Recommendations from Manger to Employee by amo47901

VIEWS: 0 PAGES: 11

More Info
									    Saint Joseph College

Performance Appraisal Guide
Overview

Saint Joseph College’s Performance Appraisal System is a valuable tool designed to
assist in evaluating the performance of employees, establishing development plans for
employees, communicating measurable standards and objectives and successfully
utilizing human resources.

This management guide has been written to assist each supervisor and manager in
obtaining the maximum use of the performance appraisal process, while at the same time
making it easier and more rewarding for both the manager and the employee. In addition
to describing Saint Joseph College’s procedures and forms, an overview of the techniques
and skills required to conduct an effective appraisal interview is included.

Objectives

The following objectives for Saint Joseph College’s Performance Appraisal System have
been established:

       To evaluate each employee’s performance against a uniform set of factors

       To establish individual objectives and standards for each employee which are
       consistent with organization and department goals

       To provide a means for open discussion of an employee’s performance against
       these objectives and standards

       To improve the employee’s performance though constructive feedback and the
       setting of realistic development plans

       To assist in effective salary administration


Benefits

Benefits that arise from a meaningful performance appraisal system include:

       Objective, fair and uniform assessment of performance

       Improved employee communications

       Increased commitment to departmental and organizational goals

       Higher job standards and performance




                                             2                                    Rev. 4/05
Process

The Performance Appraisal Process consists of the following major components:

       Development of Job Accountabilities and Objectives

       Measurement of Performance Results

       Measurement of Goal Accomplishment

       Review of Performance on Consistent Factors

       Discussion of Contribution to Mission

       Discussion of Professional and Skill Development

       Assessment of Overall Performance

       Setting of Goals for Next Review Period


Performance Categories

A key aspect of our appraisal system and its underlying foundation are the performance
categories used to assess performance. Before we discuss the form in detail, an outline of
the rating categories will help place it in perspective. The appraisal form has the
following categories:

       Exceptional
       Successful
       Needs Improvement
       Unsatisfactory


Definitions of Performance Categories

Category                             Definition

Exceptional                          Consistently exceeds job requirements. Employees
                                     in this category will have made the greatest
                                     contribution, especially when compared to the
                                     performance of others in a group holding similar
                                     level assignments.




                                            3                                      Rev. 4/05
Definitions of Performance Categories

Successful                           Meets and may occasionally exceed all major job
                                     requirements. Employees in this category perform
                                     their duties in a fully satisfactory manner. The
                                     performance of a majority of employees will fall
                                     into this broad category. Consideration needs to be
                                     given to expectations during the learning curve of a
                                     particular job.

Needs Improvement                    Usually does not meet major job requirements.
                                     Employees in this category will not have fully met
                                     all of their major job requirements. It is expected
                                     that with an appropriate improvement plan,
                                     performance will reach “Successful” in a reasonable
                                     period of time.

Unsatisfactory                       Performance is marginal or unacceptable and unless
                                     there is a significant improvement, the employee
                                     will be removed from the position.

Examples

The following examples clarify typical behaviors that may describe each performance
category.

Employees who are rated Exceptional

       Exceeds requirements even on the most difficult and complex aspects of the job

       Ability to take on additional assignments without affecting other work

       Completes projects thoroughly and ahead of schedule

       Performs advance planning, anticipates problems and takes appropriate action

       Consistently presents work which rarely requires corrections or revision

       Demonstrates knowledge of overall College objectives, thinks beyond details,
       work contributes to the objectives of the College

       Requires supervision on an occasional basis, takes initiative to follow-up on all
       requests

       Demonstrates excellent customer service skills, customers praise work and rarely
       find work less than satisfactory



                                            4                                       Rev. 4/05
Successful

      Completes all assigned work and projects on schedule

      Requests additional responsibilities

      Performs all work in satisfactory manner

      Requires periodic supervision and assistance with assessing priority of duties and
      responsibilities

      Completes work with minimal errors and rarely repeats same error

      Provides recommendations based on complete analysis of situation;
      recommendations are accepted by supervisor

      Customer satisfaction is achieved in all interactions; rarely is a customer
      dissatisfied

