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Performance Management Training City of Tigard 'cl.r o�f�ncnaa Performance Management Training I A Presentation for Samarinda,Indonesia October 20-25,2003 International Citv Managers Association Resource City Program CIN of Tigard Reoresentatives' •8111 raon r-Cl laanaaer -EE We9.er.PU..W orhs Preww 1!WT1.;Se©3Atl:COcv,'lllC Murrav SmIM 6 Associates Inc Reoresentatives' 1.T,aTfi'lO.ai0! �Pnil Smm.P E..PresWnt MA L'r. V Performance Appraisal A performance appraisal is a process for evaluating and reinforcing performance accomplishments,as well as identifying areas for needed improvements and development in relation to objectives and expectations. Purpose of the Performance Appraisal Communicate performance goals,standards and expectations; Evaluate employee performance against job standards and expectations; Provide written documentation of employee performance; Assist with the development and training of employees; Create a dialogue between supervisors and employees on the job performance matters. 1 Principles of Performance Appraisal Effective performance appraisal requires utilizing the following three principles: • Job-related • Balanced • Developmental Job-related Ensuring that all performance appraisal criteria and decisions are based on objective indicators of performance in relation to established performance expectations,standards and/or objectives. This includes the following management practices: Not letting personal feelings about people overly influence appraisal of their performance; Evaluating people based on what and how they contribute to the organization: Evaluating people's performance,not them personally; Focusing appraisals on the requirements of the job and objectives indicators of performance. Balanced Ensuring that appraisal considerations take fully into account the positive and negative indicators of performance,both current and less recent performance and the full spectrum of job responsibilities. This includes the following management practices: Highlighting and positively reinforcing instances of successful performance: Addressing shortfalls in performance and areas for needed improvement; Not letting individual events overly influence the entire appraisal;and Not letting recent events have greater influence on the appraisal than ones occurring earlier in the period. 2 Developmental Conducting the appraisal discussion in a problem-solving, growth-oriented and future-looking manner. This includes the following management practices: Focusing on future opportunities for improving performance rather than on past problems; Determining the causes of performance difficulties and working to resolve them; Communicating in a supportive,rather than judgmental manner;and Identifying how the individual can continue to grow and further develop skills in current assignment. Employee Performance Appraisal Non-Supervisory EMPLOYEE DATA: Rw ME: ow TE: CLASS—ATION TITLE: DEPARTMENT: REVIEW PERIOD: FRO. TO DIiL: [VALUATOR lbNANRC: DA1C:_ DCPARTYCMT dRlOTOR: DAR:_ N.R.AIPROVAL DAT[:_ O/TYMANAOlR: OAlt' Public Works Schedule Employee self evaluation/Supervisor evaluation Set meeting(3-5 days) Employee/Supervisor Meeting and Evaluation Evaluation Reviewed by Director Approved and Signed Sent back to supervisor for changes Human Resources it City Manager 1 J There are many things you, the employee, can do to help make the review discussion go smoothly and have a more positive result: • Study your performance,attendance and other records. Review the various aspects of your job. Think about your own personal performance,progress,and plans for future improvement. Here Are Some Suggestions to Prepare for Your Annual Review: What do I consider to be the most important skills and abilities which my job requires? • What are some aspects of my job that I like best? That I like least? • What are the ways in which my supervisor can help me to do my job better? • In what aspects of my job do I feel I need more experience and training? What are my major accomplishments for the past year? What have I done for my personal and/or professional development? Are there any changes I would like to see made in my job which would improve my effectiveness? 4 Are all of my capabilities being used in my present position? If not,how can they be used better? What are specific things I need to do in the next year for my own development? In what ways would my present position better prepare me for assuming more responsibility? What are my long range plans? What type of work do I see myself doing five years from now? How can I prepare myself for it? Here Are Some Suggestions to Make the Discussion Productive Once It Has Started: • Answer questions as completely as you can. Offer explanations but don't engage in excuse- making or blaming. Ask for clarification if you do not understand rating criteria or comments. Be prepared to come up with your own suggestions for improvement. Don't be afraid to ask for help. • If you are confronted with a serious problem, ask how long do you have to solve it? Don't try to improve everything at once. 5et your priorities but make sure they're also your supervisor's priorities. Keep your temper. Telling the boss where to go may give you a great sense of satisfaction, but the problem will be intensified. 5 Summarize or state the problem or solution as you understand it in your own words. Put your best foot forward and try to maintain an ongoing relationship with your supervisor. Be sure to correct any false impressions or assumptions your supervisor may have. • Try to understand your supervisor's point of view. 6