Completing Performance Appraisals on PATH

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To get to PATH, go to HR page on Collin College website.

Click on PATH

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Log In to PATH

Use your Novell User Name and Password.

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To create an evaluation, you must be logged in as Supervisor

If it doesn’t say “Supervisor” here, you need to change user type.

Click here to change your User Type

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Change User Type

1. Click on the User Type you want to be.

2. Click on “Change Group”

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Click on Begin New Performance Evaluation

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Click on Start Action.

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Click on Search to get a list of the positions that report to you.

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Click on Start

Action

You will see a list of positions that report to you. If any are missing, or if any are listed who do NOT report to you, please let Dindy Robinson know via phone (#3162) or email.

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Click on View Summary to see the Job Description

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The percentages for the essential job functions MUST be listed and must total 100. Percentages should be 5% or greater. If zeros are listed or the percentages are not correct, print this screen from your browser, mark the changes to the percentages and to any of the essential job functions you want changed and fax to #3778 or send to Dindy Robinson via InterOffice or email.

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If the job description is accurate close out the browser window.

Click here to close

the window.

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This screen gives summary information for the performance appraisal.

Enter a title for the evaluation into this field:

FY 09 Evaluation [Name of Employee]

Click “Continue to Next Page.”

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This is the screen for evaluating the Essential Job Functions. You need to assign a rating and give an explanation for EACH essential job function.

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To evaluate each essential job function, click on Edit.

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You must assign a rating.

Enter a comment in this field to explain the

rating.

Click on Save Changes.

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Annual EvaluationRatings

• Meets Standards of Excellence – One or more of the words “successfully,” “effectively,” or “impressively” should apply. Not for performance that is mediocre, but for performance that clearly meets the standards of excellence.

• Needs Improvement – One or more of the terms “occasionally,” “sometimes,” or “progressing” should apply. This rating describes performance in which improvement in one or more areas is required to meet standards of excellence. If this is marked, please explain: Be Specific and Honest.

• Remove from Job Description - If a given job function is no longer a primary or essential part of the employee’s job, indicate in the right column that the function should be removed from the job description. Space is provided at the end to add job functions that have become a part of the employee’s job, but which are not yet reflected in the job description. If this is a multi-incumbent job and some of the other incumbents perform this function, you will not want it removed, so just mark “not applicable” or n/a.

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Give Positive Feedback

• What aspects of the employee’s behavior do you find valuable? Be specific about what the person has done; for example, “The choices you made in color and style for the newsletter are very professional” rather than “good job on the newsletter”.

• What positive effect does the performance have on the organization, the clients, the team, the college?

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Give Constructive Feedback• State the specific behavior that is unacceptable• Explain why it is unacceptable and how it affects

productivity and performance• Tell the employee what you expect him or her to

do or avoid doing in order to change behavior

Example: “Using the Spell-check function and asking a colleague to review each document prior to sending it to clients will reduce the number of errors and improve your credibility with clients.” 20

After you enter your rating and explanation for each essential job function, scroll to the bottom of the page and click “Save and Stay on this Page.” This way if you are interrupted or your connection times out, you will not lose everything you entered. IF YOU CLICK CONTINUE TO THE NEXT PAGE WITHOUT CLICKING SAVE AND STAY ON THIS PAGE, YOUR INFORMATION WILL NOT BE SAVED UNLESS YOU COMPLETE AND SAVE THE ENTIRE EVLAUTION.

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When you have completed rating and commenting on each essential job function, click “Continue to the Next Page.”

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Goals from Last Year

• Input the goals you and employee agreed upon during last year’s evlauation.

• Cut and paste from Word Document.

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Overall Rating

The overall rating should be a combination of ratings from essential job functions, district-wide responsibilities, accomplishments, and goals. Consider percentage time on each essential job function, as well as the scope of other items to determine overall rating.

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Eligibility for annual increase

• Employees with an overall rating of “Needs Improvement” are not eligible for annual pay increase.

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Do Not Complete This Screen Until After Meeting with the Employee

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Things for Manager to Consider

• Include all performance issues– These should NOT be surprise to the

employee!

• Perform a final honesty check

• Consult with Human Resources if necessary

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The Meeting

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Meeting with Your Employees• Prepare for the meeting• Determine the location• Inform the employees ahead of time when the

evaluation meeting will be held and how long it will take.

• Bring printout of evaluation or send to employee in advance for his/her review

• Allow time for a warm-up period at the beginning of your interview.

• Discuss the importance of the performance appraisal with the employee.

• Ask for the employee’s feedback about his/her performance before, during and after the appraisal discussion.

• Listen.43

Employee’s Self Appraisal

• Opportunity to see if you and employee are on the same page

• What accomplishment or results are they most proud of?

• What do they see as areas that need improvement?

• Note: You may want to ask them to consider these questions in advance of the meeting.

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The Performance Appraisal Meeting

• Ask for the employee’s self-appraisal• Present your assessment• Focus on Performance, Not Compensation• Honestly Evaluate Strengths and Weaknesses• Avoid Vague Statements• Stress Beyond Average Performance• Ask for the employee’s reaction to your

assessment• Listen!

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The Performance Appraisal Meeting

• Don’t Promise Job Security or Promotions• Encourage Feedback• Handle Difficult Questions• When the Employee Disagrees with Evaluation• Give Employee Copy of the Evaluation

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Common Performance Appraisal Problems

• Lack of frequent communication.• No mutually agreed upon goals.• Failure to evaluate your own performance first.• Not obtaining input from others about the

employee’s performance.• Not preparing for the discussion• Not preparing the employee for the discussion• Halo/Horns

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Halo

• Manager fails to see poor performance because of recent good record or personal friendship

• Rewards those with similar beliefs or background

• Believes that because performance is outstanding in one area, there are no problems in other areas.

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Horns

• Manager underrates an employee who:– Does not meet the impossibly high standards

the manager sets.– Fails at one thing, particularly something in

the recent past.– He or she generally does not like.

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Completing the Appraisal on PATH

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Completing the Evaluation on PATH

• Make any changes.

• Click “Continue to Next Page”

• Input the Goals on the “Goal Setting for Next Fiscal Year” tab. (Hint, cut and paste from Word!)

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Identifying and Writing Good Performance Goals

• What’s the task to be accomplished?– Be specific and be sure the task can be

accomplished by this employee

• What will it look like when it is completed?– How will you know? How will you measure?

• When must it be completed?– Again, be as specific as possible

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Goal Writing Exercise

Revise the goal statements below so they meet the two criteria of goal setting:

• Improve the quality of communication between our staff and students

• Decrease the number of complaints from students.

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Print a copy for your file!

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What Happens Next?

• Follow up

• Provide training, a mentor, reinforcement

• Touch base

• Start a new file for the coming appraisal period.

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Notes to RememberTIPS• Evaluate yourself• Job Description • Evaluate performance – not personality• Be specific • Be positive and build on strengths• Warm up at the beginning of the interview• Ask the employee’s input• Set objectives

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Practice

Evaluate my performance as a trainer during this session:

• Write specific examples of my performance that have been effective

• Identify areas where further development or improvement would be helpful

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Need help?

• PATH: Dindy Robinson - #3162

• Appraisal content or meeting: Sheri Eadie- #3158

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QUESTIONS &ANSWERS

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