Alamo Community College District

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Staff Performance AppraisalEmployee Training

• Alamo Community College District
• Human Resources Department

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Purpose Of This Training

• Identify the benefits of performance appraisals
• Familiarize participants with Performance
  Appraisal Form and ACCD procedures on Performance
  Appraisals for Classified and Administrative/Profe
  ssional staff

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Staff Performance AppraisalEmployee Training

• Part One Purposes Of Performance Appraisal
• Part Two Responsibilities Of Employees And
  Supervisors
• Part Three Performance Management Process
• Part Four The Appraisal Meeting
• Part Five Performance Appraisal Form Overview
• Part Six Performance Appraisal Process
  Requirements
• Part Seven Employee Self-Evaluation

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Part One

• Purposes OfPerformance Appraisals

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What Every Employee Wants To Know

• What is expected of me?
• How well am I doing?
• If Im not doing well, how do I get help?

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Purposes OfPerformance Appraisals

• Evaluation and development review tool
• Document past performance
• Recognize accomplishments

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Purposes OfPerformance Appraisals (Contd.)

• Identify areas for continued improvement
• Professional development plan (training)
• Individual performance
• Achievement of the work units and organizations
  goals

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Purposes OfPerformance Appraisals (Contd.)

• Develop objectives for the next year (rating
  period)
• Establish assessment criteria
• Objectively evaluate goals
• Focus on competencies
• To enhance communication
• and understanding

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Part Two

• Responsibilities Of Employees And Supervisors

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Responsibilities Of Employees

• Take part in developing elements and standards
  for the annual performance plan
• Clear understanding of their performance
  expectations

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Responsibilities of Employees

• Manage personal performance to achieve identified
  goals and expected results
• Seek frequent feedback
• Improve aspects of performance that dont meet
  expectations

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Responsibilities of Supervisors

• Develop performance tasks and standards
• Monitor employee performance
• Communicate with employees regularly about their
  performance
• Conduct performance progress reviews
• Assist employees in improving performance

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Responsibilities Of Supervisors

• Conduct formal annual performance review
• Take appropriate action for employees whose
  performance does not meet expectations and
  recognize employees for successful performance

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Part Three

• Performance Management Process

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Performance Management Process CycleRemember
The Actual Performance Evaluation Is Just ONE
Part Of The Ongoing Cycle
Ongoing Feedback
Goal Setting
Performance Evaluation
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Performance Management Process

• 1) Goal Setting Performance Planning
• 2) Coaching and Feedback
• 3) Observing and Documenting
• 4) Planning the Review Meeting
• 5) Conducting the Appraisal

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Goal Setting Process

• Shared responsibility between manager and
  employee that builds commitment and ownership
• Sets the stage for effective communication
  expectations that are mutually
• understood

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Goal Setting Process

• When developing goals ask the following
• WHAT? What needs to be accomplished?
• WHY? Why do we need to do it?
• HOW? How will the goal be accomplished?
• WHEN? When does the goal need to be
  accomplished (timelines)?

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Goal Setting

• Develop clearly defined equally agreed upon
  goals/plans for performance improvement.
• Develop specific agreed upon goals/plans for
  employee development

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Steps Involved In Goal Setting

• At the beginning of the process review the job
  description major functions
• Revise the job description, if warranted
• Agree on objectives for the coming year
• Identify standards to measure how well objectives
  have been achieved

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What Is A Job Description?

• A job description outlines current duties and
  responsibilities of an individual position,
  specifies which of those duties are essential to
  the position and also provides information
  concerning the
• skills and abilities necessary to
• perform the job.

