Overview Performance Evaluation

A tour of the process and some tips Overview Performance Evaluation Our mission today Why annual performance evaluation? What is part of the evaluation?

UF process Evaluation best practices and giving feedback Tips Where are you headed? Goals HELLO INTRODUCTIONS your NAME where you WORK favorite part of your job

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 STOP - look back and take stock

STOP Listen Learn What am I evaluated on? 1

Job performance 2 Skills knowledge Work-related behavior

Competencies What am I evaluated on? 1 Job performance includes: What am I evaluated on?

2 Work-related behavior UF Process Annual Evaluation March 1 February 28 UF provides two USPS and TEAMS evaluation formats

The Form For All USPS and hourly TEAMS employees The Cover Sheet & Letter For TEAMS exempt employees UF provides two USPS and TEAMS evaluation formats The Form For All USPS and hourly TEAMS employees

The Cover Sheet & Letter For TEAMS exempt employees Overall Ratings Cont act Libra ries HR

The Form All USPS and TEAMS non-exempt Performance Categories Work Performance What types of things might you evaluate or be evaluated on in this category?

Attendance and Reliability What types of things might you evaluate or be evaluated on in this category? 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 Initiative and Productivity What types of things might you evaluate or be evaluated on in this category? Teamwork and Interpersonal Skills What types of things might you evaluate or be

evaluated on in this category? Cooperation Collaboration Flexibility Consensus Supportive Performance Category Ratings Above Average

Minimally Achieves Achieves Below Rate Each Perfo

rman ce Cate gory Exceeds Overall Ratings Exceeds

Above Average Minimally Achieves Achieves Below Contact

Libraries HR The Cover Sheet and Letter TEAMS exempt Writing the letter 1 2 Use the

Performance Categories Use the Position Description Dont forget past and future Goals

Give an Overall Rating on Cover Sheet Best practices for creating a Learning Organization with a culture that strengthens collaborative initiatives. Best Practices 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 Think about it To build rapport you need to express a real interest in the employees contributions to the work of the Libraries

Spend time preparing Read the self evaluation Be thoughtful in your delivery Create dialogue Think about it 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 Specificity builds trust and dialogue Vague, not so much Think about it

As a manager it is your job to become an expert at giving feedback. Giving feedback 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 Hard to give negative (constructive) feedback but in reality we need/want it because without it we dont grow

Put the employee in the best place possible to be successful 7 Steps to giving constructive feedback 1. 2. 3. 4.

Introduce the conversation Describe the behavior Ive noticed State the impact of the behavior Ask the person for their perception of the situation What are your thoughts? 5. Make a suggestion or request Would you be willing to do that? 6. Build an agreement on next steps 7. Say thank you thanks for having this conversation

with me I know its been awkward Giving feedback What? Are you serious? Thats not true Its just a rumor. Who said that?

You want to fire me dont you? After all I do for them this is what I get Nobody is perfect we all have faults Thats just the way I am take it or leave

it. If thats 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? review of last year is important but well written GOALS help predict future success GOALS a goal without a plan is just a wish

GOALS Based on the position description Outline objectives and specific activities Discussed

Considerations Review position description (update it!) TRAINING Writing and Updating Position Descriptions 3/9 LW 3/13 ILF 3/17 - MSL

Review prior years goals and comment on whether or not they were accomplished Review employees goals for coming year if provided 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 2/17 MSL Tips for writing goals

Dont 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 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 youve made progress? 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

Appropriate 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. R Realistic Attainable; not so lofty that you cant achieve them and not so simple that you wont be challenged.

T Timely Need to have clear time frames attached to them. 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 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 2012 incoming student assistants. 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

Appropriate 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. R Realistic Attainable; not so lofty that you cant achieve them and not so simple that you wont be challenged.

T Timely Need to have clear time frames attached to them. ? Have we missed anything? ! What is your take away?

Joe Piazza & Bonnie Smith Overview Thank You

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