1 2014 ipma international training conference training supervisors in giving motivating performance...
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2014 IPMA INTERNATIONAL TRAINING CONFERENCE
TRAINING SUPERVISORS IN GIVING MOTIVATING
PERFORMANCE EVALUATIONSPHILIP DEITCHMAN, IPMA- CP
DIRECTOR OF HUMAN RESOURCES
MD DEPT. OF JUVINILE SERVICES
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WHY TRAIN SUPERVISORS
Help with retentionBuild moralHelp employees succeedReduce absenteeismReduce disciplines
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Purpose of the Evaluation Process• Goals
– Improved Communication Between Supervisors And Employees
– Clear Understanding Of Work Expectations– Increased Productivity– Accurate And Objective Appraisals – Accountability At All Levels– Employee and Supervisor Actively Involved In Career
Planning– Foster and Build Teamwork– Acknowledge Successes– Learn the employees strengths & weakness– Best way to utilize staff
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1st Step is a Clear Position Description
• The PD is a written description that outlines the Essential Duties and Responsibilities the employee is expected to perform in a satisfactory manner
• The focus of the PD is on the position, regardless of the employee currently in the position
• Includes position specific performance standards
Essential Functions
• The Fundamental Job Duties Of A Position That If Not Performed, Will Alter The Job
• Functions That An Individual Must Be Able To Perform, With Or Without “Reasonable Accommodation”
• Discussed With The Employee At The Beginning Of The Evaluation Cycle
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Performance Standards• The Requirements By Which “Satisfactory”
Performance Of Essential Job Functions Are Measured
• Related To Output And Results Of Work• Objective Standards Of Performance• The “S.M.A.R.T.” Criteria• Discussed With Employee At The Beginning Of
The Evaluation Cycle • Describe outcomes for “outstanding” &
“exceeds” as well as “meets standards”
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“S.M.A.R.T.” Standards
• Specific – defines specific behaviors, outputs and/or results• Measurable – establishes quantitative and qualitative values
or methods to allow objective monitoring• Attainable – realistic expectations that can be completed
within guidelines• Relevant – expectations are related to the requirements of
the current position and of the customer• Time bound – related to time (e.g., “audit edit reports to be
completed within 4 hours of receipt, with no more than a 5% error rate”)
Practical Considerations• Do not rate standards/elements
that employee did not have an opportunity to perform.
• Consider equipment & resource problems, lack of training, frequent interruptions, other matters outside of employee’s control.
• Pre-approved time away from the job (sick, personal, annual leave; authorized union duty time; other authorized purposes) will not be considered negatively in rating.
Listening GameWere you paying attentionAnd following the leader?
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Objectivity Ratings
• Measurable Performance Standards
• Job-related Behaviors
• Not Personality Traits
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Objectivity Ratings
• Rating Bias– What is “Bias” in Performance
Expectation?•Bias is any factor that influences a
rater’s judgment that is not based on the performance requirements of the job (Yancy, 2002).
•What are some evaluation biases?
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Objectivity Ratings
Rating Biases– Halo Effect
• Positive aspect (one aspect of the job) of employee performance
– Horn Effect• Negative aspect of employee performance
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Objectivity Ratings
• Rating Biases– Restriction of Range Effect
• Leniency• Severity• Central Tendency
– Contrast Effect• Compares employees to each other
– Frame of Reference Effect• Compares employee’s performance to
supervisor’s own personal standards
– First Impression– Regency Bias
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How to Avoid Rating Biases
• Learn, understand and be aware of biases
• Performance Standards – Specific and Measurable
• Observe behavior and differentiate job behaviors
• Document standards and behaviors
• Not Personal Characteristics
Listening Game• Were you eavesdropping
?
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Active Listening
• What is it? – Difference between hearing
and listening– You hear thoughts, beliefs,
and emotions– Concentrate on the speaker– Undivided attention– Open minded
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Tips for a good listener
• Show that you understand their point
• Do not interrupt• Reflect on these statements
– Clarity –can you discuss more about that
– Restate –it sounds like …is that correct
– Reflect – their feelings
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Verbal Messaging• What message did I intend to send• What message did I actually send• What message did the recipient hear • What message did the recipient
believe they heard • Tone- did the tone actually match
the message • Pitch – did the pitch actually match
the message• Vocabulary- did they understand the
words
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Barriers to Effective Communication
• Noise level around you• Presence of other people• Interruptions• Are you defensive toward
the employee?• Are you belittling to
towards the employee?
