Performance Review Powerpoint

Welcome!
How to prepare for a really useful

performance review
is intended for presentation to all staff working at Xavier
University. It is designed to be a tool to assist supervisors
and employees as they prepare their annual performance
reviews.
How to Prepare a Really Useful

1
Performance Review - 2012
Preparing for a Really
Useful Performance Review
Its that time of year again
No battle scar discussions
No compliance discussions
Focus on the human aspect
meaningful,
well defined, and
beneficial to you

2
Agenda
Benefits of a performance
review
Share guiding principles for a
Self assessment
Supervisor review
Resources for your continued
learning

3
Objectives
By the close of this
session supervisors
and employees will learn:
Benefits in completing a really useful
performance review
Guiding principles to use when
completing a self evaluation and
supervisor evaluation

4
Xaviers performance
management lifecycle

5
Why do performance
reviews?
Provide feedback
increase communication
Improved
morale
behavior
performance
focus on the person sitting in front of you

daily feedback eliminates UGH!!
6
Feedback
Feedback is
ongoing,
open two-way
communication
between two or more people

7
Feedback characteristics
Constructive Destructive
Unhelpful
Accusatory
Specific Personal
Honest Judgmental
Timely Subjective
Helpful
Ongoing
Supportive

8
Importance of feedback
Improves employee morale, builds employee

confidence, and encourages the heart
Crucial to organizations ongoing development and
growth
Supervisors need to give effective, constructive
feedback regularly, which is what most employees
want
Learning how to give constructive feedback is a
learned communication skill and one that can be
achieved through thought and planning

9
Feedback
Feedback is
a GIFT
if given and received
constructively!
Feedback is
a GIFT
if given and
received
constructivel
y!
10

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8 Great Guiding Principles for
Supervisors
1. Gather information on employees
throughout the year
2. Include the Small Picture (vs. Big Picture)
3. Offer Constructive Feedback
4. Stop Holding Feedback Hostage
5. Accept Feedback
6. Remember that Employees are Unique
7. Keep Reviews Positive
8. Know Thy Employees

13
1st Guiding Principle for
Supervisors
Gather information on employees

throughout the year
Keep separate files (manual / electronic)
Direct and Indirect Observations
E-mails
Handwritten notes
Work results
Focus on:
Performance
Behavior

14
2nd Guiding Principle for
Supervisors
Include the Small Picture

(vs. Big Picture)
Include descriptive examples
Angie displayed stupendous communication skills

when 7 of 10 customers provided negative feedback
about the recent implementation of online bill
payment. Having listened to each customer
patiently, she provided a sound justification for
their issue, and promised to resolve those with
potential impact on the new guidelines.

15
Supervisors
Include the Small Picture

(vs. Big Picture)
Include descriptive examples
When 7 of 10 customers provided negative feedback

about the recent implementation of online bill
payment, we found Debra quite flustered and unable
to answer the issues customers raised, effectively.
She portrays a lack of knowledge in the new
guidelines and in experience when it comes to dealing
with challenging situations such as these.

16
3rd Guiding Principle for
Supervisors
Offer Constructive Feedback

Specific
Honest
Timely
Helpful
Ongoing
Offers Support

17
4th Guiding Principle
for Supervisors
Stop Holding Feedback Hostage

Set it Free!
Timely feedback
No surprises during annual review

18
5th Guiding Principle for
Supervisors
Accept Feedback
Allow employees to
share their ideas
ask questions
active
listening

19
Supervisors
Remember Employees
are Unique
Work may be similar
but performance is
not

20
Supervisors
Keep Reviews Positive

Reward for performance
Constructive feedback for
development

21
Supervisors
Know Thy Employees

Direct observation
Frequent informal conversations
Indirect observations from others

22
Asking powerful questions
to your employees
Supports 2-way conversations
Allows employees to think

instead of react
Builds trust and openness

23
Powerful Questions
Whats one thing I can do

better for you?
What would a good job look
like?
How do you like being
recognized when you do good
work?

