratings of Distinguished, Needs Improvement or
    Unacceptable require the approval of the
    reviewing official.

14
Important Messages to Discuss During the
Appraisal Meeting
15
During the Discussion
  • Put the employee at ease
  • Discuss how the employee is doing on each
    performance element Use positive feedback to
    reduce defensiveness
  • Discuss development Brainstorm solutions for
    performance improvement or enhancement
  • Be prepared to listen to the employees view on
    how well she or he is accomplishing goals
  • Begin and end on a positive note
  • Ask what you can do to help

16
Articulating Your Assessment
  • Choose one of the messages from your list.
  • Think about the best way to articulate the
    message to your employee and write down two
    statements that you can use during your
    discussion session.
  • 1.
  • 2.

17
How to Enhance Appraisal Discussions Review
Communications
  • Actively listen.
  • Speak from the I perspective.
  • Be assertive, not aggressive
  • Effectively articulate what was done well and
    what may be improved and how.
  • Focus on the future.
  • Identify follow-on actions.

18
Watch Out for Critical Communication Styles
  • Some people have a naturally critical
    communication style, often quick to find faults
    and slow to give praise. If your employee is
    motivated by praise, the discussion will be
    strained if you have a critical communication
    style.
  • Recognize what motivates the employee.
  • Be prepared with at least one positive comment
    regarding each performance element unless it
    would be dishonest.
  • Anticipate a productive discussion.

19
Prepare for Defensive Communication Styles
  • Some people dont take criticism well and become
    defensive when feedback is given.
  • Beginning with positive feedback reduces
    defensiveness.
  • Recognize what motivates the employee.
  • Anticipate some defensiveness and rehearse how
    you will respond.
  • Ensure that all important messages are
    communicated.
  • If the employee becomes defensive, try to get
    back on track by looking forward, i.e., the
    employee has the potential to do well.

20
Sign the Appraisal
  • Upon completing the discussion, ask the employee
    to sign and date the appraisal form under the
    section labeled, Acknowledgment.
  • The employees signature is to acknowledge that
    the discussion occurred.
  • The employees signature does not mean the
    employee agrees with or is satisfied with the
    rating.
  • If the employee refuses to sign, do not try to
    coax the employee, write a note on the form
    indicating the employee did not wish to sign it,
    then initial and date your note.
  • Give the appraisal to the employee.

21
Avoid Rating Errors
  • The halo effect occurs when performance
    evaluations are based on good past performance
    the rating official rates performance Exceeds
    in all elements because of Exceeds performance
    in one performance element or a prior performance
    period or the rating official rates performance
    high because s/he has a good relationship with
    the ratee or holds similar beliefs and
    background.
  • The horns effect occurs when performance
    evaluations are based on past, poor performance,
    poor performance in one performance element or on
    one occasion or the employee engages work
    methods independent of the rating officials
    methods.
  • Central tendency does not appear to be a
    problem for rating officials here at Goddard,
    however, its when the rating official evaluates
    the performance of every direct report at the
    Fully Successful level.
  • Leniency tendency occurs when the rating
    official rates the performance of all or almost
    all direct reports Exceeds or Significantly
    Exceeds. Generally, this results from a desire
    to avoid conflict.
  • Length of service A higher rating is assigned due
    to the employees years in the position or years
    with the Agency or Center.
  • Other biases Rating based upon political
    affiliation, the employees race, color, national
    origin, gender, age (40 or older), religion,
    reprisal, marital status or sexual orientation.
  • Attribution bias is when poor performance is
    attributed to the employee good performance is
    attributed to the rating official, technical
    supervisor, project manager, or others.

22
Request for Reconsideration
  • An employee who is dissatisfied with the
    appraisal rating or narrative may request
    reconsideration.
  • During the appraisal discussion. During the
    discussion the employee may provide additional
    information to consider.
  • As supervisor, upon hearing the employees
    justification for change, you may change the
    rating.
  • Or, you may determine the additional information
    does not warrant a change.
  • After the appraisal discussion. The employee
    may come at a later date and ask for a change.
    If you agree, you may change the rating.
  • SEE HANDOUT FOR THE RECONSIDERATION AND GRIEVANCE
    PROCESS STEPS FOR BARGAINING UNIT AND
    NON-BARGAINING UNIT EMPLOYEES.

23
Effecting the Performance Plan for the Next Period
  • Discuss new objectives thoroughly.
  • Consider the employees input.
  • Remember the employees input is invaluable as
    one who is closest to the work and may be aware
    of barriers.
  • Make changes, as needed.
  • Discuss development and updates to IDP.
  • Sign and date the form, under the following
    sections.
  • Performance Plan Development
  • Development Discussions
  • There are two places to document
  • Development discussion Sign and date
  • Individual Development Plan offered Initial and
    date

24
Improving Performance
  • Identify areas in which you would like to see a
    change.
  • 1.
  • 2.
  • How can the employee improve these areas? (i.e.
    training, mentoring, career coaching, reading,
    practicing, professional associations)
  • 1.
  • 2.
  • (GSFCs Career Coaches can help you with an IDP.)

25
When Performance is Deficient
  • When performance is assessed below Fully
    Successful, it is considered deficient.
  • Call the Performance and Work Life Dynamics
    Office (X6-9218) for assistance with developing
    guidance describing improvement needed.
  • Schedule a subsequent meeting to discuss the
    counseling or performance improvement letter.

26
Lessons Learned
  • Three things I can do to have a successful
    performance appraisal discussion.
  • 1.
  • 2.
  • 3.

27
Contacts
  • General Performance Management
  • Bernadette Fowler, Program Manager
  • Performance Management Programs
  • (301) 286-4998
  • Recognition
  • Lori Moore
  • Awards Officer
  • (301) 286-5087
  • Handling Poor Performance
  • Tina LaFountain
  • Employee Relations Officer
  • (301) 286-3729
  • Individual Development Plans
  • Lynda Jones and Mary Wiggins, Career Coaches
  • (301) 286-5794
  • Kellie Behrle, PDC Program Manager, 301-286-2282
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