Performance Evaluations

Making Them Work for You

Instead of Letting Them Work You Over!

Cal Poly Pomona - Employee Relations

Focus of This Discussion:

Purpose and Vision of Performance Evaluations

Performance Evaluations and Their Place in Performance Management

Common Errors and Mistakes

Preparing for the Evaluations

Conducting the Evaluation

Dealing with the “Tough Situations”

Set Yourself up for Success!

Performance Evaluations: Why We Conduct Them

Level 1: The “Compliance” VisionEach Contract has Set Evaluation Requirements

(e.g., Frequency and Timing)

Level 2: The “Performance Management” Vision

To Guide Employees toward Best Performance Practices

To Help Employees Understand and Achieve Established

Work Performance Expectations

To Build Solid Working Relationships

“Maintaining Compliance is Important. Using Evaluations

to Improve Performance Benefits Everyone!”

Performance Management Communicating your Department’s Mission

Each Employee Plays a Part in Achieving the Mission

Through Task performance and skills utilization

Their development, as well as performance, is a continuous process, requiring on-going feedback

The Performance Evaluation is only one component of the feedback, and NOT the only communication the employee

receives about their performance.

“As a general rule: No Surprises!

Nothing communicated in the Performance Evaluation Should Come

as a Surprise to the Employee.”

Not-so-great Moments in Performance Evaluations, Part 1

HEY BOSS!

UH, YEAH?

?

IT’S BEEN FIVE YEARS SINCE MY LAST PERFORMANCE

EVALUATION! WHAT GIVES?

WELL, WHEN I SEE SOME

PERFORMANCE, I’LL EVALUATE IT!!!

Pitfalls and Obstacles to Evaluation Success

Evaluations are Not Performed on Time, or Not at All

Employee used to Over-Inflated Ratings

Employee Challenges Points Made on Evaluation

Employee Becomes Angry or Emotional

Employee Shifts Blame to You or Others

Employee Feels “Dumped On” or Whines

Employee “Knows-it-All” presumably more than You

…as a result, the Evaluation can be a painful experience for Both of You!

Performance Management – Common Errors or Mistakes

Timelines for Preparing or Delivering the Evaluation were not followed

Ratings were Over-InflatedRatings were Historically Over-Inflated, and ExpectedNarratives don’t match RatingsProcedures or Instructions were Not Followed

- Missing “Draft” date or disregarding it- Evaluation finalized without “input” time

The appropriate HEERA Manager was not involved with the preparation or delivery of the evaluation

Procrastination…

“Knowing where you can go wrong will help you avoid the

pitfalls”

Preparing for the Evaluations

The First Step in Preparation is Becoming Familiar with the Procedures and Forms

Know When Your Employees are Due for an Evaluation AND Schedule them! Now you’re committed.

Set Aside Sufficient Time for the Meeting

Let The Employee Know in Advance When theEvaluation Will Take Place

Treat the Evaluation like any other important appointment, because

to your employee, it IS!”

Know What Your Focus and Key Points Will Be Prepare in Advance What You Will Say!

Focus on actual performance and measurable performance attributes—stick to the facts and what you “know”

If the employee had an important project or took on new task(s) in the current evaluation period, make these a key focus of your discussion

If Goals, Development, or Improvement actions were identified in the last evaluation, be prepared to discuss progress

The focus of the Evaluation should be: How is the employee, through their

performance, supporting the Department in meeting its Mission, and how have their abilities grown.

“Encourage the Employee to Continue to Maintain the

Positives Things, while adding focus to those New Goals

and Improvement Areas.“

Preparing for the Evaluations

Remember The Mission and How The Evaluation Enables Both You and the Employee!

Identify—and prepare enough time to focus on—thepositive attributes of the employee’s performance

Identify—and be ready to discuss—the next steps in employee development, whether remedial steps, goals,

or growth-type activities

Not-so-great Moments in Performance Evaluations, Part 2

WHEN IT COMES TO WORK, YOU ARE

ABOUT AS LAZY AN EMPLOYEE AS I’VE EVER HAD HERE!!

HOW CAN YOU SAY THAT? I WORK HARD AROUND HERE AND EVERYONE

EXCEPT YOU SEEMS TO SEE IT!!!!

