Writing and Rating Performance Expectations

MGT502

ExpectationsExpectations

Writing Effective Expectations Tips Words and Structure The S.M.A.R.T. Checklist Examples Pitfalls

Rating Expectations Guidance/Definitions Rating Core Expectations Rating Job Expectations Rating Tips

An appraisal must be done on all employees who started prior to Jun 1, 2014

• List group/your own objectives for the year• What are you expected to produce, accomplish, etc?• Whom are you supposed to serve, assist, etc?

• Assign each objective to one or more employees--including yourself if appropriate--as long as • They have the right skills• They will have the time• You can provide the resources• You have given them the authority

• Identify a measurable outcome for each objective• Add a timeframe or quality metric if

appropriate

Getting StartedGetting Started

Example 1Objective: Updated documentation for ____ program.How: Write/revise documentation.Who: John DoeMetric: final product both useful and understandable (have other programmers read and evaluate)

Timeframe: within 6 months

Example 2Objective: Working simulation to test automatic debuggerHow: Create simulationWho: Jane DoeMetric: completed product simulates 90% of real problems listed in event logs (compare to actual logs)

Timeframe: 60 days after beta debugger is fielded

• Expectation Number--Getting them down to 4 or up to 7

• If there are only 1 or 2 projects you want to evaluate…• Break them into components (milestones, types of tasks, etc.)• Create an expectation for leadership or training if appropriate• Don’t rephrase a core expectation or use professional development

• If the job contains more than 7 components you want to evaluate…• Combine similar items as long as they are measured the same way• Focus on only the most important aspects of the job• Don’t list recurring tasks that have relatively little impact

• Expectation Structure • Keep them simple and direct

Getting StartedGetting Started

ACTION VERB OBJECT CUSTOMER METRIC

Create …….......simulation to test automatic debugger…….for Test Group………....that simulates 90% of real problems listed in event logs (compare to actual logs)

and field………………………it…………………………………………………….. 60 days after beta debugger is fielded

Create simulation to test automatic debugger for Test Group that simulates 90% of real problems listed in event logs and field it 60 days after beta debugger is fielded.

Writing TipsWriting Tips

• Write it so… • it’s appropriate for the person’s grade and experience

• both of you know what is expected

• Use action verbs and clear metrics• Allow room to excel if possible• Consider higher grade level expectations• Don’t list tasks or job duties; just outcomes• You don’t have to cover every aspect of the job

• Don’t mix unrelated objectives

• Don’t repeat or restate Core expectations

Choose Your Words Wisely

ACTION VERBS OBJECT WEAK WORDS EVALUATION

Produce …plan, system Assist Outstanding

Create …method, procedure Support Superior

Improve …process, performance Lead Excellent

Complete …project Oversee Peerless

Repair …equipment, system Monitor Weak

Learn …task, procedure Coordinate Poor

Collect …data, input, consensus Help Unique

Document …procedure Manage

Inspect …equipment, system Multiple

Solve …problem Various

Develop …training, solution Quality

Implement …program, process Expert

Eliminate …backlog, problem Often

SignificantIs it worth doing, or is it just busy work?

MeasurableIs there a way to tell when it’s done and how well?

AchievableIs it something the employee can really do?

RelevantDoes it support the group’s (and therefore the Lab’s) goals?

TimelyCan it be completed within the reporting period?

What’s a SMART Expectation?What’s a SMART Expectation?

Assist in keeping ABC magnet array functioning. Line Employee

• Relatively specific

• Weak verbs• Who is actually accountable?

• Lots of room for disagreement• No standard or time frame

Not-So-SMART ExpectationsNot-So-SMART Expectations

Take the lead in troubleshooting magnet problems. Team Leader/Supervisor

• Measurable verbs• Appropriate to level of ratee

• Room to excel• Reasonable time frame

• States what must be done, not how

Make it a SMART ExpectationMake it a SMART Expectation

Assist in keeping ABC magnet array functioning. Line Employee

Take the lead in troubleshooting magnet problems. Team Leader/SupervisorEnsure causes of system failures in the ABC magnet array are identified and eliminated within 24 hours of notification by Accelerator Operations. Team Leader/Supervisor

Identify and eliminate causes of system failures in the ABC magnet array within 24 hours of notification by supervisor or Crew Chief. Line Employee

Continue to document your repair work using the “sycophant” format. Be sure to include tools used, time signed out, time signed in, condition when signed out, condition when signed in, serial number of item, manufacturer, and series. Keep supervisor informed of all work within 2 hours of completion.

