Staff Performance Reviews:
An Administrator’s In-Service
By Liz Hedrick
April, 2006
Workshop Goals
• Ensure the maximum degree of success for the:
• Understand what motivates and what doesn’t
• Utilize effective coaching strategies
• Become comfortable & proficient with performance
• Document employment and merit pay decisions
Performance Reviews
• Why do them?
• What is achieved?
Collaborative Performance
Management Discussions
Support strategic initiatives
Clarify expectations & responsibilities
Review progress toward goals
Identify opportunities and challenges
Discuss job/career training, development
Develop blueprint for future performance –
goals, assignments, improvement
Develop a high level of job satisfaction
What factors impact job
Factors Impacting
Job Satisfaction
• Workplace Support
• Individual Variability
• Job Quality
• Job Demands
• Earnings and Benefits
National Study of Changing Workforce, Families and Work Institute
Impact of Employee Attitudes
• Organizations where employees have
above average job satisfaction have:
– 38% higher customer satisfaction scores
– 22% higher productivity
– 27% higher profits!
What Do YOU Want
From Your Job?
Full Appreciation for Work Done
Good Wages/Benefits
Good Working Conditions
Interesting Work
Job Security
Promotion/Growth Opportunities
Personal Loyalty to Workers
Feeling “In” On Things
Sympathetic Help on Personal Problems
Tactful Disciplining
From Their Jobs?
• Rank these factors 1-10 in order of
importance to you!
• How do your priorities compare with
national data?
What Do Employees Want
From Their Jobs?
Full Appreciation for Work
1 Good Wages
4 Good Working Conditions
5 Interesting Work
2 Job Security
3 Promotion/Growth
6 Personal Loyalty to Workers
10 Feeling “In” On Things
9 Sympathetic Help on
Personal Problems
7 Tactful Disciplining
Full Appreciation for Work
5 Good Wages
9 Good Working Conditions
6 Interesting Work
4 Job Security
7 Promotion/Growth
8 Personal Loyalty to Workers
2 Feeling “In” On Things
3 Sympathetic Help on
Personal Problems
10 Tactful Disciplining
Key Motivators That
Draw Us to the Best
Keep Us There,
Performing At Peak
Key Motivators
• The QUALITY of the work itself
• Our RELATIONSHIPS with others
at work
Grimme’s Top 10 Tips:
To Attract, Retain, And Motivate Employees
1. Pay fairly and well – then get them to
forget about money.
2. Treat each and every employee with
respect. Show them that you care
about them as persons, not just
Grimme’s Top 10 Tips:
3. Praise accomplishments & attempts….
- Both large & small
- At least 4 time more than you “criticize”
- Publicly and in private
- Verbally and in writing
- Promptly (as soon as observed)
- Sincerely
Grimme’s Top 10 Tips:
4. Clearly communicate goals,
responsibilities and expectations;
Never criticize in public – redirect in
Grimme’s Top 10 Tips:
5. Recognize performance
appropriately and consistently:
– Reward outstanding performance
(promotions, raises, and opportunities)
– Do not tolerate sustained poor
performance – coach and train or
Grimme’s Top 10 Tips:
6. Involve employees in plans and decisions,
especially those that affect them.
– Solicit their ideas and opinions.
– Encourage initiative.
7. Create opportunities for employees to
learn and grow. Link the goals of the
organization with the goals of each
individual in it.
Grimme’s Top 10 Tips:
8. Actively listen to employees concerns both work-related and personal.
9. Share information promptly, openly, and
Tell the truth …………..with compassion.
Grimme’s Top 10 Tips:
10. Celebrate successes and milestones
reached – organizational and personal.
Create an organizational culture
that is open, trusting, and fun!
Don Grimme, GHR Training Solutions
Retain & Optimize Your
Greatest Asset – Your People!
The University will prosper and grow by:
• Maximizing the untapped talents of the
individuals and teams;
• Creating an environment of respect, trust,
and mutual support
• Encouraging open communication
Employee Retention Headquarters
Realities and Options
• Money is necessary – but not sufficient
condition to attract, retain and motivate
good employees.
• You and I go TO work for a paycheck and
benefits plan. But we won’t really DO
work (at least our best work), unless
something else is present.
Realities and Options
It is the QUALITY OF THE WORK itself
and the
work that draw us to the best organizations
and KEEP us there,
performing at PEAK effectiveness.
OCU’s Collaborative
Performance Review Process
– Is interactive and collaborative by design
– Supports strategic planning initiatives
– Provides input by both employees and
– Identifies high performance areas & growth
– Identifies & targets training and development
– Reinforces high productivity & effectiveness
– Develops a highly trained, effective staff
– Is research-based
– Supports merit pay recommendations
The Manager’s Coaching Handbook
Guide to Improving Employee Performance
-Cottrell and Layton
• Create a constructive, winning climate on your team.
• Lead your team to improved performance by providing
feedback and recognition.
• Deal with people on the team who don’t carry their load.
• Set the pace for your team to be successful.
• “To coach” comes from the root meaning “to bring a
person from where they are to where they want to be.”
• The universal need of all employees is: consistency
Priority One: Eliminate inconsistencies and
contradictions within the team.
