Employee Performance Review System Introductions Name and Agency How long worked as a supervisor How many employees do you rate or review Questions issues or concerns on EPR Agenda for Today ID: 599626
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Slide1
Performance Management Program
Employee Performance
Review SystemSlide2
Introductions
Name and Agency
How long worked as a supervisor
How many employees do you rate or review
Questions, issues, or concerns on EPRSlide3
Agenda for Today
Managing Performance and Role of Performance Appraisal
Developing Standards
Management Directive 540.7 (Amended)
Writing Comments
Identifying Employee Strengths and Opportunities for Development
Conducting the EPR InterviewSlide4
The Big Picture
Performance Appraisal
Short term
Standards & expectations objectively identified
Performance is judged after the fact
Form emphasized
Results emphasized & measured
Housed in HR Office
Performance Managment
Long term
Standards & expectations linked to operation objectives
Performance is planned, motivated, and coached
Process emphasized
Results & competencies are essentials
Conducted by supervisors continuouslySlide5
Knowledge and Skills are present:
Motivation
Coaching
Feedback / EPRs
Discipline
SEAP
Knowledge and Skills are
not
present:
Training
Development
PreceptorshipMentorship
Managing PerformanceSlide6
Performance Management
Continual process, not an isolated annual event
Enhances performance
Plan
Implement
Evaluate
Do
Review
Plan
DevelopSlide7
Activity
Do You or Don’t You?Slide8
Purpose of EPR
Bidding on vacancies
Interviewer review
Permanent status
Supporting documentation
EPR grievances / CS appeals
Furlough of management and most non-represented, non-classified employeesSlide9
Opportunity to praiseCoach for improvementCommend exceptional work
Establish and communicate responsibilities, priorities, and accountability
Ensure organizational effectiveness
Value of EPRSlide10
Performance Management
What is to be done?
How well it is to be done?
How well was it done?
Communication?
Position Description & Essential Job Functions
Performance Standards & Expectations
Performance Evaluation
Effective
CommunicationSlide11
Plan
Update Job Description
Establish & Communicate Standards
Standards conveyed in writing
Create / review EDP
Do
Review
Plan
Develop
New!!Slide12
Standards
Are written for the
satisfactory
rating category and for the
rating period
unless specifically stated otherwise within the standard
4
SMART Standards
Specific
Measurable
Achievable
RealisticTime-boundSee EPR Factor LinksSlide13
Standards
Can be in various formats:
Expectations, objectives, duties
Goals, priorities, responsibilities
Job duties correlated to expected results
Job factors correlated with job standards
Describe specific and measurable performance at the satisfactory level
How much (quantity)How well (quality, results)By when (timeliness)
At what cost (cost effectiveness)Slide14
Activity
Often
Sometimes
Frequently
Rarely
Occasionally
A lot
UsuallySlide15
Job Factor Links
Job Factor Links provide expanded explanations of the various issues and behaviors that are included in assessing and measuring each job factor.
You can access an online version
of the 363L form and Links on the
WPD
website.Slide16
Improve Vague Standards
Review seven sample standards against criteria & rewrite them so that they meet the first three criteria for standards:
Achievable
Measurable
Observable
Identify which EPR factor each standard is an example of
(Job Knowledge, Work Habits, etc.)
You can make up the standards… or use those you may be familiar with.Slide17
Factor Method
Ensure position description is current
Review performance factors with employee
Develop performance standards and expectations for each factor
Determine under which factor each standard/expectation falls
Work with employee to achieve agreement on standards and how they relate to factorsSlide18
Activity
Write down a duty
Write down three supportive activities
Write standards for each supportive activity
Indicate the related job factor(s)
Developing StandardsSlide19
Job FactorsJob knowledge / skills
Work results
Communications
Initiative / problem solving
Interpersonal relations / EEO
Work habits
Supervision / managementSlide20
Weighting Standards & Factors
Discuss with employee
Write weight/value on form
Percentage = value to whole job
Refer to weights during progress review
Document weighting rationale in written commentsSlide21
Implement
Observe
Coach & Mentor
Informal feedback
Do
Review
Plan
DevelopSlide22
Tracking Standards & Performance
Spot check
Employee keeps log/record
Activities file (supervisor)
Activities reports
By complaintSlide23
Informal Review – Formal Results
“
Good job, Fran. You completed the monthly status report ahead of deadline – it is accurate and thorough.
“One improvement would be to include the interim program expense data. The archive folder has examples of how this was presented in the past, and you can get the data from the procurement bureau… here is the name and phone number of our point of contact.
“ Do you have any questions or comments about the report?”
POSITIVE
SPECIFIC
CLEARSlide24
Activity
MANAGEMENT DIRECTIVE
Commonwealth of Pennsylvania
Governor's Office
Subject:
Performance Management Program Number: 540.7 AmendedDate: May 2, 2011 By Direction of: Kelly Powell Logan, Secretary of Administration This directive establishes policy, responsibilities, and procedures for the Performance Management Program for all commonwealth employees.Slide25
Evaluate
Formal Feedback
Progress Review
Annual Reviews
Interim Reviews
Probationary Reviews
363L Primary Evaluative Tool
Review Job Description & EDP
Do
Review
Plan
DevelopSlide26
Types of Formal Reviews
Annual
Progress Review
Semi-Probationary Review (3 mo)
Semi-Annual Review (6 mo)
Also called Mid-Period
Interim
ProbationaryNew HirePromotionSlide27
Interim Reviews
Should be prepared during the rating cycle if:
Employee's rater changes
Employee transfers or is promoted
Job significantly changes, resulting in new standards but not a change in classification
Employee is assigned to work out of classification for an extended period of time
For other appropriate reasons as determined by the raterSlide28
Interim Reviews
Must be prepared during the rating cycle if disciplinary action is initiated due to continued unsatisfactory performance (not be the official notification of the adverse action)
Consider interim when completing annual or probationary rating
For non-civil service and non-union represented or SMS employees, an interim review should be completed approximately six months following appointment, transfer, or promotion into the positionSlide29
Probationary Review
Assess the employee’s fitness for continuation in the position
Permanent Civil Service status granted only after a satisfactory probationary EPR is submitted to HR:
“Your services as a(n)
(job title)
have been satisfactory. I recommend that you attain regular civil service status.”