Not-So-SMART ExpectationsNot-So-SMART Expectations

• Measurable

• Little room for disagreement• Clear standard and time frame

• Significant?

• Too much “how” detail

Make it SMARTerMake it SMARTer

• Measurable verbs• Appropriate to level of ratee

• States what must be done, not how

Continue to document your repair work using the “xyz” format. Be sure to include tools used, time signed out, time signed in, condition when signed out, condition when signed in, serial number of item, manufacturer, and series. Keep supervisor informed of all work within 2 hours of completion.

Document all repair work fully according to the “sycophant” format.

You are expected to complete complex design assignments while handling multiple tasks and projects. You will work under general project supervision and report directly to work managers or engineers. Significant latitude in prioritizing and choosing design methods and formats will be given to you. With this, you are expected to independently identify and solve moderately complex design problems. You are held responsible for the overall quality and schedule of your designs as you coordinate your efforts with other designers and engineers both inside and outside of the group. Furthermore, you are tasked to clearly report your progress, risks, difficulties, and alternative methods to the group’s managers and Project Engineers.

• Contradiction?• “Significant latitude,: independently identify”

• “clearly report…to…managers, etc.

• How many is “multiple?”

• How complex is “moderately?”

• Stating the obvious?

Fixing a Poor ExpectationFixing a Poor Expectation

Complete all complex design assignments to the satisfaction of work managers and engineers who assign them using the most effective and efficient methods possible. The efficiency of your methods will be measured by how well you handle other tasks and projects unrelated to these assignments.

Serve as an electrical team lead. Duties include working with the electrical group supervisor to plan and prioritize work, directing and monitoring other technicians to complete approved work, training other technicians on technical and safety aspects of approved work, and keeping the electrical group supervisor informed.

• Sounds like a job description

• Other than keeping supervisor informed, how is this measured?

• What is the electrical team supposed to produce?• That’s what this person should be

expected to deliver

Fixing a Poor ExpectationFixing a Poor Expectation

Plan and prioritize your team’s work to the satisfaction of the electrical group supervisor. Ensure approved work is completed, technicians have training and resources to work safely and effectively, and supervisor is aware of progress and/or problems.

PitfallsPitfalls

• Too much detail, confusing structure, unclear objective• Unrelated tasks in same expectation• Restating the job description• Too little “outcome” and too much “process”• Assigning things that belong to someone else• Trying to include everything the person does• Repeating a core expectation • Wimpy or misleading words

Use a “sounding board” to avoid…

ExpectationsExpectations

Writing Effective Expectations Tips Words and Structure The S.M.A.R.T. Checklist Examples Pitfalls

Rating Expectations Guidance/Definitions Rating Core Expectations Rating Job Expectations Rating Tips

Rating ExpectationsRating Expectations

• Comments about each expectation’s rating are very important, particularly for any rated above/below 3• Provides an explanation to the employee• Helps your AD during review and calibration• Should clearly relate to the expectation• Has a 600-character limit

Rating Core Expectations

Safety

Understands and applies JLab's rules and policies for safety,

health, and environmental protection and actively integrates them into his/her job. Advocates ES&H practices across the Lab. Serves as an example to others.

• Did he/she do this all or most of the time? Rating is 3• Did he/she do it sometimes, but not normally? Rating is 2• Did he/she also contribute a major innovation that had a

positive impact on…

…those in his/her own team or group? Rating is 4 …a broad cross-section of the organization? Rating is 5

Safety: Understands and applies JLab's rules and policies for safety, health, and environmental protection and actively integrates them into his/her job. Advocates ES&H practices across the Lab. Serves as an example to others.

On at least one occasion, you cut corners to get a job done on time. Though no one was hurt, it was a clear violation of the safety work plan for the job.

Rating Comment

You are a safe and environmentally aware worker and the fact is well known around the group.3

4

5

2

You are on top of every situation, giving useful advice and guidance. You have shown you are not afraid to hold up work until a safety issue is resolved.

Because of your prompt recognition of a ladder safety problem and the STOP work order you issued, a potential fall and paint spill was avoided.

Rating Core Expectations

Safety

Rating Core Expectations

Teamwork/Respect

Values the individuality and diversity of people, both internal and external

to JLab, and demonstrates this by treating people with fairness, courtesy and dignity. Works well with others as demonstrated by

adhering to team commitments, effectively communicating with

team members, proactively assisting others, displaying

cooperation, and recognizing the successes of others.

