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Performance Review Meeting

A meeting should be held with each employee as part of the process of preparing the Performance Review. The following elements are important to a successful performance review meeting: good preparation, privacy and confidentiality, freedom from interruption, ample time, and two-way communication.

A. Preparation - decide in advance what to say and how to say it. Don't attempt to conduct this session "off the cuff".

  1. Provide Advance Notice
    1. Request that Professional Exempt Non Contractual (PENC) and Support Non Exempt (SNE) employees use a copy of the Employee Development/Performance Review form as a self-assessment if they choose (recommended)
    2. Request that Professional Exempt Contractual (PEC) employees prepare a narrative self-assessment based on the required elements in the Professional Exempt Personnel Performance Review form and identify personal goals for the next review period. The self-assessment should not exceed two pages in length. (required)
    3. Request that employees complete self assessments and return them to you prior to the performance review meetings, so that you may review it when preparing your draft.
  2. Review
    1. Performance for items on the Employee Development/Performance Review form (PENC/SNE) or the five specific areas of Administrator and Professional Excellence and goal achievement (PEC)
    2. Opportunities for development
    3. Consider the performance over the entire review period, not just the most recent few months
    4. Set clear expectations to assist employees where improvement is needed.
  1. Complete a draft of the appropriate review form and share it with your immediate supervisor, in cases where the rating is "satisfactory with reservation" or "unsatisfactory".

B. Privacy and Confidentiality - Conduct the meeting in a non-public area where both parties will feel more comfortable and willing to be objective and open.

C. Freedom from Interruption - Hold all telephone calls and inform people in your area that you do not want to be disturbed. You must convey the message that this is an important event.

D. Ample Time - Avoid rushing the employee in and out. Allocate an appropriate period of time for each meeting.

E. Two-Way Communication - Both parties should talk and listen. The interview should be fairly informal and create an opportunity for open discussion about such issues as: job performance, strengths and weaknesses, future potential, setting future goals and objectives, developmental or training needs, and impediments to development. Both the manager and employee should have input during goal setting. You should discuss your draft appraisal, the employee's self-assessment, feedback survey data (where applicable) and additional relevant information. Feedback to the employee should be specific and related to performance and results rather than personality characteristics.

F. When the review process is completed, the employee should: 

  1. Clearly understand where he/she stands in terms of meeting performance standards and goals for the next review cycle
  2. Know where and how to improve
  3. Be committed to and motivated to maintaining and/or improving the performance level for the future

G. Goal-Setting

  1. Goals should be established with input from both parties for the coming year and should be attached to the employee evaluations
  2. To ensure the established goals are met, employees and supervisors should communicate periodically as to the progression towards these goals
  3. Goals set from the previous year can be used as an equitable means of evaluating an employee's job performance. The progression toward the established goals should be noted on the evaluation
H. Following the Discussion
  1. Finalize the Performance Review
  2. The agreed upon goals should be attached to the Performance Review Form
  3. Have the employee sign the Performance Review Form. The signature does not imply agreement, but acknowledges that the evaluation has been reviewed. If the employee refuses to sign the Form, note the refusal and forward the review
  4. Provide the required five work days for the staff member to include a written response in the form of a memorandum which will be attached to the review before forwarding it through the administrative lines
  5. Provide an opportunity for the staff member to review any comments added by other administrators and add written comments within five (5) work days

Performance Management: An On-going Process

Preparation for the next performance review begins immediately after this one. It is the supervisor's ongoing responsibility to assist the employee in meeting performance expectations and achieving goals.

  1. Coaching - Key Actions

  1. identify opportunities to help someone expand their skills, knowledge and abilities
  2. confirm that the person is ready for coaching
  3. ask questions and offer information to clarify the situation
  4. help the person identify possible actions
  5. offer your support

  1. Giving and Receiving Constructive Feedback - Key Actions
  1. convey your positive intent
  2. describe specifically what you have observed
  3. state the impact of the behavior or action
  4. ask the other person to respond e) focus the discussion on solutions

  1. Establishing Performance Expectations - Key Actions
  1. describe the job in terms of its major outcomes and how it fits into the larger picture
  2. agree on measurable performance criteria
  3. mutually identify necessary skills, resources and guidelines
  4. determine priorities
  5. review and check for understanding and commitment
  6. set a date for an early progress review

  1. Taking Corrective Action - Key Actions
  1. point out the difference between performance and agreed upon expectations
  2. describe specifically the negative impact of employee performance
  3. get the employee's view of the situation
  4. ask for ideas on how the employee can correct the situation and add your own
  5. explain the steps you plan to take and why
  6. agree on an action plan and a date for follow-up
  7. express confidence that the employee can correct the situation

Source: Frontline Leadership by Zinger-Miller, Inc.

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