Learning Management System Benefits - PowerPoint

							Staff Performance
Management System


 Roger Barker
 Office of Human Resources
    Staff Performance Management
    System
   An imperfect tool for an imperfect world:
     Subjective
     Biased
     Merit pool too small to be meaningful
     Stressful for all parties involved




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    Learning Objectives

 Why   have a Staff Performance
  Management System?
 Who benefits from a SPMS?
 What does a good SPMS system look
  like?
 SPMS Administration

                                      3
    What Do We Know?

 Performance appraisal is as important for
  good performers as for weak ones. T or F
 It is alright to give a mediocre performer a
  good review, as long as you don’t give the
  person a promotion. T or F
 Performance evaluations are often the first
  thing an opposing lawyer asks to see in a
  wrongful discharge lawsuit. T or F
                                                 4
  Why a Staff Performance
  Management System

 An  important strategic management
  tool
 Sets performance accountabilities
 Ties performance to compensation
  and training needs

                                       5
    An Important Strategic Management
    Tool for the Organization
 Helpsorganization manage its human
 resources
   Develop  talent pool
   Ties performance to compensation
   Identifies training needs

 Individualaccountabilities enable
 organization to meet its goals
                                       6
    Why Set Performance
    Accountabilities
 Provides objectivity in evaluating
  performance
 Employee knows what is expected of
  them
 Links performance to rewards and
  opportunities

                                       7
    Setting Performance Accountabilities -
    Learning Objectives

 Know  what constitutes a realistic,
  measurable accountability
 Know how to work together to establish
  accountabilities
 Know how to use mutually agreed-upon
  accountabilities for development,
  rewards, discipline and evaluation
                                       8
   Setting Performance
   Accountabilities - Methods
  Specific Criteria:
 Job related, tied to unit objectives
 Agreed upon
 Prioritized
 Written
 Flexible
 Observable, Measurable, Doable

                                         9
       What Do We Know?

   It is best for supervisors to set performance
    accountabilities for employees, since supervisors know
    best what has to be accomplished. T or F?
   Describing an accountability as “Type error-free reports
    by the deadline dates” is better than saying “Type all
    reports.” T or F?
   Performance accountabilities should reflect the best
    possible achievement under the best possible conditions.
    T or F?
                                                        10
    Tying individual accountabilities
    to organizational goals
   Goal 4 - Excellence in Capital, Fiscal and
    Human Resources Planning and
    Management
     Goal  1 of OHR Unit Plan - “Develop and
      distribute a monthly newsletter … human
      resources information.”



                                                 11
    Tying individual accountabilities
    to Unit Plan
 RB accountability - Improve internal and
  external communications - Develop and
  distribute a monthly newsletter to all faculty
  and staff
 SH accountability - Develop and supervise
  the distribution of an OHR Newsletter.
 PD accountability - Collect articles relevant
  to compensation and benefits for inclusion
  in OHR newsletter.                           12
   Documenting Performance -
   Background

 Good  record-keeping insures
  objectivity
 Relevant to job accountabilities
 Year-round process
 First hand observations


                                     13
  Documenting Performance - Learning
  Objectives


 Know   that objectivity requires
  agreed-upon accountabilities
 Know how to document negative and
  positive activities
 Know how to utilize process to seek
  out and/or render assistance in
  improving job performance         14
    What Do We Know?

 A good supervisor is able to keep mental
  track of individual employees’ performance.
  T or F
 Performance documentation should reflect
  the work performance and goals of
  individual employees. T or F


                                           15
  Documenting Performance -
  Documenting for Impact

 Use same standards for all
  employees with similar duties
 Ensure records are timely,
  accurate, behavioral,
  consistent and complete


                                  16
    Documenting Performance

 Document as situations happen
 Maintain balance. Keep notes on ALL
  employees
 Keep notes job related and objective
 Support observations with facts. Think
  your opinion but don’t write it down
 Avoid emotions

                                           17
    Documenting Performance

 Avoid conclusions. Don’t say “Employee is
  undependable.” Instead say, “Employee
  was late by an average of 15 minutes per
  day during week of September 15.”
 Remember that others may read your
  comments. Documentation is the best
  shelter again litigation.

