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for the Performance Review Discussion
1. Establish date, time and suitable private location.
2. Notify employee, well in advance, of the date, time, location and
what to prepare.
3. Provide the employee with questions to help prepare for the discussion.
Examples:
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Are you accomplishing what is expected of you on each responsibility?
Do you meet, exceed or fall below the performance expectations? Be
prepared to give examples.
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Do you have questions about your job such as priorities, the purpose of
particular activities, goals for the future?
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What barriers affect the performance of your job?
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How can I, as your supervisor, better help?
4. Review responsibilities and expectations. Compare actual
performance to the expectations (check your documentation). Questions
to ask yourself:
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Am I looking at performance over the entire rating period?
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What performance standards were not met? List specific examples.
What can be done to improve performance?
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What factors may have affected performance? What factors may have
been beyond the employee's control. Such factors might include absenteeism
of key personnel, excessive workloads, shortages of supplies, lack of training,
equipment problems, time constraints, unreasonable deadlines, unclear expectations,
etc. FMLA-covered absences cannot be used as a negative factor in these
discussions and individuals on FMLA leave are to be include din th Step
3 discussions.
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Were expectations reasonable? Attainable?
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What performance expectations were met? List examples
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What performance expectations were exceeded? List examples
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How have I formed my opinions about the employee's performance? Have
I been fair and objective?
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During the performance period, the supervisor is to provide the communication,
clarification, training, coaching, etc. that is necessary for good performance.
Regular and immediate feedback should be provided to employees as incidences
of outstanding, satisfactory or unsatisfactory performance occur.
The performance review discussions which take place during January should
provide no surprises
1. Set the stage.
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Establish importance by holding in a private setting with no interruptions.
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Provide a relaxed format
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Have all materials at hand
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Establish rapport immediately (small talk, offering refreshments, etc.)
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Clearly explain the purpose, structure and ground rules of the interview.
2. Start on a positive note. Set the tone as one of communication
and feedback, not one of judgment and critical evaluation.
3. Discuss responsibilities and standards, clarify expectations and
compare actual performance to performance standards. Use documentation
to discussion specific instances of performance.
4. Be sure to give credit for achievement and work done well.
Give specific examples and mention resulting benefit to the organization.
5. Focus on important job dimensions. Don't deal with minor infractions
of little significance. Discuss them at the time they occur and then
forget them, unless you see a trend developing.
6. Apply effective communication skills.
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Encourage the employee to talk. Ask open-ended questions. Ask
for
employee's assessment, comments and suggestions.
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Use your listening skills and don't interrupt. Check for understanding.
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Avoid emotionally loaded expressions, such as "you always.." and "you never..."
7. Focus on performance, not personality. Describe employee behaviors,
not personality traits or attitudes. Constructive feedback focuses
on a specific action, never on the individual. Discuss positive as
well as negative performance. Provide specific examples and explain
why these behaviors are problematic or how they benefit the organization.
8. Minimize your role as a judge. Work for a collaborative environment.
9. Never compare one employee with another.
10. Check for presence of barriers or constraints to performance.
11. Work for understanding, rather than complete agreement. Be
supportive. Ask what you can do to be of greater help. Emphasis
should be on improvement and learning for the future rather than criticism
of the past.
12. There should be no surprises. Poor performance should have
been addressed when it happened. If performance has not improved,
discuss it again and develop an action plan. The Performance Review Discussion
is not the place to mention it for the first time. If poor performance
is significant, consider developing a performance improvement plan.
13. Avoid common rater errors in forming your opinion of performance.
14. Receive feedback in a constructive manner.
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Listen carefully and seek to understand what is being said.
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Ask questions--get more information, ask for examples
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Liberally use the phrase, "Tell me more."
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Try not to get defensive. Behaviors that hinder one from effectively
receiving
feedback are justifying, building a case, and denial
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Don't take it personally. Be open-minded--there may be a better way.
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Admit mistakes. Don't try to fix blame on someone or something else.
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Thank the employee.
15. Review the major job duties and performance and service standards and/or
goals and objectives to determine if changes need to be made for the next
year. Remember, the next review period begins now, and it is important
to start with duties and standards that reflect current expectations.
Make any necessary changes at this point.
16. End the Performance Review Discussions on a positive note. |
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