      Identifies problems and develops a logical and cost efficient solution to the
      problem


Needs Improvement

      Periodically slows the work of others with whom they interrelate

      Does not complete work within established schedule

      Completed work often contains errors; same errors are repeated

      Requires daily supervision and supervisor’s assessment of priority of assignments

      Customer satisfaction is inconsistent; performance occasionally results in
      dissatisfaction or a complaint from the customer

      Does not take initiative to complete additional duties or responsibilities

      Provides ineffective recommendations without complete analysis




                                             5                                        Rev. 4/05
Unsatisfactory

         Accountabilities are not performed in a satisfactory manner

         Quality and quantity of completed work is below the minimum requirements of
         the position

         Completed work consistently contains numerous errors and timetables are
         regularly not met

         Does not have the know how to perform the job

         Performance diminishes the productivity and efficiency of the department

         Incapable of providing recommendations or solutions to problems

         Customer satisfaction is rarely achieved; customers regularly complain of
         dissatisfaction


The Performance Appraisal Form

The appraisal form has been developed to provide managers and supervisors with a tool
to help provide a better assessment of an employee’s performance. It has eight parts:

         Job Accountabilities/Objectives
         Goal Accomplishment
         Performance Factors
         Professional/Skill Development
         Mission Advancement
         Overall Performance Rating
         Goals for Next Review Period
         Comments and Signatures



Part I          Job Accountabilities/Responsibilities

Use this first section of the form to provide an assessment of the employee’s performance
against the standards and performance objectives established. The job description should
be a starting point in the process of establishing accountabilities and objectives.

Remember to provide specific behavioral examples of the individual and link these to
expectations in the “Comment” section. In addition, please note feedback from the
customers and colleagues in the “Comment” section.




                                             6                                       Rev. 4/05
Part II                Goal Accomplishment

Use this section to describe accomplishments and/or assess achievement of agreed upon
individual goals established in the previous review which were aligned with department
goals and college objectives.

Discuss the measurement of goal attainment and timeliness of goal accomplishments in
the comment section.


Part III               Performance Factors

The Performance Factors represent critical skills required for each position and are
consistent throughout all staff positions. All individuals in staff position and are rated on
the same set of factors.

Remember to provide specific behavioral examples of the individual and link these to
expectations in the “Comment” section. In addition, please note feedback from the
customers and colleagues in the “Comment” section.


Part IV                Professional/Skill Development

Staff development leads to responsible and effective achievement of College goals.
Supervisors are expected to devote a least 18 hours per year and staff members a
minimum of 12 hours per year to skill or professional development. Skill development
can take the form of self-study or internal/external programs and workshops.

Use this section to describe opportunities pursued by the employee in the review period.


Part V                 Mission Advancement

Describe the ways the employee has helped to advance the mission of Saint Joseph
College/The Gengras Center/The School for Young Children through his/her job and
responsibilities during the review period.


Part VI                Overall Performance Rating

Determine the overall performance rating for the individual considering the information
contained in the preceding sections of the review. The overall rating must be consistent
with the information in the preceding sections and the feedback given to the individual
when the appraisal is delivered. This rating level will be utilized for the assessment of a
merit increase.




                                              7                                        Rev. 4/05
Part VII               Goals for Next Review Period

This section provides an opportunity for an open exchange of ideas for all goals and
objectives, however, remember that an individual’s supervisor or manager has the final
decision for goals and objectives. Arrive at a mutual agreement on the measurement or
results achieved for each objective.

The actions developed in this section will provide the basis for the measurement of an
employee’s job accountabilities in the subsequent review cycle.


Part VIII              Signatures and Comments

The employee, immediate supervisor and next level of supervision must sign and date
this section of the appraisal form. Space is provided for any comments that the employee
desires to be included. Signatures document that the appraisal discussion was conducted.
The employee signature does not indicate that the employee is in total agreement with the
appraisal, rather that he or she has had the opportunity to discuss it with a supervisor.