                                         18
   Administration - The Appraisal
   Meeting
 Employees   can only improve and
  contribute to unit goals if they
  clearly understand what is expected
  of them
 All employees want to know:
   How they are doing
   How they measure up
   What their prospects are            19
        What Do We Know?

   In a well executed consultation, employees have the
    opportunity to give their opinions and ask questions. T
    or F?
   Performance appraisals should avoid praising even
    excellent employees or they will start to slack off. T or
    F?
   A supervisor’s subjective opinions of an employee are as
    important in performance appraisals as documented
    performance. T or F?
                                                        20
       Administration - The Appraisal
       Meeting
 At least 2 weeks before the meeting,
  complete draft appraisal
 Notify the employee at least 1 week
  before consultation and set aside at least
  1 hour in a private setting
 Discuss appraisal with reviewer before
  consultation
                                         21
   Administration - The Appraisal
   Meeting
 Open  the meeting by stating its purpose
  and format
 Jointly review accountabilities
 Give your unbiased appraisal of the
  employee’s performance and progress
 Expect disagreement - Promote 2-way
  communication
                                       22
  Administration - The Appraisal
  Meeting
Halo Effect: People are overrated
  because:
 We like them personally
 They’re especially good at one aspect
  of their job
 They’ve been with the company a
  long time
                                      23
  Administration - The Appraisal
  Meeting
Horns Effect is when people are
  underrated because of:
 Their personal style
 A particularly negative incident
 Poor performance in one area of
  their job

                                     24
    Other Common Appraisal Errors

 Recency - Appraiser gives more weight to
  recent events or behaviors
 Bias - Appraiser’s values, beliefs, or
  prejudices distort ratings
 Deficiency - Appraiser leaves out important
  aspects of job
 Contamination - Appraised on items
  unrelated to job performance
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      Promoting 2-way
      Communication
 Get rid of the word “but”
 Giving feedback is a risk
 Supervisors should assume employees want help
 Employees should assume supervisors want to
  help
 Be certain you understand what is being said
 Think now, act later

                                           26
    Giving Feedback

 Describe the behavior; don’t judge it. If
  appraiser is negative and accusatory,
  employee is likely to be hostile and
  defensive
 Assume an attitude of helpfulness rather
  than power and domination. Ask for
  employee input into problem areas.

                                              27
    Giving Feedback

   Empathize with employee. Instead of
    saying “I don’t know what can be done
    about this,” say “I can’t think of anything
    right now, but I know a couple places I can
    look for suggestions.”




                                                  28
    Giving Feedback

   Give specific examples of good and
    substandard employee performance.
    Instead of saying, “Sue, you are doing a
    good job,” say “Sue, your numbers are up
    10% over last year.”




                                               29
         Defining “Accountabilities”
         and “Goals”
   Accountabilities are those tasks, mutually
    established by the employee and supervisor, that
    the employee has agreed to accomplish
     Generally   taken from the job description
   Goals, as they relate to this subject, are the
    activities, tasks, or initiatives that the employee is
    committing to accomplish during the upcoming
    evaluation period.
                                                    30
     The Appraisal Meeting -
     Setting new goals
Setting Goals is the SMART thing to do:
 Specific
 Measurable
 Attainable
 Relevant
 Time Specific                           31
    The Appraisal Meeting -
    Closing the Meeting
 Review the points made
 Reassure employee you wish to help
 Summarize the agreed-upon actions
 Allow employees to challenge ratings they
  feel are unfair by appealing to a higher
  level of management
 Ask employee to sign the appraisal form

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 Characteristics of a Good
 Evaluation

It is based on evidence
It is highly individualized
It is a joint activity
It strives for understanding



                                33
  Characteristics of a Good
  Evaluation, Continued

It creates commitment
It maximizes self-analysis and
 self-discovery
It results in improved
 performance

                                  34
 You do not have to be an Einstein …


 E=mc2
  Employee   Enthusiasm
  Mission
  Cash
  Congratulations




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  System Administration


 PG-50 Staff Performance
  Management System
 University Administrative
  Regulation (UAR) 301.01



                              36
  Why a Staff Performance
  Management System

 An Important Strategic
  Management Tool
 Sets Performance Accountabilities
 Ties performance to compensation
  and training needs

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