• Did he/she do this all or most of the time? Rating is 3• Did he/she do it sometimes, but not normally? Rating is 2• Did he/she do this all the time and make a

significant contribution that promoted… …teamwork? Rating is 4 …broad cooperation or diversity? Rating is 5

Teamwork/Respect: Values the individuality and diversity of people, both internal and external to JLab, and demonstrates this by treating people with fairness, courtesy and dignity. Works well with others as demonstrated by adhering to team commitments, effectively communicating with team members, proactively assisting others, displaying cooperation, and recognizing the successes of others.

Rating Comment

While your independent work continues to be excellent, your tendency to charge ahead without consulting your team members diminishes your effectiveness.

You are a team player all the way and a pleasure to work with.3

4

5

2

I knew I could count on you to help acclimate our new team member, and I was right. She seems to have responded well to your mentoring.

Your mentoring of our new team member has resulted in her complete integration into the team. She reports that having you to help her was the deciding factor in her decision to stay at the Lab.

Rating Core Expectations

Teamwork/Respect

Provide layouts and detail design and drawings for the Boeing FEL as directed by the project engineer.

Rating Comment

Rating Job ExpectationsRating Job Expectations

Project Engineer reported that your layouts, designs, and drawings often had to be sent back to be redone.

3

Project Engineer reported that your layouts, designs, and drawings often exceeded his expectations for detail, accuracy, or timeliness.4

5

2

Project Engineer reported that your layouts, designs, and drawings always exceeded his expectations for detail, accuracy, and timeliness.

Your work in this area was solid and useful.

Provide technical support for JLAB projects. This will include in-house modifications and/or upgrades and out-of-house design and fabrication projects. This can include tasks in electrical, instrumentation, controls, and programming areas. Your work should be performed in a safe manner and be of high quality. Where applicable, you will provide as-built drawing updates to the design team at the end of production.

Rating Comment

Your technical support for a wide variety of design and fab projects has been great. It was not only uniformly excellent work, but your as-built drawing updates were often ahead of schedule.

3

4

5

2

Your technical support for a wide variety of design and fab projects has been outstanding. The quality was superior and your as-built drawing updates were always ahead of schedule.

Your technical support for design and fabrication projects met all design team requirements.

Your technical support in this area was sometimes late; causing delays for others.

Rating Job ExpectationsRating Job Expectations

Build prototype magnets per customer instructions: this includes, but is not limited to, designing and building fixtures for winding, winding the coils per specifications, assembling the coils, and mechanically and electrically inspecting the coils.

Rating Comment

Your magnet work resulted in several positive comments from your customers about how closely you met their specifications, even when the specs themselves were less than perfect.

3

4

5

2

Your magnets have been so superior that our customers are asking for only you to work on them. You obviously set the standard in this area and everyone knows it.

You have shown both the technical expertise and work ethic expected of a senior machinist.

You built two magnets without doing a final inspection. Both yielded electrical problems when they were inspected. This is not what we expect of a senior machinist.

Rating Job ExpectationsRating Job Expectations

Rating Job ExpectationsRating Job Expectations

Work with System Owners and Accelerator Operations to maintain a safe and reliable operation of all high power system equipment in support of Accelerator operating schedule for both physics and machine development.

Both System Owners and Accelerator Ops personnel complained about your tardiness in dealing with issues with high power systems.

Rating Comment

3

Accelerator Ops personnel cited your efforts as key to keeping high power system equipment working.

4

5

2

Both System Owners and Accelerator Ops personnel cited your efforts as critical in keeping high power system equipment working flawlessly.

Your diligence in this area has kept things running smoothly.

Rating TipsRating Tips

• Understand the employee’s rationale for his/her ratings• Don’t leave the first meeting still in the dark

• Rate each expectation objectively before you consider the overall rating• Start by assuming a 3 is appropriate

• i.e. he/she met the expectation as stated• Think of specific examples of where he/she exceeded the

expected performance or fell short of it• Use these to adjust rating up or down• Mention them in your comments

Summary & Final Questions

Writing Effective Expectations Tips Words and Structure The S.M.A.R.T. Checklist Examples Pitfalls

Rating Expectations Guidance/Definitions Rating Core Expectations Rating Job Expectations Rating Tips

