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2014 IPMA INTERNATIONAL TRAINING CONFERENCE

TRAINING SUPERVISORS IN GIVING MOTIVATING

PERFORMANCE EVALUATIONSPHILIP DEITCHMAN, IPMA- CP

DIRECTOR OF HUMAN RESOURCES

MD DEPT. OF JUVINILE SERVICES

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WHY TRAIN SUPERVISORS

Help with retentionBuild moralHelp employees succeedReduce absenteeismReduce disciplines

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Purpose of the Evaluation Process• Goals

– Improved Communication Between Supervisors And Employees

– Clear Understanding Of Work Expectations– Increased Productivity– Accurate And Objective Appraisals – Accountability At All Levels– Employee and Supervisor Actively Involved In Career

Planning– Foster and Build Teamwork– Acknowledge Successes– Learn the employees strengths & weakness– Best way to utilize staff

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1st Step is a Clear Position Description

• The PD is a written description that outlines the Essential Duties and Responsibilities the employee is expected to perform in a satisfactory manner

• The focus of the PD is on the position, regardless of the employee currently in the position

• Includes position specific performance standards

Essential Functions

• The Fundamental Job Duties Of A Position That If Not Performed, Will Alter The Job

• Functions That An Individual Must Be Able To Perform, With Or Without “Reasonable Accommodation”

• Discussed With The Employee At The Beginning Of The Evaluation Cycle

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Performance Standards• The Requirements By Which “Satisfactory”

Performance Of Essential Job Functions Are Measured

• Related To Output And Results Of Work• Objective Standards Of Performance• The “S.M.A.R.T.” Criteria• Discussed With Employee At The Beginning Of

The Evaluation Cycle • Describe outcomes for “outstanding” &

“exceeds” as well as “meets standards”

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“S.M.A.R.T.” Standards

• Specific – defines specific behaviors, outputs and/or results• Measurable – establishes quantitative and qualitative values

or methods to allow objective monitoring• Attainable – realistic expectations that can be completed

within guidelines• Relevant – expectations are related to the requirements of

the current position and of the customer• Time bound – related to time (e.g., “audit edit reports to be

completed within 4 hours of receipt, with no more than a 5% error rate”)

Practical Considerations• Do not rate standards/elements

that employee did not have an opportunity to perform.

• Consider equipment & resource problems, lack of training, frequent interruptions, other matters outside of employee’s control.

• Pre-approved time away from the job (sick, personal, annual leave; authorized union duty time; other authorized purposes) will not be considered negatively in rating.

Listening GameWere you paying attentionAnd following the leader?

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Objectivity Ratings

• Measurable Performance Standards

• Job-related Behaviors

• Not Personality Traits

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Objectivity Ratings

• Rating Bias– What is “Bias” in Performance

Expectation?•Bias is any factor that influences a

rater’s judgment that is not based on the performance requirements of the job (Yancy, 2002).

•What are some evaluation biases?

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Objectivity Ratings

Rating Biases– Halo Effect

• Positive aspect (one aspect of the job) of employee performance

– Horn Effect• Negative aspect of employee performance

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Objectivity Ratings

• Rating Biases– Restriction of Range Effect

• Leniency• Severity• Central Tendency

– Contrast Effect• Compares employees to each other

– Frame of Reference Effect• Compares employee’s performance to

supervisor’s own personal standards

– First Impression– Regency Bias

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How to Avoid Rating Biases

• Learn, understand and be aware of biases

• Performance Standards – Specific and Measurable

• Observe behavior and differentiate job behaviors

• Document standards and behaviors

• Not Personal Characteristics

Listening Game• Were you eavesdropping

?

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Active Listening

• What is it? – Difference between hearing

and listening– You hear thoughts, beliefs,

and emotions– Concentrate on the speaker– Undivided attention– Open minded

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Tips for a good listener

• Show that you understand their point

• Do not interrupt• Reflect on these statements

– Clarity –can you discuss more about that

– Restate –it sounds like …is that correct

– Reflect – their feelings

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Verbal Messaging• What message did I intend to send• What message did I actually send• What message did the recipient hear • What message did the recipient

believe they heard • Tone- did the tone actually match

the message • Pitch – did the pitch actually match

the message• Vocabulary- did they understand the

words

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Barriers to Effective Communication

• Noise level around you• Presence of other people• Interruptions• Are you defensive toward

the employee?• Are you belittling to

towards the employee?

