Académique Documents
Professionnel Documents
Culture Documents
Each state employee plays an important role in making their agency the best
it can be. Performance Management Online provides ways to bring out the
best in employees, ultimately helping agencies meet their goals. Good
performance management establishes a year-round partnership between
employee and supervisor while creating a shared understanding about the
work that is to be accomplished and how that work is to be done.
Job responsibilities, expections, performance standards, and development
activities should be identified and agreed upon during the performance
appraisal process. These should be linked to agency goals so the employee
understands how their work is connected to the agency's mission and
success. Frequent communication provides the feedback and support the
employee needs to know that his or her performance is on target. The focus
in this program is on communication - communication about performance.
Following are elements that form the performance appraisal process. The
process is ongoing throughout the review period.
• Timely
• Specific
• Honest
• Designed to help the employee be successful
• Reinforces effective behavior
4. Record significant employee performance events when they
occur. Include both positive and negative performance issues. Use the
Employee Folder in the Employee Appraiser Program to record specific
events, or create an electronic or paper file to track employee
progress.
5. Seek employee feedback on performance issues. Gather feedback
and input from the employee. Communicate! Don't make assumptions.
Get all the facts. Use open ended questions.
6. Prepare and review the performance appraisal prior to the due
date. Gather feedback; ask the employee to complete self evaluation
questions. Know your agency's policy/procedure on creating and
delivering the performance appraisal document. Be timely - it really
matters to the employee.
7. Communicate. It is the hallmark of good performance management.
There should be no surprises. Communication should occur throughout
the review period and, most importantly, when the annual appraisal is
delivered.
8. Use the final performance appraisal document throughout the
year. A good supervisor will revisit the appraisal and goals with the
employee at least quarterly. The document can also be used for
human resource decisions such as promotions, transfers, dismissals,
succession planning, and assessing training needs.
State Guidelines
Below are two tables showing the core performance standards for
employees and supervisors/managers, along with the accompanying
definitions.
Standards Definitions
Customer Service Describes how well the employee works with
internal and external customers to achieve desired
results and maintain positive relationships.
Standards Definitions
Customer Focus Describes how well the manager fosters and models a
commitment to customer service.
The Performance Management Program uses four overall rating levels. Those
levels are:
The entire performance narrative and summary are critical links to merit pay
considerations. Each agency determines merit increases. The general
guidelines for linking performance appraisals to merit pay are:
Setting Expectations
"Job title" is the title of the job. This may be the classification job title or the
agency-specific working job title.
"What" describes the main function of the job. It is not the place to list all
job tasks.
"Why" explains why the job is done. This should be written very clearly to
avoid confusion. When an employee understands the why of their job, they
are more likely to be motivated and to understand their role in the
organization.
The next step is to identify the key responsibilities that make up the job. Key
responsibilities are the main components or key results of the job. Three to
seven key responsibilities will ensure a list that represents a good overview
of the job. These are listed under Key Responsibilities along with the job
purpose on the Employee Appraisal form. These are used for developing
standards in the section Additional Employee Performance Standards on the
Employee Appraisal form. Note that these key responsibilities represent
results from doing a job, not a listing of tasks that one performs.
"How" describes how the work will be done. It provides techniques that
measure quality, quantity, and time factors.
Performance Standards
The Job Purpose Statement and Key Responsibilities deal with "the what" of
an individual's performance. In this section, we look at performance
standards which tell "how" or "how well" a job is done. "How" deals with
quality. Idaho's Performance Management system has established qualitative
core performance 'standards' that are consistent across all agencies. These
standards are applied to each individual's performance and appear in the
performance appraisal document. Additional standards may be developed by
agencies and are applied to the entire agency or to all employees in a
specific classification. Standards should align with the agency's values,
mission, and goals.
Standards Definitions
Standards Definitions
Customer Focus Describes how well the manager fosters and models a
commitment to customer service.
“The goal is where we want to be. The objectives are the steps
needed to get there.”
The employee will write reports for the department at the end of each week
while the legislature is in session.
The employee will write reports for the department at the end of each week
while the legislature is in session .
The employee will write reports for the department at the end of each week
while the legislature is in session .
The preceding example described criteria in terms of timeliness. Another
way to describe the criteria for a performance objective is to use accuracy
measures. This can be expressed using a percentage. For example:
The employee will write reports for the department with zero grammatical
errors
while the legislature is in session.
The third component, condition, describes the situation and the environment
in which the performance is to occur. The conditions of the example job
objective is highlighted below.
TThe employee will write reports for the department at the end of each
week while the legislature is in session.
Helpful Tip: When writing goals and objectives, use action verbs;
they are much easier to measure!
Action
Passive Verbs
Verbs
To know
To write
To understand
To recite
To really understand
To identify
To appreciate
To sort
To fully appreciate
To solve
To grasp the significance
To construct
of
To build
To enjoy
To compare
To believe
To contrast
To have faith in
Keeping on Target
Feedback
Meaningful Feedback
Types of Feedback
There are several types of feedback. The two types most commonly used in
Performance Management are:
Scripting Language
• Mutual respect
• An atmosphere of learning - "We are in this together. It is OK to give
me some tips too!"
