CIT2008 Supervisor

Performance ReviewOverview

Agenda

New this yearThe Performance Evaluation Process

Feedback from others Employee self-evaluations Writing the review The discussion Rebuttals Next steps

Q&A

New This Year

Leading Cornell Results

Change in CIT philosophy

New This Year: CIT Study

Leading Cornell Program - Performance Review Process Project.

CIT study - team interviewed and surveyed 23 CIT employees including staff and supervisors.

Good news - the CIT process had many parts cited as “best practice” - which are now part of the pilot across campus.

New This Year: Leading Cornell Recommends

Talent Review Process - demystify and train supervisors.

Clearer examples of rating criteria. Level the playing field between managers in terms

of employee advocation. Clarify a path to success (how to get a higher

rating). Make performance management a true year round

effort.

New This Year: Strengths Additionally, based on a new organizational

philosophy, we want to move from a remedial management to a strengths based management approach.

This will help to make this a more positive process.

Talent Review Process

The purpose of talent review is twofold:  To calibrate the performance

evaluations across CIT.To identify outstanding individuals on

whom we need to focus leadership development opportunities.

Polley clarified this in her email on 11/11/08.

Talent Review Process

Talent review was begun 4 years ago to for directors to talk about WHY they were provisionally considering a rating of "exceeds expectations" or "meets expectations" etc.. for individuals.  Other directors listened, and thought about whether the REASONS being used in each case were similar to the reasons they were using.

Myths to Debunk

Myth 1: Due to funding limitations, we can only allocate a certain number of 4’s & 5’s.

Truth: Our funding is not at all related to the number of 4’s and 5’s we give out. We believe people should get the rating that represents their performance for the year. We do not have any arbitrary caps on ratings at all.

Myths to Debunk

Myth 2: Performance ratings are determined during the talent review meetings - even before the evaluation is written.

Truth: The talent review does NOT set final ratings because the review process is incomplete at talent review time and because the conversation at talent review is not as well informed of specifics as is the direct supervisor and director.  The point is not about the rating of an individual but development of a common set of criteria that divisions will use.

Clearer Rating Criteria

Result of the Talent Review meeting is a set of rating criteria, refined more with each iteration.

This is meant as a tool for supervisors to use to explain overall ratings.

Refer to Program Contributions set for the year and Position Descriptions as a reference point.

Making Your Case for Rating

Remember, there are two key aspects of “meeting expectations” to consider. What is accomplished and how it was accomplished. Both are important. Results Integrity Community Innovation Respect

Making Your Case for Rating Contact people whom you believe each

employee has worked most closely with for the review period (may want to ask employee).

Collect any emails, value cards or other feedback you have received about the employee throughout the year.

Your own files/observations on the employee.

Employee self-evaluation

Making Your Case for RatingCompare data collected against the

employee’s position description and program contributions.

Think about the “how” as well - noting anything that stands out.

Was he/she instrumental in helping others to achieve their results? How?

Read over rating criteria behaviors to see which ones align with all the data collected. Have specific examples in mind.

Making Your Case: Example

Employee ADeliverable: Represent

Unit on CIT Cross Divisional Team

Result: Participated Rating: 3Behaviors: Attended all meetings Shared info about

meetings with work group.

Employee BDeliverable: Represent Unit on

CIT Cross Divisional TeamResult: ParticipatedRating: 4Behaviors: Attended all meetings and

volunteered to create/ maintain Confluence site for team.

Provided updates to entire unit at unit “town meeting”.

Helped to write and present team updates at CIT Town Meeting.

Asked others in unit for input on discussion areas to bring feedback to meetings.

Making Your Case

This exercise can help you in a few ways: Provide good information for supporting

your ratings to your supervisor. Explains the rating to the employee. If your employee asks, you can give them

examples of the types of behaviors/ results that can help them to achieve a higher rating next year.

Making Your Case

Cornell’s expectations for CIT keep changing - the bar is continually rising.

We are expected to do more with less - working smarter.

Likewise, our bar is rising for “meeting expectations” each year.

Employees who are not making these changes will not meet expectations over time.

Performance Management All Year

Good performance management means providing feedback all year - so there are no surprises at performance evaluation time.

Feedback should be timely - as close to the event as possible is most effective.

At review time, the only “new news” should be new information you have received through the feedback gathering process.

Building on Strengths

The Business Case for a Strengths Based Approach

Areas for Development

Traditionally we have focused on writing areas we have seen “below expectation” performance.

In cases where an employee has a “weakness” that does or may impact their overall performance, you need to point these areas out so the employee can be successful.

Areas for Development

When the employee is fully meeting expectations - focus development on building strengths. For employees with performance issues, focus on developing around strengths too.

Work together to create more opportunities for the person to play to their strengths in their day to day work, where possible.