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Body Language• What is your body language really

saying• Are your words saying one thing

and your body language saying something else

• Hands• Posture • Facial expression• Eye contact• Personal space

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• How many formal meetings in one year should a supervisor have with the employee?

– Beginning

– Mid

– End

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TIMELINES AND THE EVALUATION PROCESS

• Beginning Cycle- Occurs during a new hire’s first meeting with his/her

supervisor and shall be done at the conclusion of the end-cycle• Mid-Cycle

– In 6 months give an employee a snap shot of their first 6 months and goals of their next 6 months.

– Self-assessment , give employees time to have the assessment returned prior to the evaluation date

• End-Cycle– After one year, review set goals, set new goals and give the employee the

opportunity to do a self assessment.

How many hats does a supervisor wear when doing an

evaluation?

Supervisor

Coach

Mentor

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Self- Assessment• Gives employees the

opportunity to “remind” supervisors of accomplishments during the evaluation period

• How does a supervisor use this information?

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PHASE I: Beginning Cycle PERFORMANCE PLANNING

• Occurs on employees first day on the job

• Review the Position Description for the position

• Discuss Essential Job Functions and Performance Standards for the position

• Discuss the Behavioral Elements used to evaluate the job class and/or position

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PHASE I: PERFORMANCE PLANNING

• Create an Employee Development Plan

• Documents the completion of the performance planning process

• What hat is the supervisor wearing

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PHASE II: MID-CYCLE PERFORMANCE EVALUATION

• Occurs on 6 month anniversary

• Evaluate performance based on criteria discussed at the beginning of the cycle

• Assign ratings to each area of performance

• Encourage employees to complete a self-assessment within the 5-day timeframe

• Discuss the mid-cycle performance review and the employee’s self-assessment

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PHASE III: END OF CYCLE EVALUATION

• Occurs on the next End of the year• Encourage completion of “Self-Assessment”

• Discuss – Self-assessment and performance review– Overall rating, strengths and weaknesses’– Developmental needs if appropriate– Future plans– Short and Long-term career goals– Development plan to assist employee in reaching

their goals

Evaluation Process:Management Preparation• Supervisor prepares preliminary

performance appraisal.• Supervisor needs to incorporate the

employees assessment in the evaluation

• Appointing Authority should review appraisal before presented to employee.

• Why???

Development Plan- The purpose of the plan is to move the DELTAS to

a positive

- The supervisor is now the coach

- The employee with the assistance of the supervisor will develop the plan.

- Employee must own the plan, it must be their plan

- Supervisor needs to assist the employee so they will be successful

- What hat is the supervisor wearing??

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Performance Improvement Plan (PIP)

• Performance not meeting standards• Provide feedback and document• Overall Performance is unsatisfactory• Supervisor’s Responsibility to implement• Failure to improve results within established timeframes

results in termination

• What hat is the supervisor wearing?

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Role of HR

• Provide guidance to supervisors through the Evaluation process

• Ensures fair, accurate and consistent administration of the process

• Ensures Evaluations are completed accurately and consistent across the agency

• Resolution of Evaluation related inquires and disputes

• Conducts PEP training

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Documentation

• Documenting Performance

- Fair, accurate and consistent

- Identify good, bad and indifferent

- Written records – Employee Performance Log

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Documentation

• Feedback– Three important Principles

• Positive, corrective and timely • Should motivate not de-motivate• Documented

The Sugar Cookie

• Start with the positive • Discuss Deltas• End with a positive

• The employee should leave feeling positive about them self

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Questions and AnswersPhilip Deitchman

Director of Human ResourcesMaryland Dept. of Juvenile Services

One Center Plaza 120 W. Fayette Street Rm 246

Baltimore, MD 21201410.230.3455

philip.deitchman@maryland.gov

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