Coaching the Super Stars
“Many top performers go to bed hungry at night –
hungry for recognition from you.”
• Get them involved.
• Delegate extensively.
• Encourage them to
• Provide training that will
help them become even
more effective.
• Have them fill in for you
while you are out of the
• Stretch them; they thrive
on accomplishments.
• Celebrate their success.
• Frequently tell them how
proud you are to have
them on your team.
• Spend time with them.
• Promote them – if they
want to be promoted!
Coaching the Middle Stars
“Often, it is the ‘small things’ you do that will
inspire middle stars to become super stars.”
• Build their confidence by
increasing their
• Give frequent and accurate
performance feedback.
• Create a resource library of
books and tapes to provide
ideas on how to become
best at their job.
• Teach them how to set
goals to keep performance
on track; hold them
accountable for their goals.
• “Catch them” doing good
things and then praise
• Hook them up with a super
star for mentoring.
• Create rewards that appeal
to their personal values.
Coaching the Falling Stars
“High achievement always takes place in the
framework of high expectations.”
“Falling stars can have a detrimental impact on your
entire team.”
“The responsibility for maintaining good performance
is the employee’s, not the manager’s. The
manager’s job is to point out the discrepancy – the
employee’s job is to fix it!”
“It is not enough to merely say that you’re committed
to top performance. To be an effective manager, you
need to “walk the talk” by addressing employee
performance problems – early and head on.”
Falling Stars:
Performance Improvement Session
(Purpose: follow-up to low performance review or to
address emerging problem)
Before the session
1. Answer these questions:
a. Are my expectations crystal clear? What makes
me think so (or not)?
b. Are my expectations reasonable and fair? What
makes me think so (or not)?
c. Have they received adequate training to do the
job properly? How do I know?
Falling Stars:
Performance Improvement Session
Do they understand WHY it’s important to do the
job correctly? How do I know?
Am I holding them accountable for their
performance? Are there appropriate and
consistent consequences for non-performance?
Do I consistently recognize and reward positive
performance? What makes me think so (or not)?
Have I given them the freedom to be successful?
How can I be sure?
Are they facing obstacles to performing as
desired? How do I know?
Falling Stars:
Performance Improvement Session
Before the session
In writing, clearly define and analyze the
performance issue.
Practice (before you conduct) the performance
improvement session.
Select the right time and place to conduct the
Develop some alternative solutions to the
problem in case the employee does not know
what needs to be done to solve the problem.
Falling Stars:
Performance Improvement Session
“Criticize the act, not the person.”
During the session
Tell the employee specifically, why you called
the meeting.
Gain agreement that there is a problem.
State the specific consequences the employee
will face if the problem continues.
Falling Stars:
Performance Improvement Session
“You cannot push anyone up a ladder unless he is
willing to climb it himself.”
After the session
Request an action plan from the employee.
10. Reinforce the employee’s commitment and close
the session.
11. Follow up, immediately, with written feedback of
the session and summarize the employee’s action
12. Monitor the action plan to ensure correction.
144 Ways to “Walk the Talk”
-Excerpts by E. Harvey and A. Lucia
Select one or two that are meaningful to you. Explain.
1. Focus on people as well as processes. Quality is ultimately a
matter of individual performance. It happens one day at a time,
one person at a time.
2. Recognize and reward those who make improvements to
products, processes and services. Remember: What gets
celebrated gets repeated!
3. Become a continuous learning machine. Set a personal goal to
learn something new about your job, your organization or your
professional discipline every week.
4. Encourage others to pursue self-development activities. Make
time and resources available to enhance their job skills.
. . . .“Walk the Talk”
5. Understand and appreciate that others may not do things
exactly as you would do them. Be open-minded….you might
discover their way is even better.
6. Turn failures into developmental experiences by asking “What
is positive about this? What have we learned that will help us
do better in the future?” Bottom line: Make it okay to fail.
7. Recognize and celebrate intelligent risk-taking no matter the
outcome. Make it something to brag about.
8. Focus on what’s right rather than who’s right. Don’t let
unrelated issues bias your decisions.
9. “There is always room for improvement – it’s the biggest room
in the house.” – L.H. Leber
. . . .“Walk the Talk”
10. Be a Star Catcher. Regularly “catch people doing things right”
and recognize them for it. Make recognition self-perpetuating
by recognizing those who recognize others. What gets
recognized gets reinforced, and what gets reinforced gets
11. Pay attention to the “middle stars.” Avoid the trap of focusing
only on the “super stars.” Most people shine somewhere in the
12. Build an “everyone’s a coach” environment. Identify
characteristics and behaviors exhibited by good coaches. Ask
everyone for a commitment to practice those behaviors.
13. Ask each member of your work group to identify the three most
significant obstacles to their performance. Create a master list
and develop a strategy to eliminate them. Reward people for
identifying obstacles. They have made a significant
contribution by pinpointing ways you can add value and
positive affect organizational effectiveness.
. . . .“Walk the Talk”
14. Be certain that each person who reports to you fully
understands your performance expectations. Feedback is
most effective when people know the standards against which
their performance is measured.