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Performance Management Clearly Defined Goals And
Objectives

• Specific clearly defined
• Measurable
• Quality - how well/what value?
• Quantity how many/what number or frequency?
• Cost how much/what amount?
• Attainable challenging yet achievable
• Relevant to strategy, the position and the
  person
• Timely within set timeframes

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Examples Of Effective Goals

• Develop and implement a student enrollment
  promotion program for the fall semester that
  increases enrollment by 2 over the prior years
  2002 figures
• Deliver a training course on effective
  performance appraisals to 80 of new managers
  within the next year

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Examples Of Ineffective Goals

• Implement a comprehensive Family and Medical
  Leave Act (FMLA) training program
• Revise the policy and rules handbook for all
  employees

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Writing Good GoalsDetermine which of the SMART
goals criteria are used in each goal below
Specific Measurable Attainable Relevant Timely

• 1. Joe will work harder at keeping his work
  area neat.
• S ___ M ___ A ___ R ___ T___
• 2. Richard will increase his output of widgets
  by 10 by the end of the year.
• S ___ M ___ A ___ R ___ T ___
• 3. Manuel will work better with customers.
• S ___ M ___ A ___ R ___ T___

Answer key
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Writing Good GoalsAnswer Key
Specific Measurable Attainable Relevant Timely

• 1. Joe will work harder at keeping his work area
  neat.
• S ___ M ___ A ___ R ___ T___NONE APPLY
• 2. Richard will increase his output of widgets
  by 10 by the end of the year.
• S ___ M ___ A ___ R ___ T ___ ALL APPLY
• 3. Manuel will work better with customers.
• S ___ M ___ A ___ R ___ T___ NONE APPLY

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Part Four

• The Appraisal Meeting

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How To Conduct Oneself During The Appraisal
Meeting

• Be candid
• Be positive
• Be constructive
• LISTEN and then give thoughtful responses

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How To Conduct Oneself During The Appraisal
Meeting (Contd.)

• Maintain your sense of self and sense of humor -
  youre speaking with the same person you work
  with every day.
• Use this discussion as the opening/ continuation
  of fruitful dialogue about performance with your
  supervisor.

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Receiving Performance Feedback

• Seek clarification when information is unclear
• If appraisal appears inaccurate, provide
  additional information
• Include input from outside sources where
  appropriate (peers, customers, etc.)

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Receiving Performance Feedback (Contd.)

• Remain non-defensive
• Look for opportunities to improve
• Provide feedback to supervisor, if appropriate

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Part Five

• Performance Appraisal Form - Overview

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Where To Find The Performance Appraisal Form

• Performance Appraisal Form is available on the
  Internet on the Human Resources Department Web
  page
• Employees can download the form and fill out the
  hard copy, or fill it out on the Web page and
  print out in the completed format
• www.accd.edu/ACCD/hr/hr.htm

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Performance Appraisal Form Overview

• Introduction
• General information
• Employees name, title, Department, SSN
• Supervisors name, title
• Location
• Rating Period
• Section I Job Specific Duties
• Section II General Performance Measurements
• Section III Developmental Activities
• Section IV - Signatures

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Section I Job Specific Duties

• Each employee should review major job specific
  duties, included in the job description, agree on
  objectives with their supervisor for the coming
  review period, and identify standards to measure
  how well objectives have been achieved.

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TASK

• Describes the work/job to be doneAnswers the
  phone, transfers calls and takes messages as
  needed

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STANDARD

• Establishes quality and timelines
• How well the job needs to be done
• Answers the phone with courtesy, by the third
  ring 95 of the time. Takes accurate messages.

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Rating Scale

• Includes Three Levels
• Exceeds standards
• Meets standards
• Below standards

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Rating Scale

• Overall performance is based on entire rating
  period.
• Employees performance should be compared to
  performance standards, not other employees.

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Rating Scale Exceeds Standards

• Consistently exceeds the normal expectations for
  the position.
• Far exceeds expected criteria for quality,
  quantity, and timeliness.
• Consistently achieves results far beyond those
  expected for the position. 

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Rating Scale Meets Standards

• Employee consistently performs the duties of the
  position capably.
• Meets and occasionally exceeds all expected
  criteria for quality, quantity, and timeliness of
  work. 
• Consistently meets goals and objectives. 

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Rating Scale Below Standards

• Employee performs some duties capably.
• Meets some goals and objectives, but requires
  improvement to fully meet standards.
• May require more supervision than expected for
  assignments.
• May require additional training. 