• The desire to eliminate surprises
• Honesty
When delivering feedback create the right environment, watch for the need
for privacy, and eliminate interruptions.
Coaching
• co-worker to co-worker,
• supervisor to employee,
• manager to supervisor,
• employee to supervisor,
There are differences in how the coach and the boss function in the
workplace. There are situations that require the characteristics found most
readily in a 'boss' and other times when coaching characteristics would be
more effective
Are there situations in your work environment that could benefit from
Coaching?
Uses of Coaching
Coaching Model
There are many types of coaching models. The purpose of a model is to
provide a framework that can be placed around an issue or a challenge. It is
the process used to work through an issue. Many coaching models have
similar elements, some of which may include:
Defining the Issues - The supervisor should seek information from the
employee to better understand the issue or performance in question. The
emphasis is not on proving who is right or wrong, but on gathering
information in a non-judgmental manner. Using open ended questions can
assist in this area
Creating a Plan of Action - For the purpose of buy in and commitment any
action plan should be created jointly by the supervisor and the employee.
The plan should be simple, measurable, and attainable
Committing to Action - Once a plan of action has been worked out, assign
roles and timelines. Get verbal commitment to the overall plan as well as the
next step. This is a great opportunity to tie up loose ends and clarify
expectations
Feedback Coaching
Compliance Commitment
Coaching Challenges
Coaching
Realigning Performance
The feedback and coaching sections offer guidance in these two areas.
Supervisors need to confront and correct performance deficiencies in order
to achieve organizational objectives. They also owe it to their high
performing employees who are shouldering the burden created by non-
contributing co-workers. If supervisors ignore the poor performers, the
majority of good employees may become resentful and may become poor or
unmotivated performers.
• Failure to perform the duties and carry out the obligations imposed by
the state constitution, state statutes, or rules of the department or the
Personnel Commission.
• Inefficiency, incompetence, or negligence in performing duties.
• Physical or mental incapability for performing assigned duties, if no
reasonable accommodation can be made for the disabling condition.
• Refusal to accept a reasonable and proper assignment from an
authorized supervisor.
• Insubordination or conduct unbecoming a state employee or conduct
detrimental to good order and discipline in the department.
• Intoxication on duty.
• Careless, negligent, or improper use or unlawful conversion of state
property, equipment, or funds.
• Influence. Use of any influence which violates the principles of the
merit system in an attempt to secure a promotion or privileges for
individual advantage.
• Conviction of official misconduct in office, or conviction of any felony,
or conviction of any other crime involving moral turpitude.
• Acceptance of gifts in exchange for influence or favors given in an
official capacity.
• Habitual pattern of failure to report for duty at the assigned time and
place.
• Habitual improper use of sick leave.
• Unauthorized disclosure of confidential information from official
records.
• Absence without leave.
• Misstatement or deception in application for employment.
• Failure to obtain or maintain a current license or certificate lawfully
required as a condition in performance of duties.
• Prohibited participation in political activities.
Documenting Performance
1) Facts. Facts include who, what, where, and when. They should be
specific about the performance and focus on the behavior of the employee.
4) Actions. Actions describe what will happen if the objectives are not met.
They can range from coaching, counseling, or written warnings to leave
without pay or dismissal.
Documenting discipline is, hopefully, not a paper trail for dismissal. It should
be viewed as a tool to help employees improve their performance. However,
careful and thorough documentation is important if realignment efforts are
not successful and dismissal action becomes necessary. Remember, you
have a strong resource available to you in your Human Resource Office. Use
them.
Appraising Performance
Know Yourself!
Waterfall Effect The employee receives good appraisals for a long time
then suddenly is hit with a negative appraisal without
having a clue there was something wrong.
Halo Effect One positive item overshadows everything else during the
rating period. The employee is always seen in a positive
light, regardless of performance.
Communicate
Complete the
Appraisal Document
• Employees appreciate
receiving descriptive
comments. Take the
time to develop
comments that have
meaning, provide
examples, and give direction.
• Descriptive comments provide historical data for future
supervisors who need to understand the context in which
behaviors occurred.The significance of good documentation
builds over time!
• Use the tools in the Employee Appraiser software to help you
customize the document (e.g., the descriptive comments) to the
employee
Motivating
for Success
In today's turbulent, often chaotic work environments, success
depends on employees making full use of their own strengths and
talents. Managers play a key role in providing a motivational climate
for employees to use their strengths. However, they often view
motivation as a mystery because it is extremely complex and
personally driven. The complexity of motivation is influenced by both
external and internal factors (communication, interpersonal
relationships - especially with the supervisor, culture, etc.) and the
fact that individuals are motivated by different things in different ways.
Definition
Advantages
• achieve goals
• gain a positive perspective
• create the power to change
• build self-esteem and capability
• manage their own development and help others with theirs
What can you do to get and keep your emplyees connected and
motivated?