powerpoint presentation - tcuhr.tcu.edu/wp-content/uploads/2018-perf-mngmnt-final.pdf1 agenda •...

Performance Appraisals

2018

Kristen L. TaylorDirector of Employee Relationskristen.taylor@tcu.edu817-257-4161

Pam HartwellSr. Employee Relations Consultantpam.hartwell@tcu.edu817-257-4948

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Agenda

• Performance Management Philosophy• Performance Appraisal Process• Goal Setting• Forms• New for 2019• Q & A

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Who?

• All Staff Members in Regular Positions

• Hired Prior to January 1, 2019

• Long-term, Temporary Staff encouraged

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Why Conduct Appraisals

• University-wide measurement of employees’ performance

• Provides feedback and coaching• Links appraisal and reward for merit-based

pay considerations• Provides documentation • Supports employees’ career plans

discussion

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When?

• Performance appraisals due in HR no later than 5:00 pm Thursday, January 31, 2019

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Preparing for the Appraisal

Supervisor Employee

Provide year-round, constructive feedback Maintain or adjust performance/behavior based on feedback

Review job description (independently)

Provide at least five business days to submit NEW self-appraisal, job description edits andproposed goals for new year

Submit NEW self-appraisal, proposed newgoals and job description updates by deadline

Evaluate performance of essential duties & accomplishment of goals objectively (independently)

Review documentation (independently)

Complete the appraisal and assessing performance towards goals/job description and include any written counseling

Prepare for meeting by reviewing self-appraisal and prioritizing questions and comments for discussion.

Schedule meeting in advance

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Rating Pitfalls

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Leniency – using a less stringent set of standards Halo Effect – overall positive rating based on a single

performance objective Horns Effect – overall negative rating based on a single

performance objective Central Tendency – tendency to avoid high or low extremes Impressions – tendency to rate on gut feelings/impressions

rather than concrete, observable examples Recency Effect – tendency to rate entire review period on

their most recent performance

Considering Legal Aspects

Do not consider nor comment on employee's –age, race, color, religion, sex, sexual orientation, gender, gender identity, gender expression, national origin, ethnic origin, disability, genetic information, covered veteran status or any other basis protected by law.

Do not hold Family Medical Leave Act (FMLA)-covered leave against an employee.

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Considering Legal Aspects

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Assess the following prior to issuance:Are ratings/narrative objective? Are ratings/narrative based solely on skills and abilities? Is the appraisal comprehensive over the full year and thorough? Does the employee know what is expected of them?Did you communicate with the employee about their performance

throughout the calendar year?Was equal time and attention spent on each employee’s performance? Is the appraisal free from personal opinions and non-essential

comments? Do specific examples on the appraisal demonstrate the employee’s

strengths and/or weaknesses?

Rephrasing Comments

Problematic Phrases Rephrased

Pat doesn’t seem interested in learning the new system. She will need to master the material within the next two months or consider retirement.Issue: Age Discrimination

Pat needs to master the new system so that she is proficient and navigation is instinctual.

John needs to find alternative childcare arrangements to minimize unplanned absences.

Issue: Protected Leave

John has been advised of protected leave coverage. Continued unplanned absences, not covered by protected leave, should be minimal.

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Conducting the Appraisal

• Conduct appraisal privately • Allow for two-way discussion

o Review job description o Review employee’s self-appraisal, job description &

career planso Actively listen o Discuss 2018 performanceo Finalize 2019 goals

• Ask employee to sign and provide them a copy • Allow employee time to respond with written comments

within a specified timeframe• Submit original to HR by January 31, 2019

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Developing 2019 Goals

Supervisor Employee

Review University’s Strategic Plan and core values

Review previous year’s goals

Submit list of professional development goals to supervisor noting desired training,

skills to acquire/develop further, new tasks/responsibilities, etc.