Make sure you• sign the class roster• return the email evaluation

Not Earlier Than

Not Later Than FY15 Performance Appraisal Review Timeline

9/29/2014

10/1/2014 Supervisors activate appraisals for direct reports

10/3/2014If required, Home Unit Managers notify Work Unit Managers/Service Providers to complete Matrix Evaluations

10/13/2014 Employee Self-Assessments completed and forwarded; Matrix Evaluations completed and forwarded

10/10/2014 10/24/2014 Supervisors conduct first meeting with direct reports to discuss self-assessment and expectations

10/13/2014 11/1/2014 Supervisors draft appraisals and set expectations for coming year

10/20/2014 11/7/2014 Supervisors send completed appraisals forward for higher level review

11/3/2014 11/21/2014 Calibration completed; appraisals released for HR Review

11/17/2014 12/12/2014 HR Review completed; appraisals released to supervisors

12/1/2014 12/17/2014 Supervisors deliver appraisals at final meeting with direct reports

12/8/2014 12/19/2014 Employees acknowledge receipt with electronic signature

Not Earlier Than

Not Later Than FY15 Promotion/Salary Review Timeline

12/12/2014 Promotion packages submitted to HR

12/15/2014 1/15/2015 HR reviews packages and prepares for Technical Review Committees1/19/2015 2/4/2015 Technical Review Committees Meet2/5/2015 2/6/2015 Feedback from TRCs to ADs2/9/2015 2/18/2015 Salary review conducted2/23/2015 2/27/2015 Costpoint updated with promotion/salary data

3/16/2015 Promotion/Salary letters distributed

Task Completion Schedule

SO, WHAT’S THE CONNECTION?

PROMOTION/SALARY PROCESS CAN’T START UNTIL APPRAISALS ARE DONE

JOB EXPECTATIONS COULD SUPPORT FUTURE PROMOTION

Appraisals vs Promotion• Appraisal evaluates past year’s performance in current job

and grade (classification)• “Everybody” gets one• Uses objectives (expectations) set a year before • Result depends on judgment of supervisor and division review • Contributes to annual merit increase distribution

• Promotion is based on performance at a higher grade• Success is result of

• Evidence individual performs at higher grade• Guided by skill matrix• Supported by performance against higher level expectati

• Recommendation by TRC or HR• Funds availability and approval by division head

Neither high performance rating at current grade nor seniority are determining factors for promotion

The Promotion Process

Supervisor prepares

promotion package

For promotions requiring division level review only:• Packages go to

Division Head• Division Head

decides if packages should be approved; forwards to HR with approval decision

For promotion requiring further review (TRC/HR):

• Division Head reviews proposed promotions

• Promotions that Division supports are forwarded to HR

If appropriate, HR distributes packages to TRCs, who

Division Head reviews proposed promotion recommendations from TRCs and/or HRDivision Head makes final decision

• Review the proposed promotions

• Send recommendations to divisions and HR

HR reviews the promotions it has responsibility for and informs divisions of their evaluation

• Promotion is reclassification to higher salary grade if• Lab needs to change the incumbent’s position• Performing more or higher level duties & responsibilities• Acquired new or expanded skills that match higher classification

Who Reviews What?

Technical Review Committees (TRC) review proposals for scientific & technical promotions to:

Scientist III (SS III) Computer Scientist III (SCS III) Technologist/Design Drafter (T/D II)Senior Scientist (SSS) Senior Computer Scientist (SSCS) Senior Technologist/Designer (T/D IIIPrincipal Scientist PSS) Principal Computer Scientist (PSS)

Engineer III (SE III) Associate/Coordinator (A/C I)Senior Engineer (SSE) Senior Associate Coordinator (A/C II) Lateral reclassifications from

onePrincipal Engineer (PSE) Engineering Support Manager (ESM) scientific/technical family to another

HR reviews: All promotions from non-exempt to exempt, and promotions to:

Administrative Support/Secretary IV (A/S IV)Staff Administrator III (SA III)Senior Staff Administrator (SSA)

Promotion to these grades are reviewed only in their respective divisions:

Staff Scientist II (SS II) Staff Engineer II (SE II) Staff Computer Scientist II (SCS II) Staff Administrator II (SA II)Senior Skilled Trades (ST II) Construction Facilities Support II (C/F II)Construction Facilities Support III (C/F III) Administrative Support/Secretary II (A/S II)Administrative Support/Secretary III (A/S III)

HR acts as disinterested observer with all TRCs