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Section II General Performance Measurements

• Communication Skills
• Customer Service
• Initiative
• Knowledge
• Work Quality/Reliability
• Teamwork/Teambuilding
• Organizing/Planning/Problem Solving
• Leadership
• for supervisory appraisal

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Communication Skills Measurement

• Communication Skills Standards
• Shares ideas and information in a clear, concise
  and effective manner.
• Courteously interacts with others, both inside
  and outside the organization.
• Listens effectively.
• Makes effective
• presentations.

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Communication Skills Measurement (Contd.)

• Consider
• Written, oral communications and listening
  skills.
• How well the employee expresses her/his thoughts.
• Whether the thoughts are clear and concise.
• The employees ability to deal with supervisors,
  peers, subordinates
• and contacts outside of ACCD.

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Examples Of Communication Skills Rating

• Below Standards
• Exhibits poor communications skills.
• Needs substantial improvement to be effective.
• Fails to notify others of critical issues or
  incidents.
• Has difficulty maintaining
• composure.

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Examples Of Communication Skills Rating (Contd.)

• Meets Standards
• Effective in expressing and understanding ideas
  and instruction.
• Communicates clearly with staff, management,
  vendors and customers.
• Maintains composure even
• in difficult situations.

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Examples Of Communication Skills Rating (Contd.)

• Exceeds Standards
• Very effective communication skills.
• Establishes and maintains effective work
  relationships.
• Maintains perspective, sense of humor and
  composure in a variety of situations.

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Customer Service Measurement

• Customer Service Standards
• Employee is committed to increasing customer
  satisfaction.
• Ensures that commitments to internal and external
  customers are met.
• Exhibits good teamwork and
• cooperation, adaptability/flexibility,
• and working around barriers.

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Customer Service Measurement (Contd.)

• Consider
• The extent to which employee interacts with
  constituents to identify their needs and
  expectations.
• How much he (she) demonstrates a personal
  commitment to quality service constituents are
  satisfied and want to return.

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Examples Of Customer Service Rating

• Below Standards
• Does not demonstrate interest in customers
  needs, concerns of work, or only occasionally
  places operational tasks above customers needs
  or concerns.
• Needs to value customers more highly.

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Examples Of Customer Service Rating (Contd.)

• Meets Standards
• Interacts well with customers.
• Acts effectively and cooperatively to solve
  problems in a timely fashion.
• Knows value of good service and positive
  interactions.

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Examples Of Customer Service Rating (Contd.)

• Exceeds Standards
• Treats customers as a top priority.
• Clearly communicates their importance.
• Demonstrates effort to meet
• all requests and needs.

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Initiative Measurement

• Initiative Standards
• Takes on and completes new tasks.
• Generates innovative ideas,
• approaches and solutions.
• Seeks new challenges and
• increased responsibility.

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Initiative Measurement

• Consider
• Tendency to contribute, develop and/or carry out
  new ideas or methods.
• Ability to independently anticipate and act upon
  needs.
• The extent to which employee sets own
  constructive work practice
• and recommends and
• creates own procedures.

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Examples Of Initiative Rating

• Below Standards
• Rarely initiates or suggests new approaches.
• Prefers no change.
• Meets Standards
• Is resourceful.
• Suggests or implements change and improvements.

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Examples Of Initiative Rating (Contd.)

• Exceeds Standards
• Frequently suggests new methods.
• Is very imaginative and creative.
• Acts on own initiative to accomplish assignments
  or identify work to
• be done.

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Knowledge Measurement

• Knowledge Standards
• Demonstrates understanding of the job and
  effectively applies that knowledge in a timely
  manner.
• Demonstrates the ability necessary for full job
  performance.

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Knowledge Measurement (Contd.)

• Consider
• The depth and breadth of information concerning
  work duties, processes, and procedures which are
  required for competent performance.
• How often is assistance required.
• Has the necessary technical knowledge and skills.
• Keeps up to date with new developments.
• Is able to use computer hardware, software and
  other equipment.