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Body Language• What is your body language really
saying• Are your words saying one thing
and your body language saying something else
• Hands• Posture • Facial expression• Eye contact• Personal space
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• How many formal meetings in one year should a supervisor have with the employee?
– Beginning
– Mid
– End
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TIMELINES AND THE EVALUATION PROCESS
• Beginning Cycle- Occurs during a new hire’s first meeting with his/her
supervisor and shall be done at the conclusion of the end-cycle• Mid-Cycle
– In 6 months give an employee a snap shot of their first 6 months and goals of their next 6 months.
– Self-assessment , give employees time to have the assessment returned prior to the evaluation date
• End-Cycle– After one year, review set goals, set new goals and give the employee the
opportunity to do a self assessment.
How many hats does a supervisor wear when doing an
evaluation?
Supervisor
Coach
Mentor
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Self- Assessment• Gives employees the
opportunity to “remind” supervisors of accomplishments during the evaluation period
• How does a supervisor use this information?
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PHASE I: Beginning Cycle PERFORMANCE PLANNING
• Occurs on employees first day on the job
• Review the Position Description for the position
• Discuss Essential Job Functions and Performance Standards for the position
• Discuss the Behavioral Elements used to evaluate the job class and/or position
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PHASE I: PERFORMANCE PLANNING
• Create an Employee Development Plan
• Documents the completion of the performance planning process
• What hat is the supervisor wearing
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PHASE II: MID-CYCLE PERFORMANCE EVALUATION
• Occurs on 6 month anniversary
• Evaluate performance based on criteria discussed at the beginning of the cycle
• Assign ratings to each area of performance
• Encourage employees to complete a self-assessment within the 5-day timeframe
• Discuss the mid-cycle performance review and the employee’s self-assessment
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PHASE III: END OF CYCLE EVALUATION
• Occurs on the next End of the year• Encourage completion of “Self-Assessment”
• Discuss – Self-assessment and performance review– Overall rating, strengths and weaknesses’– Developmental needs if appropriate– Future plans– Short and Long-term career goals– Development plan to assist employee in reaching
their goals
Evaluation Process:Management Preparation• Supervisor prepares preliminary
performance appraisal.• Supervisor needs to incorporate the
employees assessment in the evaluation
• Appointing Authority should review appraisal before presented to employee.
• Why???
Development Plan- The purpose of the plan is to move the DELTAS to
a positive
- The supervisor is now the coach
- The employee with the assistance of the supervisor will develop the plan.
- Employee must own the plan, it must be their plan
- Supervisor needs to assist the employee so they will be successful
- What hat is the supervisor wearing??
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Performance Improvement Plan (PIP)
• Performance not meeting standards• Provide feedback and document• Overall Performance is unsatisfactory• Supervisor’s Responsibility to implement• Failure to improve results within established timeframes
results in termination
• What hat is the supervisor wearing?
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Role of HR
• Provide guidance to supervisors through the Evaluation process
• Ensures fair, accurate and consistent administration of the process
• Ensures Evaluations are completed accurately and consistent across the agency
• Resolution of Evaluation related inquires and disputes
• Conducts PEP training
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Documentation
• Documenting Performance
- Fair, accurate and consistent
- Identify good, bad and indifferent
- Written records – Employee Performance Log
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Documentation
• Feedback– Three important Principles
• Positive, corrective and timely • Should motivate not de-motivate• Documented
The Sugar Cookie
• Start with the positive • Discuss Deltas• End with a positive
• The employee should leave feeling positive about them self
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Questions and AnswersPhilip Deitchman
Director of Human ResourcesMaryland Dept. of Juvenile Services
One Center Plaza 120 W. Fayette Street Rm 246
Baltimore, MD 21201410.230.3455
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