Transcript
8/2/2019 Performance Management (TQM)
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Nova Southeastern University
facilitated by:
Aaron Greenberg and
Maureen Simunek-AppeltOffice of Human Resources
Performance Management:
Focus on Performance
Appraisals
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Course Objectives
After completing this workshop, the learner will be able to:
Understand NSU’s performance
rating scale
Fill out a Performance Appraisal
Form
Conduct meaningful performance
appraisal discussions Be prepared for some common
challenges of the appraisal process
Set effective goals with employees
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Your Experience
Think about your
last review:
What thoughts come to
mind?
What went right, whatwent wrong?
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An iterative process of goal-setting, communication,
observation and evaluation to support, retain and develop
exceptional employees for organizational success.
Performance Management
Communicate
Observevaluate
Set Goals
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Why Manage
Performance?
Curb or redirect non-productive activities
Encourage and reward behaviors aligned with
organizational mission and goals
To reach organizational mission and goals
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Planning for the Process
Review employee’s job description
Understand theperformancemeasurement system
Review notes from
the year Understand employee
expectations
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Types of Appraisal Forms
Exempt
Exempt Managerial
Non-Exempt
Senior Administrator
Forms are available online at:
http://www.nova.edu/cwis/hrd/ohrforms.html
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Rating Scale
4 - Excellent (Exceeds Standards)
3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)
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Excellent (Exceeds Standards)
Clearly considered to be exceptional performers.
Consistently exceed the communicated
expectations of the job function, responsibility or
goal. Demonstrate unique understanding of work
beyond assigned area of responsibility.
Identify needs and provide unique, innovative and
workable solutions to problems.
Achievements and abilities are obvious to
subordinates, peers, managers and customers.
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Good (Fully Meets Standards)
These employees are “on track” and fullyachieve expectations.
Independently and competently perform all
aspects of the job function, responsibility, or
goal.
Performance consistently meets the
requirements, standards, or objectives of the
job. Occasionally exceeds requirements.
Recognizes, participates in, and adjusts to
changing situations and work assignments.
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Acceptable
(Usually Meets Standards)
Generally meet expectations required for theposition.
Competently perform most aspects of the jobfunction, responsibility or goal.
May require improvement in one or twoareas of consistent weakness.
Employee requires coaching in a weak areaor may need additional resources or trainingto meet expectations.
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Unsatisfactory
(Fails to Meet Standards) Employees with this rating fail to satisfactorily
perform most aspects of the position (or function).
Performance levels are below established
requirements for the job. Employee requires close guidance and direction in
order to perform routine job duties.
Performance may impede the work of others andthe unit.
A performance improvement plan must besubmitted to OHR.
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Scheduling the Meeting
Notice
Location
Self-evaluation
Appropriate form
Comments
Supervisory approval
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Filling out the Form
Review notes
Behaviors vs. valuejudgments
Align categories on formwith employee’s jobresponsibilities
Optional categories
Set goals
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Common Mistakes
Labeling
Recency
Central Tendency Leniency
Horns/Halo Effect
Constancy
Similarity
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Performance Appraisal Practice
Review Performance Appraisal for items that are: Under-rated
Over-rated
Poorly stated
Refer to employeebackground
Rewrite Performance Appraisal using tools
reviewed today
Make sure to fill out the formcompletely including theGoals section
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Common
Performance
Appraisal
Challenges
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Dates to Remember
Appraisals due to your
HR contact before May
1, 2009
Review form with HRcontact before meeting
with employee
No reclassifications
between April 1 and
July 31, 2009
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