Performance Management Review FAQs

1. Performance Management Review FAQs

2. Why do reviews? Performance management is the process of coaching, developing, managing and evaluating employees. It is a consistent process for assessing and developing individual performance. The process provides ongoing feedback and coaching for success and developing talent while providing a tool for measuring what individuals achieve and how they achieve it. Reviews are opportunities to evaluate performance and can have results that motivate, retain, and reward employee performance. At the same time, they allow acknowledgment of and ways to develop the areas of skills development and enhancement. The benefit of reviews can be increased productivity, improved communication, expectations and duties defined, and assist in achieving overall goals of the UTFI and individual units within.

3. What is appraisal vs. management? An appraisal is a one time event. Management performance should be viewed as process rather than an event or task. Management allows for looking forward rather than back and development of skills and talents. AppraisalManagement One time event Ongoing Retrospective Prospective Short Term Long Term Corrective oriented Progress steps Completing form Planning/goal setting

4. What are the steps? The Performance Management Review Guidelines provide information regarding the process. The 3 Major Steps • Planning • Coaching and feedback • Formal performance review

5. What forms are used? Performance Management Review Guidelines Explains the process and provides instructions on how to complete the performance management form. Employee Performance Self-Evaluation Form Use as a resource if desired. Employee to complete for their self review. Performance Review Form Supervisor form to document the review and goal set for the upcoming year. Performance Improvement Plan Form For use if improvement plan is necessary to document and develop an action plan, set SMART goals, and review accomplishments through follow-up meetings.

6. How are goals set? Goals are set using SMART Specific Measurable Achievable Relevant Time Based

7. How do I create SMART goals? • Specific: Goal objectives should address the five Ws ... who, what, when, where, and why. Make sure the goal specifies what needs to be done with a timeframe for completion. Use action verbs ... create, design, develop, implement, produce, etc. Example: resolve accounting discrepancies within 48 hours. • Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes, not activities. Example: secure pledges from ten new donors by the end of each week. • Achievable: Goal objectives should be within the staff member's control and influence; a goal may be a "stretch" but still feasible. Is the goal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal. Example' obtain the XYZ professional certification within two years. • Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member's key accountabilities or link with departmental goals that align with the institutional strategic goals. Example: develop and implement a diversity recruitment plan that increases the number of diversity candidates by ten percent. • Time-bound: Goal objectives should identify a definite target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporate specific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects). Example: check the fire alarms and emergency lighting in all buildings every six months.

8. What happens if the performance rating is “needs improvement” or “unacceptable”? • Describe unsatisfactory performance/behavior • Cite specific observed examples – past incidents or lack of meeting goals and impact on employee, team, customer, department, et al. • Solicit constructive employee action plan to resolve the performance failures or behavioral issue. • Review action plan and establish milestone date(s) to review progress. • A Sample Performance Improvement Plan (PIP) may be found at the UTFI HR website.

9. What should be avoided in reviews? • Halo/Horn Effect – rate employees the same on every trait • Central Tendency – lack of rating differentiation between employees • Leniency – avoids honest ratings to avoid conflict • Recency – narrow focus on recent events • Similarity/Like me – favorable rating to employees who have similar values or interests to the rater • Constancy – rate employees via rank order

10. What role do I play? Employee: • Take initiative to develop his/her plan. • Seek regular feedback from supervisor. • Work with supervisor to set SMART goals and to understand performance expectations. • Work with supervisor to set target dates for goal completion. Supervisor: • Review the following before developing goals: UTFI and unit goals and objectives, previous year’s objectives and performance evaluation, customer feedback, employee’s skill set and development opportunities. • Set aside adequate time and schedule a goal setting meeting before the annual review. • Involve employees in the process (seek their input and ask for their ideas). • Use the SMART method to develop goals Human Resources: • Offer assistance and guidance in performance management best practices. • Provide assistance in developing a Performance Improvement Plan. • Track and record overall performance rating.

11. When should reviews be completed? The formal performance review, which is completed in January for the year just ended, should be submitted to UTFI Human Resources no later than July 31.

12. Contact UTFI HR Office Carol Houser (865)974-4686 chouser@utfi.org Sherry Smith (865)974-2526 ssmith@utfi.org