Job Accountabilities/Responsibilities/Goals

Job accountabilities should reflect the overall responsibilities of the position. Meaningful
goals should relate to the employee’s major accountabilities and consider the following
guidelines:

       Goals and objectives should be specific, quantifiable and measurable

       Assignments and tasks should describe expected results

       Focus on long-term priorities for the entire year

       Define “What” to achieve

A manager’s or supervisor’s role is to arrive at mutual agreement on the most critical
accountabilities, objectives and goals for the employee’s position. It is important to keep
in mind that objectives are flexible, growing, and should change when conditions change.

Mutual agreement on the performance expectations and how that performance will be
measured is very important.

Goals written in a “SMART” format

Individual goals established for the next review period should be designed to align with
department goals and College objectives. They should be Specific, Measurable, Agreed
Upon, Realistic, and Time bound (“SMART”).



                                             8                                       Rev. 4/05
Responsibilities of the Manager and Supervisor

The key to an effective and meaningful performance appraisal process is each employee’s
supervisor. If objective of increased job satisfaction, improved employee-supervisor
communication, and more meaningful feedback are to be realized, each manger and
supervisor must approach the process with a strong commitment to providing effective
and thorough assessment of each employee’s performance.

The following steps are provided to assist supervisors and mangers in conducting
effective performance reviews:


Before the Appraisal Interview

   1. Begin preparation by gathering any appropriate documentation and obtaining
      input from others qualified to comment on the employee’s performance.
      Customers must be contacted for performance feedback. This will help ensure
      that the employee is given the most accurate appraisal possible.

   2. Next, consider the degree to which the employee achieved the
      accountability/objective, individual goals and each performance factor. Rate the
      individual on accountabilities and performance factors as it best describes the
      results achieved by the individual in performing day-to-day responsibilities. Then
      assess the individual’s accomplishments and/or achievement of previously agreed
      upon goals during the review period.

   3. Determine the professional/skill development opportunities that have been
      pursued by the employee in the review period.

   4. Review the employee’s self-appraisal form.


The Appraisal Interview

In this section, an overview of steps to follow during the actual interview will be
presented. It is purposely presented in outline form to serve a quick reference during
preparation.




                                            9                                       Rev. 4/05
Prepare for the Interview

Consider the following when preparing for the interview:

       Review the employee’s progress since the last appraisal

       Consider the specific job description, performance standards and job objectives

       Determine what results have been obtained by the individual in each area of
       accountability or responsibility, and what goals have been accomplished

       Consider the ways the individual has advanced the mission of the College

       Determine how and where performance can be improved


Begin the Interview

Using the following skills when beginning the interview will help set a relaxed
atmosphere, build trust and rapport, and allow the employee to digest and understand the
information being presented:

       Establish eye contact
       Clarify the purpose of the meeting
       Set a comfortable pace; allow employee time to respond
       Accept the individual to ask questions
       Set a positive and supportive tone
       Be objective


Seek and Interpret Information

To encourage and two-way dialogue, consider the following:

       Ask questions
       Comment on the employee’s self-appraisal
       Summarize the employee’s statements
       Restate the individual’s comments to ensure understanding
       Allow time for the employee to respond
       Encourage responses from the individual




                                           10                                        Rev. 4/05
Throughout the Year

   1. Remember to continue periodic meetings to provide performance feedback. On-
      going feedback will not only help employees perform better and maintain their
      morale, it will also make this process easier the next time.

   2. The performance objectives that were established for the next review period will
      need monitoring. They may need adjustment or modification as the College’s
      goals, markets, and regulatory environment change.

   3. Mid-year (January or February), conduct a “Checkpoint Review”. This is a good
      time to meet with employees to discuss accomplishments made to date, goals and
      priorities that still need to be accomplished, changes or shifts, if any, in College
      department priorities that may require adding or changing goals, and obstacles
      that may be preventing an employee from achieving his/her goals and
      expectations. If goals are modified during the “Checkpoint Review” the change
      should be documented for reference in the next performance appraisal.

   4. One of the most important tools all supervisors will have when performing
      performance appraisals is documentation. Please keep contemporaneous notes on
      both the positive accomplishments as well as negative aspects of the individual’s
      performance. Quantifiable, measurable data on aspects such as customer service,
      targets and goals are invaluable in supporting ratings and providing comments on
      a subsequent performance appraisal.




                                           11                                      Rev. 4/05

								
To top