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Examples Of Knowledge Rating

• Below Standards
• Lacks understanding of many aspects.
• Makes little effort to upgrade self.
• Meets Standards
• Competent in required job skills and knowledge
  and works to keep it current.

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Examples Of Knowledge Rating

• Exceeds Standards
• Has broad knowledge base of own job and Company
  as a whole.
• Takes advantage of every opportunity to improve
  self.

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Work Quality/Reliability Measurement

• Work Quality/Reliability Standards
• Always works to specifications and under
  difficult conditions.
• Always in compliance with all
• requirements.

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Work Quality/Reliability Measurement (Contd.)

• Consider
• Correctness and thoroughness of work results when
  compared to established procedures and methods.
• Shows attention to detail, accuracy and
  thoroughness.
• Shows a commitment to quality and excellence,
  looks for and makes continuous improvements.
• Completes assignments and meets commitments
  requires little supervision on assigned projects
  and tasks.

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Examples Of Work Quality/Reliability Rating

• Below Standards
• Makes errors in judgment and work is inconsistent
  with desired quality
• Meets Standards
• Requires little checking.
• Is exact, precise and complete most of the time.

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Examples Of Work Quality/Reliability Rating

• Exceeds Standards
• Requires virtually no checking.
• Accuracy and quality of work are a priority.
• Monitors own work to ensure quality.
• Demonstrates accuracy and thoroughness.

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Teamwork/Teambuilding Measurement For Employees

• Team Building Standards
• Works effectively in groups/teams.
• Establishes and maintains cooperative working
  relationships with others.
• Is flexible, open-minded and tactful.

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Teamwork/Teambuilding Measurement For Employees

• Consider
• The willingness to assist others contributes to
  harmony, and works toward common goals.
• The extent to which the employee is cooperative,
  considerable, and tactful in dealing with
  customers.

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Examples Of Teamwork/Teambuilding For Employees

• Below Standards
• Exhibits unwillingness to work with others.
• Not seen as a team player.
• Can be obstacle to accomplishing goals.
• Meets Standards
• Understands and supports concept of teamwork.
• Is quick to volunteer and to assist others.

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Examples Of Teamwork/Teambuilding For Employees

• Exceeds Standards
• Creates harmonious work environment.
• Puts success of team above own interests.
• Exhibits objectivity and openness to others
  ideas.
• Is exceptional in building
• consensus within work team.

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Organizing/Planning/Problem Solving For Employees

• Organizing/Planning/Problem Solving Standards
• Completes work assignment in a timely manner and
  prioritizes adequately
• Is able to plan work ahead
• Is effective in defining and solving problems

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Organizing/Planning/Problem Solving For Employees

• Consider
• Is able to plan and organize his (her) work
  effectively
• Always finds reasonable and sound solutions to
  problems
• Is effective in planning for future
• uncertain situations

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Examples Of Organizing/Planning/Problem Solving
For Employees

• Below Standards
• Doesnt think ahead and does not recognize and
  reacts to needs and priorities
• Does not think strategically
• Meets Standards
• Is able to meet an important deadlines
• Utilizes resources efficiently

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Examples Of Organizing/Planning/Problem Solving
For Employees (Contd.)

• Exceeds Standards
• Is excellent in assessing situations and problems
  and finding reasonable and effective solutions
• Recognizes need for change in organizing and
  planning critical work duties and improves
  methods and procedures

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Section III Developmental Activities

• ACCD is committed to the personal and career
  development of all employees. Training and skills
  upgrading are always beneficial.
• Developmental activities are not mandatory but
  are strongly encouraged. The strategic plan does
  recommend that each employee take part in two
  developmental activities during each year.

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Section III Developmental Activities

• Mandatory Training
• Sexual Harassment Prevention
• New Employee Orientation
• Ethics Training
• Defensive Driving
• If required to drive

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Section III Developmental Activities

• Within the framework of staff development, many
  opportunities are available for improving the
  quality of your professional activities, career
  potential, and personal development. The
  employees development can be achieved through a
  variety of activities.