Identifying Strengths

Employees are the best at identifying their own strengths.

Strengths are activities that make a person feel strong.

Identifying Strengths - SIGNs

S = Success. (When you do it, you feel effective)

I = Instinct. (Before you do it, you actively look forward to it)

G = Growth. (While doing it, you feel inquisitive and focused)

N = Needs. (After you’ve done it, you feel fulfilled and authentic)

The Process

CIT-All request for feedback (Polley sent 11/11/08). SRM Talent Review Meeting. Ask employee to fill out self-evaluation (as a

meeting tool only – not permanent file). Write the first draft evaluation. Review with your manager. Set up a mutually convenient discussion time. Have the discussion – be open and listen to each

other. If no revisions – sign; if revisions – revise and sign Discuss any job-related development next steps.

Employee Self Evaluations

Another piece of information for the final review.

Remember, you may not have seen everything your employee has done all year. This is an opportunity to make sure you have the full picture.

Helps you to understand where potential misperceptions may exist – where you may need to find out more information.

Writing Evaluations

•Provide explanation of ratings using job examples

•Do not use “generalizations” rather use behaviors

•Be careful not to use language that may be legally misconstrued

•Be consistent in assigning ratings with overall ratings

•Differentiate between employees’ performance levels

Ratings Supported with Examples

This is particularly important when ratings are on either of the extreme ends. The more specific these examples are the better. The best examples include:

- Who was involved- What was expected- What was accomplished (or not)- What was the impact (or not)- How it was accomplished - Supporting feedback from others

Generalizations vs. Behaviors

Attitude. Joe has a positive attitude. Others really enjoy working with him. He always accepts new assignments –even things that are not included on his job description. He is a real pleasure to have on my team.

Joe always demonstrates a positive attitude – which makes others want to work with him. Recently he and a few other members of the team were assigned to the office move project – which was one of many assignments he willing accepted this year. He came to every meeting, was willing to take and distribute minutes for the rest of the team and personally walked around the new floor plan to every member of the team to discuss their needs in the new space. Not only was he integral in creating the new plan, but he really helped to convert others from being extremely negative about the move to being very supportive because of his upbeat nature, and keen listening skills. This is just one of several examples I could mention.

Why Specific Examples are so Critical

They show employees that you care and notice what they are doing

They help to clearly demonstrate specifics of what an employee should continue/discontinue doing

Its hard to argue behaviors vs. judgments

They protect legally and in government audits

Legal Language

It is very important to avoid language that could potentially be used against CIT or a supervisor in a lawsuit. A performance evaluation is something almost always subpoenaed in a lawsuit.

- Topics to avoid: gender, race, religion, marital status, kids, disability, illness, age, sexual orientation, national origin and/or other personal life situations.

- Something like – “receives too many personal calls” is ok – as a general statement since it is a work related policy issue. When in doubt, ask HR.

Consistent Ratings

Consistency in ratings means that the narrative and ratings should match as well as the final overall rating should be supported in the early ratings. Inconsistencies can create problems both with employee perception and potentially legally.

It is also very important to use the same rating standards for people with the same level of responsibility for the same reasons as stated above.

Rating Biases Halo Effect

Recency Effect

Middle of the Road

Significant Event(s)

Favoritism

The Meeting Ask the employee to start the meeting

talking about things he/she felt went well and things he/she felt could have gone better. Ask how you can help.

Use “I feel”, “I believe” rather than “you” language where possible – particularly if areas are sensitive/conflict laden.

Listen to the employee and check for clarification.

Agree to disagree – be respectful. Ask what you can do better. Thank the employee.

Rebuttals

Every employee has the right to write a rebuttal to the evaluation – which will become part of the employee’s permanent file. An employee can:

Provide the rebuttal back to his/her supervisor before signing the final evaluation – for further discussion.

Send the rebuttal directly to HR for inclusion in the file. We do look at all rebuttals.

Next Steps

Final evaluation signed – copies made for you, the employee and the original is sent to HR for the employee file by no later than January 31, 2008.

Work with employee to identify areas of strength and talk about ways to focus on growing those areas.

If there are areas of concern in an employee’s performance – discuss development strategies and expectations with the employee.

If an employee’s overall rating is “2” or lower, you will need to contact HR and create a development plan.

Development Plans

Our goal is to very quickly partner with employees to get them back on track.

States the specific areas of concernsStates expectationsPossible development strategies

outlinedFollow-up date determined

SIP Feb/March - CU Compensation sends

proposed SIP percentage/guidelines March/April - CIT determines proposed $$

share for each unit - based on % of salaries. Base SIP is set for all CIT “3”’s and units

allocate their share across their people. Proposed allocations/budget is submitted to

OHR & Finance in April Late May/Early June – Board of Trustees

review budget Mid-June – communicate SIP Awards July 1st – SIP increases go into effect