SCC Performance Management Part 2 Evaluating

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SCC Performance Management Part 2
Evaluating
Participant Guide

• SCC Human Resources
• Employee Training and Development
• January 2006

v1.2
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SCC Performance Management Part 2
Evaluating
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• Introduction
• Facilitators
• Participants
• Materials, Participant Guide, hand-outs
• Schedule

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• Agenda
• SCC Performance Management Process Overview
• Evaluation
• Why we evaluate
• Writing appraisals
• Conducting appraisal meetings
• Exercises
• Game

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SCC Performance Management Process
phases
Planning
Communicating
Evaluating
Coaching
Documenting
Where the supervisor and employee identify and
address the causes of the employees successes
and failures
Where employee and supervisor work together to
determine what the employee should accomplish
in the next year and what defines success.
Where employee and supervisor share information
about work status, barriers, and solutions to
barriers.
Where data is gathered to support decisions
(including disciplinary actions and performance
ratings).
Where the supervisor informs the employee as to
how well he/she performed over a given period of
time.
Review information
Establish communication strategy
Identify data sources
Write appraisal
Diagnose performance
actions
Conduct planning meeting
Conduct appraisal meeting
Discuss performance
Identify data types
Coach for success
Performance planning document
Communication plan
Performance documentation
Completed appraisal
Personal development plan
outputs
Performance discussions
Appraisal meeting
No surprises
Key to process
Document everything
Objective feedback
Performance focus
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SCC Performance Management Process
Planning
Communicating
Evaluating
Coaching
Documenting
Course 1
Course 2
Course 3
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• Evaluating

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• Why do we evaluate?

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• Evaluation
• Organizational Reasons
• Provide employees with objective feedback of
  performance against standards/requirements over a
  period of time
• Support decisions such as promotions, demotions,
  transfers, terminations, and layoffs.
• Allocate compensation, rewards, and opportunities
• Align performance outcomes to organizational
  goals
• Counsel poor performers, identify barriers, and
  improve performance
• Foster commitment and understanding
• Set objectives for next year

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• Evaluation
• Developmental Reasons
• Motivate employees through constructive feedback
• Improve individual performance and contribution
• Identify individual training and development
  needs
• Identify career objectives and planning needs
• Prepare employees for advancement

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• Evaluation
• Legal Reasons
• Demonstrate equitable treatment of all employees
• Establish objective criteria for personnel/mngt
  decisions
• Provide format for communicating needs and
  concerns
• Track and document employee/personnel issues
• Provide proof of notice to employees of problems
  and opportunities to correct those problems

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• Phase 4 Evaluating Overview
• The process by which an employees work
  performance is assessed and evaluated.
• Answers the question How well has the employee
  performed over a period of time.
• Only one part of the performance management
  process.
• Where the supervisor informs the employee as to
  how well he/she performed over a given period of
  time.

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• Evaluating Actions
• Write Appraisal
• Prepare to write
• Write appraisal
• Check for common errors
• Conduct Appraisal Meeting
• Prepare/practice
• Hold meeting/set tone
• Complete appraisal documentation

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• Write Appraisal
• Prepare to write
• Review job description
• Review objectives, work products, outcomes
• Gather supporting documentation (evidence,
  performance data, status reports, comments from
  customers)

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• Write appraisal
• Performance Results focus on
• Outcomes, products, efficiencies, effectiveness,
  productivity
• Stick to the ABCs
• Accurate actual and accurate
• Behaviors job-related behaviors
• Consistent same treatment across all employees
• Provide a rating for every category
• Write comments supporting the rating for every
  category (job-specific examples, accomplishments,
  strengths, areas for development)

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• Check for common rater errors

• 1. Halo
• 2. Horn
• 3. Recency
• 4. Bias

• 5. Strictness
• 6. Leniency
• 7. Central Tendency
• 8. Contrast

see hand out
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• SCC Non-Instructional Performance Appraisal
  Procedure 2.1501
• Purpose
• Procedure
• Copies of appraisal
• 90 day probation period
• Refusing to sign
• Appeal process

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• SCC Non-Instructional Performance Appraisal Form
• Part I All Employees
• Part II Supervisors
• Part III Summary of Appraisal
• Part IV Addendum new
• Objective Statement
• Recommended Development Opportunities
• Employee Comments

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• Exercise
• Review sample appraisals

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• Exercise
• Write an appraisal
• Use case study, job description, and appraisal
  form

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• Conduct Appraisal Meeting
• Prepare/practice/schedule
• Give employees enough prior notice
• Schedule meeting with each employee
• Ready all documentation (copies for employee)
• Prepare - role play/practice

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• Conduct Appraisal Meeting
• Hold meeting/set tone/evaluate/plan
• Demonstrate that this meeting is important
• Allocate enough time without interruptions
• Provide meeting structure Explain the process
  (e.g., review ratings, discuss each category and
  rating, plan for future, discuss concerns)
• Focus on collaborative problem-solving (not
  finding fault or blaming)
• Emphasis on finding causes, identifying barriers,
  and solutions
• Assist employee to self-evaluate (What would I
  see?)

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• Conduct Appraisal Meeting
• Demonstrate equitable treatment of all employees

Cornerstones
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• Conduct Appraisal Meeting
• Demonstrate equitable treatment of all employees

Cornerstones
Consistency
Job-relatedness
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• Complete appraisal documentation
• February 28
• all appraisals written
• all appraisal meetings complete
• March 1
• Gain next level signatures
• April 1
• All appraisals submitted to HR (Chris Chellberg)

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Performance Management JEOPARDY
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• The End
• Questions?

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• References
• Performance Management, Robert Bacal,
  McGraw-Hill, 1999
• Society for Human Resource Development, Module 3,
  Human Resource Development, 2005
• SCC Policy, Non-Instructional Personnel
  Performance Appraisal Procedure Procedure
  2.1501
• SCC Policy, Employee Discipline 2.1900

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• SCC Contributors
• Christopher Chellberg, Coordinator, Compensation
  and Performance
• Bill Fowler, Manager, Employee Development
  Training
• Dr. Thomas OHern, Director, Risk Mgmt. Legal
  Affairs
• Dr. Claudia Salvano, Director, HRD Employee
  Relations
• Robert Woodbery, Manager, Staffing Services

Perf Mngt 2 v1.2 Jan 11.ppt