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Section III Developmental Activities

• A partial list of suggested activities follows
• Workshops
• Certifications
• On-the-Job/Cross-training
• College courses
• Professional organizations
• Local/State/National conferences
• Continuing education
• In-house training

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Section IV - Signatures

• Signature indicates that the employee has
  reviewed and discussed the completed form but it
  does not necessarily imply agreement with the
  statements.
• Each page of the form should be initialed by the
  supervisor and employee after the review
  is completed.

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Section IV - Signatures

• If the employee does not agree with any
  statements contained in this appraisal he/she
  should check the Disagree Box on the form.
  Employees are also encouraged to attach their
  written comments to this form (Rebuttal Form).
• The employee has five (5) working days to submit
  any written responses to the Reviewing Officer
  for example, Administrator, Dean, Director or
  above.

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ACCD Employee Performance Appraisal Process
Supervisor and Employee develop Work Performance
Standards (WPS) and goals 1 year before
appraisal (after Initial rating)
Employee reviews and signs WPS and goals 1 year
before appraisal (after Initial rating)
Supervisor meets with Employee to discuss the
appraisal
Supervisor completes Employee Appraisal based
on WPS and goals
Employee AGREES With Appraisal
Employee comments and Signs Appraisal
Supervisor forwards to Reviewing Officer
(Administrator, Dean, Director or above)
Reviewing Officer signs and Retains copy, returns
Appraisal To the supervisor and sends Copy of the
appraisal to the Employee within 5 working days
Supervisor forwards Appraisal To the Department
of Human Resources/Compensation
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ACCD Employee Performance Appraisal Process
Supervisor and Employee develop Work Performance
Standards (WPS) and goals 1 year before
appraisal (after Initial rating)
Employee reviews and signs WPS and goals 1 year
before appraisal (after Initial rating)
Supervisor meets with Employee to discuss the
appraisal
Supervisor completes Employee Appraisal based on
WPS and goals
Employee DISAGREES with Appraisal has 5
working days to prepare comments
Supervisor forwards appraisal and Employee
comments to Reviewing Officer (RO)
Reviewing Officer upholds Or recommends changes
to the Appraisal within 5 working days
Reviewing Officer returns Appraisal to Supervisor
and Supervisor meets with Employee
Supervisor forwards Appraisal To Human
Resources/ /Compensation
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Part Six

• Performance AppraisalProcess Requirements

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The Performance Event File

• Aids in the recall of negative and positive
  performance, discussed with employee and recorded
  when it happened
• Should be maintained on all employees
• Is a confidential document
• Is kept in a secure area

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Performance AppraisalProcess Requirements

• Supervisor written evaluations are due to the
  Employee Services Department by the November
  16th.

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Additional Appraisals

• A supervisor may submit a new performance
  appraisal for an employee in case of major change
  in responsibilities, change of position, employee
  promotion or demotion, or emergence of
  performance issues.

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Part Seven

• Employee Self-Evaluation

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Employee Self-Evaluation

• Each employee will have the opportunity to fill
  out a self-evaluation (either a standard
  performance evaluation form or a R-A-P worksheet)
  prior to appraisal meeting.
• Employee and supervisor will go over the
  self-evaluation during the appraisal meeting and
  compare differences between supervisors
  evaluation and employee's evaluation.

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Purpose Of Self-Evaluation

• Gives you a voice in your own appraisal
• What you think your work has been worth
• What you think you need to get better
• Helps your rater write a complete, accurate
  appraisal by
• Including everything that is relevant
• Showing him/her your contributions from different
  prospective

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A Good Self-Evaluation Gives You A Chance To

• Communicate your point of view to the rater
• Point out accomplishments your rater may have
  forgotten
• Explain special circumstances that affected your
  performance
• Remind your rater of work you may have done for
  others
• Tell your rater what you are good at and what
  youd like to get even better at

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What Should You Include

• Specific Accomplishments
• Performance expectations in last appraisal
• Results
• Strengths/Improvement areas
• Work for Others

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Your Resources

• Job description
• Training records
• Written records and Performance Event File
• Work samples
• Interim appraisals
• Customer feedback

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