Transcript The Importance of a Good Performance Appraisal

Conducting a
Performance Appraisal
February 13, 2003
Linda Hildebrand, Presenter
Most Frequently Asked
Questions by Employees:
What do you want me to do?
How do you want it done?
Why?
Supervisory/Operational Focus
on the Questions:
Why do these operations exist?
What needs to be accomplished?
How?
West Virginia University
Vision Statement
West Virginia University is a studentcentered learning community meeting the
changing needs of the people of West
Virginia and our nation through teaching,
research, service, and technology.
WVU Extension Service
Mission Statement
The mission of the West Virginia University
Extension Service is to form learning
partnerships with the people of West
Virginia to enable them to improve their
lives and communities. To these
partnerships, we bring useful research- and
experienced-based knowledge that facilitates
critical thinking and skill development.
What/How/Why
Job Description
Expectations
Impact to Operational Need
What is Performance Appraisal?
Evaluation Tool
– Annualized Assessment
Formalizes Daily Interactions
– Positive Reinforcement
Historical Record
– Employee Impact > Organizational
Expectations
Planning & Development
Why Conduct Performance Appraisal?
It provides a basis for effective management
It provides for humane management of
employees
It facilitates setting goals & evaluating the
results
It is required by University policy
Performance Appraisal Goal
Planning/Development
Employee Opportunity
to meet
Fullest Potential
to meet
Organizational Needs
Performance Appraisal Purpose
Teamwork / Efficiency
Mutual Accountability
to
Defined Goals
through
Understood Parameters
Performance Appraisal Premise
It is central to effective management
It is an ongoing process
It improves communications
What gets measured will be done
It is to be fair, measure results, and offer
win-win opportunities
Preparation
The supervisor & employee
Consider:
–
–
–
–
–
–
supervisor’s impact to employee performance
job description accuracy
clarity of expectations
employee actual/needed contribution/potential
training needs
input of others affected by the employee
Preparation - continued
Identify
– specific performance examples of each work
trait evaluated
– employee strengths
– meeting & future objectives
Documentation preparation
Conducting Performance
Appraisal
Private setting with uninterrupted time
Review current objectives, provide candid,
behavioral examples & impact
Solicit employee input
Listen positively
Identify future objectives, building on
employee strengths
Communications
We cannot not communicate.
Communication does not occur by merely
sending a message; accurate receipt is needed.
Actions communicate most effectively.
Clarifying feedback improves communication.
Repetition is important.
People choose to accept what relates to them.
Principles for Effective
Employee/Supervisor Communication
Communication is the essence of organized activity and
the basic process from which all other functions derive.
Communication should be subject to analysis, planning,
coordination, and evaluation.
Communication will vary in content and style based upon
organizational direction - upward, downward, or horizontal
from the sender.
Ineffective communication can mean wasted time and
resources and, therefore, can result in lower productivity
and higher costs.
We communicate in a variety of ways, verbal and
nonverbal. Most of all, we communicate by our
actions.
People will generally hear, read, observe, and
choose to understand only those parts of a
message that relate to their own interests, desires,
and needs.
One cannot not communicate. Thus, our choice is
not between communicating or not
communicating, but between communicating
effectively and ineffectively, between contributing
and not contributing to organizational goals.
Repetition is important.
Communication is generally more effective with
“feedback” to clarify the effect, and improve
future communication.
Communication does not occur merely because a
message is sent, it must also be received with
reasonable accuracy.
Reminders
Tension may exist for both parties
– Honest difference in perception
• What is your Style Profile?
• What is your employee’s Style Profile?
– Requires exercise of authority
– Perceived link between performance and pay
Mutual agreement on expectations &
evaluation is not required
Follow-up
Supervisor will confirm the assessment &
justification in writing
Obtain required signatures
Update the job description, standards &
objectives
Provide for ongoing feedback
Accurate Job
Description
Planning and
Development
Communication
Expectations
Teamwork and
Efficiency
Reminders
Orientation
Follow-up
Operational
Focus
Comments/Questions?
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or
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