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15 Performance Management

This document outlines the objectives and processes of performance management, emphasizing effective communication between supervisors and employees throughout the year. It covers the importance of setting clear performance goals, providing feedback, and conducting annual performance appraisals. Additionally, it discusses the probationary period for new hires and offers guidelines for counseling and coaching staff to enhance their performance.

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Alisha Ali
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2 views

15 Performance Management

This document outlines the objectives and processes of performance management, emphasizing effective communication between supervisors and employees throughout the year. It covers the importance of setting clear performance goals, providing feedback, and conducting annual performance appraisals. Additionally, it discusses the probationary period for new hires and offers guidelines for counseling and coaching staff to enhance their performance.

Uploaded by

Alisha Ali
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Performance Management Objectives


In this training you will learn the most effective methods to
create constructive performance evaluations and how to
communicate with employees during the performance
process.

•To learn the basics of Performance Management


•To understand the purpose and strategies behind
Performance Appraisals
•To gain knowledge of the performance management forms
and tools 2

•To gain an understanding of the merit/awards process


Performance Management
Performance Management

Performance management is an ongoing process of


communication between a supervisor and an employee that
occurs throughout the year, in support of accomplishing the
strategic objectives of the organization.

The communication process includes:


•Setting Objectives
•Discussing Expectations and Performance Standards
•Identifying Goals
•Providing Feedback
•Evaluating Results

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Performance Management

The
Annual
Performance
Management
Process

4
Performance Management
The Importance of Performance Planning

The purposes of the Division of Agriculture & Natural Resources


performance management program are to:
•Provide a link between work planning for individual staff members
and overall department and Division goals
•Help staff members understand their job responsibilities and
improve job performance
•Recognize and reward staff member contributions, and foster
professional development and career growth
•Increase productivity and correct problems
•Required in the determination of merit increases
5
Performance Management
Developing Performance Goals/Objectives
Definitions of Performance Expectations

Performance expectations should be clear, brief, attainable, and


measurable, and can be expressed in terms of:

1.Quality
2.Quantity
3.Timeliness
4.Effective use of Resources
5.Manner of Performance
6.Method of Performing

6
Performance Management
Developing Performance Goals/Objectives
Avoid Unrealistic Goals

1.Use specific examples of behaviors and of the desired results


2.Avoid using evaluative terms which do not describe behaviors
and/or outcomes, such as "good work" and "bad attitude"
3.Be wary of using terms such as "always" and "never." It is not
realistic to expect that a staff member will always perform perfectly
and will never make a mistake
4.Avoid using numbers in goals unless you actually intend to count
the behavior
5.Consider the cost/benefit of gathering data on performance

7
Performance Management
Developing Performance Goals/Objectives
Verifying and Recording Performance

Methods of Verifying Performance


Determined at the start of the evaluation period and discussed with
the staff member.
•Direct observation
•Reports of others' observations
•Written records such as attendance, financial, assignment logs, and
status reports
•Results in the form of tangible products

8
Performance Management
Developing Performance Goals/Objectives
Verifying and Recording Performance

Record Performance
•Record only job-related performance, avoid making statements about
an individual
•Do not try to record every event; select a representative sample of
performance
•Cross validate reports from others
•Record both positive and negative performance

9
Performance Management
Developing Performance Goals/Objectives
Example

Problem
An employee has been making mistakes while entering the payroll for
the last month. They have had to go back and correct their mistakes
the next day, taking time away from other projects.

Performance Need
Employee needs to prepare all work accurately and on time in order
to keep on schedule and provide the other administrative services as
part of their job.

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Performance Management
Developing Performance Goals/Objectives
Example

Goal
Go through PPS training refresher course, in order to keep up to date
and get a reminder of the intricacies of the system (by November
2012).

Outcome
Skills to enter payroll into the PPS system, on time, with a lower rate
of error, in order to free up time for other administrative tasks.

11
Performance Management
Counseling and Coaching Tips

•Share knowledge and experience


•Share feedback and observations
•Use questioning to stimulate thinking
•Facilitate by listening
•Encourage brainstorming
•Explore options and consequences together
•Allow the employee to find their own conclusions and solve their
own problems when possible

12
Probationary Period
After the New Hire

Probationary Period
All professional and support staff employees who hold career
appointments shall serve a probationary period during which time
their work performance and general suitability shall be evaluated in
writing.

The probationary period is completed following six months of


continuous service at one-half time or more without a break in service.

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Probationary Period
After the New Hire

Establish Performance Goals


Performance goals and objectives are what an employee can look to,
and what a supervisor can look to in order to understand the desired
outcome of each function of the job. Employees and managers should
meet to clarify expected outcomes and set objectives that coordinate
the employee's job to department and campus objectives.

14
Probationary Period
After the New Hire

Release from Employment Prior to Career Status


At any time during the probationary period an employee may be
released in accord with the appropriate personnel program/contract
policy.

Extension of Probationary Period


Under appropriate circumstances, the probationary period may be
extended at the discretion of the staff personnel unit.

15
Performance Management
Performance Appraisal

A formal performance review must be conducted each year consisting


of discussions between the supervisor and the staff member and a
written record of the appraisal.

Discussions should occur more frequently if needed, such as when new


objectives are developed, or if the staff member requires a more
structured approach in order to encourage improved performance.

The content of the formal appraisal should not be a surprise.

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Performance Management
Performance Appraisal

Guidelines
•Frequent Communication Throughout the Year
•Judge Your Own Performance
•Warm-Up Period
•Be Candid & Be Specific
•Build on Strengths
•Be a Positive Listener
•Judge Performance - Not the Person

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Performance Management
Performance Appraisal
Assignment of Overall Performance Rating

Overall performance ratings are qualified by four areas:


1.Exceeds Job Expectations
2.Meets Job Expectations
3.Partially Meets Job Expectations
4.Does Not Meet Job Expectations

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Performance Management
The Appraisal Discussion

Discussion Tips
•Clearly state the purpose of the meeting and explain the process
•Tell staff member what can come out of meeting, including future
assignments, clear communication, and increased duties
•Help the staff member feel at ease and receptive
•Avoid criticism of personality or personal traits
•Use listening skills to separate facts from opinions
•Conclude with a summary of the main points of the discussion
•Inform staff member of the option to respond to the appraisal
•Have employee sign the form, or set a mutually agreeable date for
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signing the final form
Performance Management
The Appraisal Discussion
Supervisor's Self Evaluation

•Did things go well/poorly? Why?


•What topics were handled successfully/unsuccessfully?
•What subjects aroused the staff member's interest and involvement?
•Were all important points thoroughly discussed?
•What remains as unfinished business?
•What points should be raised at the next meeting?
•What performance should be monitored in the future?
•What objectives should be set?
•Is the staff member a possible candidate for promotion?
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