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A tour of the process and some tips, Evaluation, Our mission today

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callis

2021-9-26 published at Occasions/ Family category

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1.A tour of the process and some tips OverviewPerformance Evaluation
2.Our mission today Why annual performance evaluation? What is part of the evaluation? UF process Where are you headed? – Goals Evaluation best practices and giving feedback – Tips
3.Introductions your NAME where you WORK HELLO
4.Why is evaluation important? What am I doing well? How can I improve? What are the skills, knowledge, and behaviors I need to be successful? Two way conversation …..
5.STOP Listen Learn
6.What am I evaluated on? 1 2 Job performance Skills knowledge Work-related behavior Competencies
7.What am I evaluated on? 1 Job performance includes:
8.What am I evaluated on? 2 Work-related behavior
9.UF Process
10.Annual Evaluation – March 1 – February 29
11.The Cover Sheet & Letter For TEAMS exempt employees The Form – For All USPS and hourly TEAMS employees UF provides two USPS and TEAMS evaluation formats
12.The Cover Sheet & Letter - For TEAMS exempt employees The Form – For All USPS and hourly TEAMS employees UF provides two USPS and TEAMS evaluation formats
13.Contact Libraries HR Overall Ratings
14.The Form All USPS and TEAMS non-exempt
15.Performance Categories
16.Work Performance What types of things might you evaluate or be evaluated on in this category? The skills The knowledge The abilities How the job is performed The nuts and bolts of the job
17.Attendance and Reliability What types of things might you evaluate or be evaluated on in this category? Attendance Task completion Follow through Accuracy in work product
18.Customer Service What types of things might you evaluate or be evaluated on in this category? Assistance Presentation/Demeanor Communication/Respect Service Phone manner Electronic communication
19.Initiative and Productivity What types of things might you evaluate or be evaluated on in this category? Motivation Organizational skills Vision Work volume Work accuracy
20.Teamwork and Interpersonal Skills What types of things might you evaluate or be evaluated on in this category? Cooperation Collaboration Flexibility Consensus Supportive Communication
21.Performance Category Ratings Rate Each Performance Category Exceeds Above Average Below Achieves Minimally Achieves
22.Overall Ratings Exceeds Above Average Below Achieves Minimally Achieves Contact Libraries HR
23.The Cover Sheet and Letter TEAMS exempt
24.Performance Categories for TEAMS Exempt In addition to the 5 performance categories, TEAMS Exempt employees will also be evaluated on Leadership and Supervisory Skills
25.Writing the letter Give an Overall Rating on Cover Sheet 1 Use Performance Categories ++ 2 Use Position Description Don’t forget past and future Goals
26.Best practices for creating a Learning Organization with a culture that strengthens collaborative initiatives. Best Practices
27.review of last year is important but well written GOALS help predict future success GOALS ‘a goal without a plan is just a wish’
28.GOALS Based on the position description Outline objectives and specific activities Discussed
29.Types of Goals Performance Goals What you are working to accomplish Development Goals Areas you want to develop in order to grow in your job
30.Performance Goals - Example Collaborate with other circulation supervisors to design an online guide for student assistants. This is to improve the time it takes to train them and make it more consistent across the libraries. The guide will include links to key documents and other resources and will be available for fall 2015 incoming student assistants.
31.Development Goal - Example To increase my effectiveness in running meetings I will prepare an agenda for our departmental meetings and present one topic through December. I will participate in the ‘Making Meetings Work’ training offered by UF TOD by the end of October. Beginning in January I will lead the meetings with backup from my department head. In my weekly meetings with my supervisor we will discuss my effectiveness.
32.Tips for writing goals Don’t wait for your supervisor to suggest writing goals. Write 3 – 4 goals. Discuss each goal with supervisor Understand how they relate to the goals of the department/why they matter
33.Ask yourself: What results will you produce? What will be different in your department or the libraries? What will you do and when will you do it? How will you know you’ve made progress?
34.SMART GOALS
