MANAGING EMPLOYEE PERFORMANCE Human Resources 465-2390,
[email protected] UW-Green Bay
Training Objectives Understand why managing employee
performance is critical to the success of the organization Learn how to appropriately prepare for Performance Evaluations Discuss “best practices” on conducting the actual performance review Learn how to handle performance problems
Why Evaluations? Performance standards are the criteria against which
results of any employee’s work are assessed As a supervisor, you are responsible for achieving results and meeting the objectives of your department Performance standards must be evaluated to ensure that employee’s work results are aligned with departmental goals and needs When performance is managed effectively and consistently, the department and the organization function more effectively
No Kidding….. "This employee should go far, and the sooner he starts, the better” “He brings a lot of joy whenever he leaves the room” “Donated his brain to science before he was done using it” “Takes him 2 hours to watch 60 minutes” These individual quotes were reportedly taken from actual employee performance evaluations in a large US Corporation.
Benefits of Performance Appraisals Can be used as a tool to identify employee strengths
and weaknesses Communicate goals, expectations, and achievements Allows employees to know how they are performing, what they can improve, and recognize good performance Allows employees to see how their work fits into the departmental goals & why their work is important Review and measure employee performance Identify potential performance problems early
Why Don’t Leaders Manage Better? Time consuming Afraid of conflict Managers-lack of experience & training Low priority compared to operational issues Are not held accountable for managing
performance
Managing Employee Performance
Common Mistakes No communication during the year
Regularly discuss performance so the employee can make improvements throughout the year Supervisors collect data on performance problems during the year, but do not correct the problem when it becomes apparent There should be no “surprises” during the review Employees cannot change unless they understand what they are doing wrong Performance is a year round event-DOCUMENT
Common Mistakes (cont’d) Focus on the negative
Instead of beginning by discussing positive accomplishments, focus is on the negative
Encouragement and support are not offered for the things that were done well
Supervisor lacks confidence in the ability to fix the poor performance
While performance is the time to address real problems, don’t focus only on the negative
More Common Mistakes…. Supervisors are not prepared
Useful data and objective reviews will not be conveyed Supervisor needs to understand what projects the employee is working on Appropriate background work and preparation must be done
Appraisal is continually delayed
Employees receive the message that there are more important things to do than to provide them with feedback regarding their performance
Yet More Common Mistakes…. Employee not given time to respond Can waste an opportunity to create open communication between supervisor & employee Ask the employee for feedback Allow reasonable time for employee to indicate their comments in writing
Most Important Common Mistake Constructive criticism is avoided
Reluctant to be critical of another’s behavior, even if warranted Especially true because evaluations become a part of permanent record Unadressed problems can cause more harm to employee & organization than if they were addressed in a straight forward fashion Supervisors should not “spare employee feelings” by avoiding the truth Provide concrete examples and BE HONEST!
Steps to Effectively Manage Performance Provide feedback and utilize SMART goals
(Specific, Measurable, Attainable, Realistic and Trackable) i.e. set timelines, goals Note improvements necessary to bring performance to acceptable level (i.e. provide examples of work that needs improvement) Supervisor acts to enable support & success of employee goal accomplishment Ask for employee input on attainment of goals (i.e. training, equipment, mentor, checklists)
Appraiser Qualities Listening and communication skills On-going performance documentation Coaches employee Identifies poor performance & problems early Knows the signs of poor performers
Pays attention to staff morale Knows what the organization can offer assist
with employee improvement
Well Written Reviews….. Based upon job-related factors Objective based Accurate
Address problems honestly Drafted by supervisor, not employee Provide framework for realistic
expectations and goals Are written with integrity (don’t belittle) Are solution oriented & constructive
What if Poor Performance is a Factor? Ignoring the poor performance will not make it
change (i.e. in a few more weeks, things will improve) The sooner poor performance addressed, the better (i.e. Six month probationary period)BE CONSISTENT! Employees need to be held accountable for actions (i.e. work rule violations)
What Should I Do? If strictly performance related, Concentrated
Performance Evaluation (CPE) may be necessary If work rule violation, discipline may be recommended If performance problems during first six months of employment, call HR ASAP Call Human Resources for help!
If Performance Improvement is Needed Communicate measurable expectations
necessary to bring performance to acceptable level What assistance will be provided (i.e. training, equipment, coaching) If and when follow up sessions will occur Timeline for improvement Consequences of failing to improve Follow through with program; don’t abandon
Hot Tip: When praising an employee, be specific. Say
“Your work on Project XYZ was thorough and professional” is much better than saying “You’re a good worker.”
The latter response might make the employee wonder if you understand what he or she does Worse, if the employee later does something wrong, and must be disciplined, you’ve sent a mixed message by disciplining a good worker
Performance Management Process Outline of Events Supervisor schedules appraisal with employee Supervisor completes the form & prepares for the meeting Appraisal interview Key job duties are evaluated as derived from the Position Description Performance analyzed Improvement plan discussed Career goals discussed Supervisor & employee comments noted Form signed, copies distributed, final version scanned into a PDF document & e-mailed to HR, or a paper copy forwarded.
Outline of Events (cont’d) Supervisor provides feedback & reinforcement
through mentoring & coaching
Positive feedback to reinforce satisfactory and/or improved performance Constructive feedback, showing employee a better way to do things Consequential feedback - timeline
In Summary, Do’s of Performance Evaluations Reassure your employee by building on
strengths, giving them confidence Use a “we” attitude when discussing problems
Be specific Keep the appraisal on track
Listen Talk about job results, expectations Summarize plan for improvements and
changes, document
Summary of Evaluation Don’ts Use negative words or too many negative
criticisms Use a “you” vs. “me” attitude Give insincere or excessive praise Use generalities that cannot be backed up by specific examples Dominate the conversation – keep communication two way Place emphasis on personality traits Be or seem hurried
More Quick Tips for Evaluators Be prepared Choose a quiet place for the meeting without
interruptions Watch your body language Schedule meeting ahead of time (be respectful of employees priorities) Don’t waste time Allow for two way communication Focus on the job, not the person Discuss goals and future development
Other Things to Avoid… Recency Effect - people tend to recall events
that occurred most recently, rather than looking back at the history Halo Effect – people tend to only report positive employee actions Horns Effect – perception that employee only does things wrong or inadequately
Contact HR
Please contact Human Resources with any questions!
Questions?