24
Supervisor Planning Checklist
Review the employees position description

Review the goals and competencies you and your employee
established at the beginning of the year
Seek input from others who interact frequently with the employee
Ask the employee for a self-evaluation, provided to you in advance
Identify variances between your evaluation and the employees self-
evaluation and be prepared to discuss these differences
Includes examples of positive incidents and any opportunities for
development based on the employees work
Plan for career development opportunities for the employee
Develop questions that can be used to engage the employee in the
review session so its a two-way conversation
Prepare a review meeting agenda to ensure all key points are covered
and provide to employee in advance
Plan for a positive close to the review meeting

25
Performance Review Agenda
Agenda
Meeting start time
Meeting stop time
Meeting location
Topics for Evaluation

Goals/Objectives
Values and Competency
review
Supervisors and Employees self
Evaluation part of the discussion
Career Development
Next Steps
26
In a nutshell
eep it simple
nformation is gathered
throughout the year
urprisesthere are none!
upervisor and employee
participates 2 way
conversation

27

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Self Evaluation
Planned So you met

Completed
staff expectations?
retreat
most
projects on
Good for you!
time Was over ********
budget What did you
oops!
do?
Does anyone
Added know?
new
students
********
Completed How can they
required
training find out?
Performance reviews need context in order to understand and interpret what has
happened over the course of a period of time.
Reviews summarize and compress information but you need details to embrace
subtlety, complexity, interactions, etc. thats where the rubber meets the road.
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8 Guiding Principles for
Employees
1. Prepare, prepare, prepare

2. Give credit where credit is due
3. Put your best foot forward
4. Market yourself well
5. Accept feedback
6. Know the organization and your
departments business
7. Know thy supervisor
8. Communicate future opportunities
30
1st Guiding Principle for
Employees
Prepare, prepare, prepare

Take time to write
Be thorough, honest and specific
Collect performance information
Block out time to write review

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Employees
Give credit where credit is due

Well balanced evaluation
Strengths
Areas of opportunity
Use strong action verbs
Produced
Received
Managed
Created

32
3rd Guiding Principle for
Employees
Put your best foot forward

Validate your job responsibilities
Any changes?
Goals met?
Training completed?
New skills/knowledge gained this
year?
Put to good use? How?

33
Employees
Market yourself well

List achievements
Thorough summary
Asset to the team
sample
My Achievements for the Year
Projects My Contribution Feedback Received
Department
Retreat Coordinator Positive feedback from colleagues
Director pleased with agenda and

speakers scheduled
High evaluation scores for event

34
Employees
Accept feedback
Positive - that was easy
Negative not so easy
Actively listen
Dont place blame
If not legitimate, cite
misunderstanding

35
Employees
Know the organization and your

departments business
Refresh your knowledge of
university goals
Understand how your work supports
these goals

36
Employees
Know thy supervisor

Communication style
Frequency of work updates
What are top priorities?

37
Employees
Communicate Future Opportunities

New and challenging assignments
Learning opportunities
Validate your job strengths

38
Self Evaluation Questions
1. Specify areas where you think you have met or exceeded job
requirements, explain with examples
2. Specify areas where you feel you have not met requirements
and reasons for it
3. With reference to the above, what steps have you taken to
improve performance?
4. In what areas would you like to concentrate your knowledge
and resources?
5. Explain your plan of action for the next fiscal year, for better
performance
6. Enlist the areas where you feel you did not got enough support
from the management/team members
Be prepared to discuss

39
Asking powerful questions
to your supervisor
Ive always wondered why we.

I dont think we spend enough time.
I think we should focus on
Our success lies in
We are missing a business opportunity with
I would like to be able to.
Everyone knows that _________ but is afraid to talk
about it
Our meetings would be more effective if
Ive noticed that
Our student would be happier if.
Id like to see more ________around here

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High performing organizations
position performance reviews as part of
everyday operations
(not as an HR function)