35.SMART GOALS Performance Goals must be: S Specific & Strategic Outline exactly what you hope to accomplish and what the impact will be. M Measurable There must be some way of measuring and verifying whether the objective has been achieved and to what level. A Attainable Attainable; not so lofty that you can’t achieve them and not so simple that you won’t be challenged. R Relevant The objectives must be relevant to the level at which the individual is at in his/her career, to the priorities and workload of the specific department T Timely Need to have clear time frames attached to them.
36.Example 1 Develop 3 new trainings [that respond to training gaps in the competencies training matrix] One training on improving presentation skills, one on emergency procedures and one on customer service Trainings delivered in April, August and January
37.Example 2 Collaborate with other circulation supervisors to design an online guide for student assistants [to improve the time it takes to train them and make it more consistent throughout the Libraries] The guide should include links to key documents and other resources. And should be available for Fall 2015 incoming student assistants.
38.SMART GOALS Performance Goals must be: S Specific & Strategic Outline exactly what you hope to accomplish and what the impact will be. M Measurable There must be some way of measuring and verifying whether the objective has been achieved and to what level. A Attainable Attainable; not so lofty that you can’t achieve them and not so simple that you won’t be challenged. R Relevant The objectives must be relevant to the level at which the individual is at in his/her career, to the priorities and workload of the specific department. T Timely Need to have clear time frames attached to them.
39.Creating a Learning Organization with a culture that strengthens collaborative initiatives takes skills and practice For Supervisors
40.Considerations Review position description (update it!) TRAINING Writing and Updating Position Descriptions 3/7 – Marston Science Library 3/9 – Library West 3/14 – ILF (Interim Library Facility) Review prior year’s goals and comment on whether or not they were accomplished Review employee’s goals for coming year if provided
41.Considerations Have a conversation Consider training needs Consider departmental goals Refer to the Libraries Strategic Directions Consult the Competencies Training Matrix https://www.uflib.ufl.edu/competencies/ TRAINING Staff Competencies Training Matrix 3/4 – ILF (Interim Library Facility) 3/10 – Marston Science Library
42.Think about it… Employees want to work for people who have their back – the more real and authentic you are the more you build your relationship
43.To build rapport you need to express a real interest in the employee’s contributions to the work of the Libraries Spend time preparing Read the self evaluation Be thoughtful in your delivery Create dialogue Think about it…
44.During the evaluation meeting: Biggest mistake is when the manager does all the talking Do NOT read the appraisal during the evaluation session – this is supposed to be a conversation Think about it…
45.Specificity builds trust and dialogue Vague, not so much Think about it…
46.Think about it… As a manager it is your job to become an expert at giving feedback.
47.What specific feedback could you give your employees that would make them feel part of the team and informed about what they are doing well? Giving feedback
48.Bringing meaning into work https://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work?language=en#t-758742
49.Hard to give negative (constructive) feedback but in reality we need/want it because without it we don’t grow Put the employee in the best place possible to be successful Giving feedback
50.I encourage you to have the courage to be frank Shari Harley – CandidCulture.com https://www.youtube.com/watch?v=28N2p3smEsw
51.8 Steps to giving constructive feedback Introduce the conversation Be empathetic (if appropriate) Describe the behavior – ‘I’ve noticed…’ State the impact of the behavior Ask the person for their perception of the situation – ‘What are your thoughts?’ Be clear about your expectations – ‘Can I count on you to do this?’ – if not then how will the employee meet your expectations? Build an agreement on next steps Say ‘thank you’ – ‘thanks for having this conversation with me I know it’s been awkward’
52.Giving feedback “Who said that?” “You want to fire me don’t you?” “After all I do for them this is what I get” “What?” “Are you serious?” “That’s not true” “It’s just a rumor.” “Nobody is perfect – we all have faults” “That’s just the way I am… take it or leave it.” “If that’s the thanks I get for working hard then…” “How can I best use this feedback?” “What can I do to improve?” “Who can help me change?”
53. ? Have we missed anything?
54. ! What is your ‘take away’?
55.Joe Piazza & Bonnie Smith OverviewThank You

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