Review employee’s submitted goals andconfirm the 3-5 annual goals with theemployee. (May need to review with next level of supervision to ensure support of department goals).

Meet regularly – at least quarterly – to discuss progress towards goals.

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SMART Goals

Goal Template

2019 GoalsVIA:

Lead OnTarget

Completion Date

Goal/ObjectiveRationale for

Goal/Expected Outcome(s)

How will success be measured?

Status (updated throughout the year)

Strengthen Academic Profile &

ReputationQ {}

Complete. In progress – (ahead, on target, behind).

Not initiated – (ahead, on target, behind).No longer applicable.

Strengthen Endowment

Q {}Complete.

In progress – (ahead, on target, behind). Not initiated – (ahead, on target, behind).

No longer applicable.

Strengthen TCU Experience &

Campus CultureQ {}

Complete. In progress – (ahead, on target, behind).

Not initiated – (ahead, on target, behind).No longer applicable.

Strengthen Workforce

(Both Employees & Graduates)

Q {}Complete.

In progress – (ahead, on target, behind). Not initiated – (ahead, on target, behind).

No longer applicable.

Scheduled Check-in

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January

April

July

October

Goal Example

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Michael will implement the self-service module.

SMART Goal

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Michael will implement a self-service module to streamline the data entry process, reduce errors by 5% and improve customer experience by 8% by December 15.

SMART Goal

VIA: Lead On• Strengthen TCU Experience & Campus Culture• Strengthen Workforce (both Employees and Graduates)Goal/Objective• Implement a self-service module to streamline data entry

process to reduce errors by 5% and improve customer experience by 8%.

Rationale• To increase team productivity by reducing data entry to focus

on data validationMeasurement• Approved implementation plan by end of Q1 (March 31)• Completion of module implementation by Q4 (December 15)

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Forms Location

Self-Appraisal Form

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• New form for 2018 appraisal period• Highly recommended, but not required• Creates an opportunity for:

– Self-reflection and accountability– Productive dialogue

Non-Exempt Form

• EE: Exceeds Expectations• ME: Meets Expectations• NPD: Needs Performance Development• DNM: Does Not Meet Expectations

Define 2019 goals and training needs.

Provide narrative with examples to support EE, NPD and DNM ratings.

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Exempt Form

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• Performance Strengths and Weaknesses – Consider areas such as job knowledge, quality of performance, working relationship with supervisor, problem solving, creativity, initiative, leadership and supervisory responsibilities.

• Current Goals – Identify progress made on any established for the current appraisal period.

• Future Goals – Identify mutually agreed-upon goals and identify training needs for the next appraisal period.

Questions & Answers

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Annual Performance Review

– Review Period: January-December 2018– Platform for Discussion of Work

• Recognize Accomplishments• Discuss Ways to Grow Performance or Career• Establish SMART Goals for 2019

– Accomplished in Three (3) Stages• Self Appraisal ** New form this year**• Manager Appraisal• Scheduled Performance Review Meeting

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Next Steps

• Contact HR regarding unique circumstances• Submit completed forms (including completed

self-appraisals) via resolve@tcu.edu or, if necessary, submit originals to HR

**Retain a copy in a secure location (hard copy or e-copy)

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Dates to Remember

• Performance Appraisals Due in HR no later than 5:00 p.m., Thursday, January 31, 2019

• Salary Planning ~ February 4, 2019

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Resources

• TCU’s Vision in Action: Lead On –https://strategicplan.tcu.edu/

• TCU’s Core Values –https://strategicplan.tcu.edu/about/tcu-mission-vision-values/

• Appraisal Forms (Exempt & Non-Exempt) –https://hr.tcu.edu/forms-library/employee-relations-forms/

• Manager Toolbox –https://hr.tcu.edu/employee-services/manager-toolbox/performance-management/

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How?

Communicating for Best Results: B Sessions (COMM18)

October 31November 2November 8November 14November 29December 5Register: my.tcu.edu

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