42
High performing supervisors
talk about performance every day, giving
timely and useful feedback to their
employees

43
High performing employees
welcome feedback as a source of
inspiration, motivation and reassurance
They ask for feedback and focus on
always improving

44
10 affirmations for
supervisors and employees
1. A Performance Review should give Feedback, not Criticism
2. A Performance Review is for Personal Development
3. A Performance Review is a Learning Experience
4. A Performance Review is an Investment In You
5. A Performance Review is an Opportunity to Give and Receive
Feedback
6. A Performance Review sets S.M.A.R.T. Objectives for the
Future (look it up!)
7. A Performance Review References Examples of Behavior
8. A Performance Review is a Two-Way Street
9. A Performance Review Gives You Confidence to Progress
10.A Performance Review is as Equally Important to both
parties

45
Performance Reviews
Steps to Complete
1. Compile all performance-related examples and
documentation
2. Create performance reviews
1. Self
2. Supervisor
3. Participate in performance review discussion(s)
4. Conduct performance review meetings
5. Sign Performance Review Form indicating review was
completed
6. Submit Signed Performance Reviews to Division
Leader
7. Division Leader reviews, signs and forwards originals
to Human Resources

46
Performance Review
Timeline
Each division leader will determine and communicate the specific

time period for completing reviews within his or her area

47
Resources available to
employees
Your supervisor
Performance Management website
Performance review forms
Recorded webinar (afternoon of 3/30/12)
Tips to complete your review
Self
Supervisor
FAQs
HR Business Partners, Connie Perme &
Teri Compton
48
Special thanks to
Erik Ball
Assistant Director,
Technology Support
Nike Cline Bailey
HR Generalist
Kat Hollowell
Sr. Web Designer
Mary Walroth
HR Assistant

49
Please visit the Performance
Management website for
additional information
http://www.xavier.edu/hr/perform.cfm

50
So what if we were all these things?
What could happen?
The possibilities are endless

51
References
Aberdeen Research Group
Buzzle.com
Corporate Leadership Council
Human Resource Leadership Council
Linda Gravett and Associates
Society for Human Resource
Management (SHRM)
Sonar6

52

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Welcome!

How to prepare for a really useful

How to Prepare a Really Useful

How to Prepare a Really Useful

How to Prepare a Really Useful

How to Prepare a Really Useful

How to Prepare a Really Useful

focus on the person sitting in front of you

How to Prepare a Really Useful

How to Prepare a Really Useful

Improves employee morale, builds employee

How to Prepare a Really Useful

How to Prepare a Really Useful

How to Prepare a Really Useful

How to Prepare a Really Useful

Gather information on employees

How to Prepare a Really Useful

Include the Small Picture

Angie displayed stupendous communication skills

How to Prepare a Really Useful

Include the Small Picture

When 7 of 10 customers provided negative feedback

How to Prepare a Really Useful

Offer Constructive Feedback

How to Prepare a Really Useful

Stop Holding Feedback Hostage

How to Prepare a Really Useful

How to Prepare a Really Useful

How to Prepare a Really Useful

Keep Reviews Positive

How to Prepare a Really Useful

Know Thy Employees

How to Prepare a Really Useful

Allows employees to think

How to Prepare a Really Useful

Whats one thing I can do

How to Prepare a Really Useful

Review the employees position description

How to Prepare a Really Useful

Meeting stop time

Topics for Evaluation

How to Prepare a Really Useful

How to Prepare a Really Useful

Planned So you met

1. Prepare, prepare, prepare

Prepare, prepare, prepare

How to Prepare a Really Useful

Give credit where credit is due

How to Prepare a Really Useful

Put your best foot forward

How to Prepare a Really Useful

Market yourself well

Director pleased with agenda and

High evaluation scores for event

How to Prepare a Really Useful

How to Prepare a Really Useful

Know the organization and your

How to Prepare a Really Useful

Know thy supervisor

How to Prepare a Really Useful

Communicate Future Opportunities

How to Prepare a Really Useful

How to Prepare a Really Useful

Ive always wondered why we.