NEW CED RETREAT SUE BONNER Performance Appraisal Training 2011 1.

NEW CED RETREATSUE BONNER

Performance Appraisal Training2011

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Performance Appraisal Training

Employees Need to Know –

• What is expected• How to do the job• Receive feedback to improve• Consequences & rewards

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• Employee is RESPONSIBLE for performance

• Supervisor provides ACCOUNTABILITY with RESPECT

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Conduct Performance Reviews

• Orientation (within 90 days of hire)• Interim• Annual

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Supervisor Responsibility

• PA is required – OSU Policy• Measures Performance• Opens Communication

Two-way – listen & observe

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Performance Factors for ALL Employees• Teamwork• Professionalism• Service• Stewardship

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Employee Expectations• Come to work every day on time• Dress appropriately • Listen and follow directions• Concentrate on work• Manage time• Recognize problems & find solutions

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Employee Expectations• Be honest & dependable• Be cooperative• Be positive• Be courteous/considerate team member• Be continuous learner

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No surprises at evaluation

• Do not wait until evaluation time to address or try to correct problems

• Address issues timely

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OSU RATING CATEGORIES

• Not meeting expectations• Competent (adequate ability)• Commendable (worthy of notice)

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Preparing for the PA Review… • Review position description• Scan previous reviews• Employee completes self-appraisal• Review documentation file/calendar for

accomplishments or areas of needed improvement

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Documenting Performance – Reviewing the Past• Write down the information as soon as possible• Be specific• Do not include opinions • Do not rely on hearsay• Document performance for entire period• Be consistent in documenting productive &

unproductive behaviors

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• RULES OF DOCUMENTATION

• If is isn’t documented, it didn’t happen

• If it is documented but not discussed with the employee, it doesn’t count

• If the employee is allowed to slip back into the old behavior without further counseling, START OVER

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Conducting the Appraisal• Set a positive tone• Explain the purpose• Discuss actual performance• Focus on solving problems, not finding faults• Solicit and use input from employee• Discuss specific actions to be taken by you and

employee• Provide recognition

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Does the Employee Know What to do? Are there clear, measurable, objective guidelines?

• S Specific• M Measurable• A Attainable• R Results-oriented• T Time-phased

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Give a timeframe for the task to be accomplished –

• Reconcile agency account with 10 days after receiving bank statement. Provide District Office a copy of bank statement, reconciliation report and category report.

• Instead of saying, “you need to do better” or “you need to be more timely”

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Goal Setting - Planning for the future

• Supervisor formulates a plan to best utilize staff• Provides vision for unit• Provides written documentation• If you don’t know where you are going, you could

wind up some place else….

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At the conclusion of the PA does written documentation support that:

• The employee met your expectations? • Understands expectations to improve

and grow – goals for next year?• Did you recognize good performance?• Is a Plan of Improvement needed?

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What if performance does not improve?

• Periodically follow-up to communicate progress with employee

• Probation can be utilized• Termination could result• Contact District Director/DANSR HR prior to

terminating employee

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• 65% employees receive no praise or recognition in workplace (Gallup Organization Poll)

• 79% people who leave their jobs cite a lack of appreciation as the key reason (SHRM)

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Ouestions??

Sue BonnerDASNR Human Resources

405-744-5524

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NEW CED RETREAT SUE BONNER Performance Appraisal Training 2011 1.

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Transcript of NEW CED RETREAT SUE BONNER Performance Appraisal Training 2011 1.