OH, AND YOU DON’T TAKE CRITICISM

WELL, EITHER

Start with the good points, first because the employee deserves to

hear it; and second, because it reinforces that you see all aspects,

especially when discussing improvement issues.

Conducting the Evaluation

Your Aim is to Communicate the Necessary Performance Information While Retaining Respect

Respect time: conduct it at the scheduled time unless absolutely unavoidable (formally reschedule)

Respect the employee: begin by commenting on the positive and the contributions the employee makes to Department performance

Thank the employee for the good behavior/performance

The most effective improvement plans are those in which

both supervisor and employee share ownership.

Conducting the Evaluation

Improvement Areas and Unsatisfactory Performance

Tell the truth, in a respectful but direct manner. Remember to focus on actual performance issues (based on data);

Do not attack the employee’s character under ANY circumstances. Always maintain Mutual Respect.

For each issue, solicit the employee’s ideas about how to adjust and improve—but also have a plan of your own

Ensure you communicate clearly with the employee what progress is necessary, in what timeframe, how it will be measured and how you will aid the effort

When It Gets Hot—Respond, Don’t React! The Angry Employee – Blames or Attacks

Stay Focused, Do Not Let It Get PersonalRefer Discussion Back to the Facts, Remind the employee that you have a plan for the employee to improve

The Disagreeable Employee - ArgumentativeDisagreeing can be healthy; respect differences of opinion, but

stay on TopicDisrespecting you is NOT healthy. IF the conversation gets

“ugly” stay calm and focused, but firmly let the employee know that unprofessional behavior will not be tolerated.

The instant people perceive disrespect in a conversation, the interaction is no longer about the original purpose… it is about defending dignity.

When It Gets Hot—Respond, Don’t React!

Lack of Accountability:

Lack of Accountability or Denial takes many forms: “I should not be expected to do that,” “well, I’m better than so-and-so,” “I didn’t get trained well,” among others

Keep the focus on the employee and department requirements, and keep “returning the ball to their court.”

I have made clear what the department expectations are, and you are expected to comply with them.

The answers to each of the denial statements above are:

You are being evaluated against the standards for department performance, not against other employees.

If you believe you are not adequately trained to perform a task, you can always come to me and express your concern.

Understanding Emotions

Recognize that People have Different Motivations, Needs, Styles, & Fears

Anger & ControlUnderstand that Stress and Fear lead to angerHe Who Angers Me Controls MeWe cannot be in Control when AngryHe Who’s In Control Wins

Mutual Respect If people Perceive that Others Do Not Respect them, the conversation immediately Become Unsafe and EndsWatch for defensiveness, highly charged, fear turns to anger,

pouting, name-calling, yelling, and threats.Do Others Believe that You Respect Them?

Evaluations: A Successful Conclusion

Review High Points

Even with difficult evaluations, bring the employee and conversation back to the positives

Clarify Expectations Going Forward

Ask the employee to give you feed back about what the expectations are; Listen and refine responses

Thank the employee and tell him/her that you are confident that they can succeed in performing the improvement actions necessary

Much Better Moments in Performance Evaluations!

YOU’VE DONE WELL IN SOME AREAS, BUT WE

BOTH AGREE THAT YOU MUST IMPROVE IN A

COUPLE AREAS…

UH HUH, AND THE PLAN FOR IMPROVEMENT IS VERY WORKABLE AND I

APPRECIATE YOUR SUPPORT

I KNOW YOU CAN SUCCEED. LET ME KNOW HOW I CAN

HELP!

I LOVE THIS

JOB!!!

Don’t Go It Alone!

Quick Link to the Procedures and Forms in the Employee Relations Website within Cal Poly Pomona Human Resources: http://www.csupomona.edu/~dhrsrp/hr/performance_eval.html

Contacts are:Angie Hernandez, Manager, Employee Relations Ext. 5392 arhernandez@csupomona.edu

U’Pal King, Lead Employee Relations Coordinator Ext. 3729 urking@csupomona.edu

Nolan Dyo, Employee Relations Assistant Ext. 5391 nidyo@csupomona.edu

Ann Overman-Scott, Director, Human Resources Ext. 4987 overmanscott@csupomona.edu