Due to HR by last day of probationary period
If not timely or properly completed, employee’s personnel record will reflect probationary civil service status (not automatic flip to regular status) for 18 mos., then regular status is grantedSlide30
Hypothetical EPR Timeline
Evaluation as part of the annual FY EPR cycle
Period begins on the employee’s start date (Oct. 15)
Close-out is June 30
Probationary review April 15
Interim (change of rater) on May 3
Start Date: Oct 15
End of Prob: April 15
Semi - Prob:
Jan 15
Interim: May 3 –Rater
Annual: Jun 30Slide31
Other Considerations
Employee refuses to sign EPR …
No electronic signatures on official EPR
Employees may write rebuttals, offer documentation
Employees are afforded 5-days to sign, submit commentsSlide32
EPR Grievances / CS Appeals
EPR may be grieved if:
Supervisor who completed EPR wasn’t familiar with employee’s job performance (or rater was not available)
Process was improper or incorrect
EPR used to implement discipline
EPR used to notify employee of future discipline
Employee alleges discrimination in ratingSlide33
Writing CommentsSupport level of the rating
Consistent with level of the rating
Define problem areas for development
Provide guidance for improvement
Include job-related recognitions
SubstantiveSlide34
All Ratings Require Comments
Outstanding
Commendable
Satisfactory
Needs Improvement
Unsatisfactory
Performance Improvement Plan is:
Encouraged
if any factor is rated at Needs Improvement or Unsatisfactory
Mandatory
if overall rating is Needs Improvement or UnsatisfactorySlide35
Writing Comments … ???
Since the last evaluation, he has reached rock bottom and started to dig.
His men would follow him anywhere, but only out of morbid curiosity.
This employee is really not so much of a has-been, but more of a definite won’t be.
Takes him 1 ½ hours to watch 60 Minutes.
This employee should go far – and the sooner he starts, the better.
Wheel is turning but the hamster is dead.
If brains were taxed, he’d get a rebate.Slide36
Writing Comments
Attitude =
Vague
Emotional
Subjective
Behavior =
SpecificObservableObjectiveSlide37
Activity
Indicate whether each statement describes an
Attitude
(A)
or a
Behavior
(B)
Hint: Four B, Six A
Attitudinal: 1, 5, 6, 7, 8, 9Slide38
Writing Comments & Feedback
Clear and concise
Elements for substantial comments:
Select job activity
Indicate the degree
Describe the conditions
Suggest an influential factor
Give an example
Point out trends
Show consequences, results, outcomesSlide39
Identifying Employee Strengths
Identify positive qualities,
attributes, behaviors, knowledge, and skills
Recognize/commend proficiency
Maximize contribution to organization by involving employee in assignments requiring those abilities
Identify potential mentors
Seek input from employee, reviewing officer, and others who work with/for employeeSlide40
Develop
Build on strengths
ID areas for improvment
Learning need 1st
Developmental opportunities to fulfill need
Do
Review
Plan
DevelopSlide41
Opportunities for Development
Identify job factors that were rated below “satisfactory.” What problem existed?
Identify job factors rated at “satisfactory” or above; why was the rating not higher?
What knowledge, skills, ability are needed by employee at the next level up? Slide42
Opportunities for Development
Consider:
Mandatory training requirements
Improving current job performance
Preparation for future job assignments
Enriching the work experience Slide43
Learning Need
The employee needs to learn (knowledge, skill) to (level, amount) for (special or specific criteria, circumstances, or duties).
The employee needs to learn Access software to an intermediate level for use on quarterly database reports.
The employee needs to learn how to develop a lesson plan for a one-day workshop for groups of 15-20 participants.Slide44
Developmental OptionsDirect Reading
Problem-solving
Off-site Assignments
Preceptorship
Meetings
Delegation
Mentoring
Job EnrichmentRotational AssignmentsOn-The-Job TrainingIn-service TrainingOut Service TrainingSelf-instructional trainingSlide45
Activity
Prepare an Employee Development Plan for the specific employee scenario for your group
Determine the learning needs and then complete the rest of the employee development plan worksheet
25
Preparing an Employee Development PlanSlide46
Continuous Learning
Meet with employee after developmental option has been completed
Give employee opportunity to use what they have learned
Give rewards for learning and using new knowledge and skillsSlide47
The EPR Interview
Preparation is the key
Conducting the interview
Opportunities—reward, improve, plan
Occurs twice a year but a continuous process
Begins and ends with 2-way communication between supervisor and employeeSlide48
Activity
Count off by 3’s to form three groups
On a flipchart, each group lists items that have been successful for them for one of the three phases of the effective EPR interview:
Preparation
Appraisal Meeting
Follow Through
Effective EPR InterviewSlide49
Video
Continuous Performance Appraisal: Coaching is the Key
Preparation
Appraisal Meeting
Follow Through
28
What was different between your exercise discussions and what you learned in the video?Slide50
Questions….
and review of issues or concerns…Slide51
EPR Contact
OA Workforce Planning & Development
Performance Managemen
t
717.787.3813 or www.oa.state.pa.us