15. “I don’t think much of a man who is not wiser today than he
was yesterday.” A. Lincoln
16. Make certain the feed back you give is:
17. Pay attention when someone has a performance problem.
Unaddressed deficiencies will have a negative effect on every
member of your team. Addressing it early will prevent the
problem from growing more serious.
18. Investigate each deficiency to uncover its root cause.
. . . .“Walk the Talk”
19. “The hallmark of a well-managed organization is not the absence of
problems, but whether or not problems are effectively resolved.” –
S. Ventura
20. Treat people as adults – never assume total responsibility for
correcting someone else’s deficiencies. If you alone take
responsibility they become non-responsible.
21. “A diamond is a chunk of coal that made good under pressure.”
22. Take a positive approach to discipline. Focus on correction and
individual responsibility rather than blame and punishment.
23. When holding disciplinary discussions, concentrate on the specific
problem and its impact on business.
24. “The true purpose of our value statements is to guide both our
behaviors and our decisions.” – Bill Elby
25. Vision without action is meaningless.
. . . .“Walk the Talk”
26. Discuss and document – If it’s important enough to document, it’s
definitely important enough to talk about.
27. Apply discipline effectively:
Processes and decisions are fair and consistent
Overall objective is to build commitment rather than mandate
28. “There are two things that people want more than sex and money
– recognition and praise.” – Mary Kay Ash
29. Develop a list of ways to recognize/reward employees for
behavior that is in sync with organizational values. Start with 15.
30. “In life, change is inevitable. In business, change is vital.”
31. Create opportunities for non-managerial people to shine. Invite
them to participate in, chair task forces and project teams. These
are frequently untapped potential and your organization’s hidden
32. “None of us is as smart as all of us.” – Peter Grazier
. . . .“Walk the Talk”
33. Make teamwork a stated performance expectation.
34. “The quality of employees will be directly proportional to the
quality of life you maintain for them.” – C. Bryan
35. Ask fellow workers to submit three ideas for enhancing the
quality of the work life in your area. Compile, implement those
that are doable.
36. “The best leader is the one who has sense enough to pick good
people to do what he/she wants done, and self-restraint enough
to keep from meddling with them while they do it.” – T. Roosevelt
37. Establish a “No Surprise Rule” for yourself and others. Make
withholding bad news the absolute worst violation of all.
38. “If you don’t give people information, they make up something to
fill the void.” – C. O’Dell
39. Make listening a highly-valued attribute for your work group.
Performance Reviews
Continuing Employees:
Annual Reviews
• Timeline: due May 15th
Planning Document
– Completed by employee
– Discussed with
supervisor prior to
performance review
2005-06 Goal Setting Documents:
• To be completed by employee
• Discuss progress and estimated completion
with administrator
• Employee and administrator discuss
possible 2006-07 goals
• 2006-07 Goal Planning Documents due
September 30, 2006.
Types of Goals
– Routine
– Problem-Solving
– Innovative
– Personal
– Organizational
Development of Goals
• Employees should
practice writing one goal
document during their
online in-service.
• Each employee is
expected to set and
attain at least 3 goals per
Development of Goals
• Carefully review employee goal documents.
– Discuss.
– Give input.
– Validate employee’s efforts.
• Focus, if needed, employee goals on areas of:
– individual growth
– department priorities/strategic planning
• Goals should be substantive, not “fluff”.
• Employees will treat goal setting only as seriously
as you treat it.
Follow-up on Goals
 By September 30, 2006
Establish goals, collect completed goal
documents, review, discuss, retain documents.
 By February 15, 2007
Conduct mid-year checkup; review & document
 By July 15, 2007
Review completed goal documents, attach to
annual performance review, send to HR.
Development of Goals
Goal development is
the employee’s
“Individual Strategic
Set the bar high!
Performance Review Forms
Performance Review Forms
Two formats, outline or
To be completed by
administrator following
discussion of planning
document and review of
progress on goals.
To be discussed/reviewed
with employee
Attach completed goal
Attach job description
Use only for continuing
employees whose
performance is
satisfactory or higher.
• Mark most appropriate box in each
• In comments section, site brief example
or explanation for mark.
• Why are comments necessary?
You may edit/delete wording in description, if needed.
Overall Performance Rankings
• The overall performance of 85% of current
employees is expected to be ranked as Satisfactory,
Commendable, or Superior.
• >5% or fewer employees are expected to be
marked: Require Overall Improvement or Overall
Performance is Unsatisfactory.
• The overall ranking of Distinguished Performance
is reserved for only the top 10% of all OCU staff.
• Distinguished Overall Performance is not a
category that should be used to describe the
performance of an introductory employee. Why?
Job Descriptions
• Review current job description
with employee.
• Make any significant revisions to
job description.
• Employee and Administrator both
sign new job description.
• Attach to performance review document; send signed
copy to HR. Paper files are placed in employee’s file.
• Send electronic copy to
Electronic files of job descriptions will be stored for
future reference.
Performance Review
• Performance review to be completed prior to the
end of six-month introductory employment
Performance Review Form
Outline Form only
Completed by supervisor
Reviewed with employee
Strengths and areas of growth noted
Retention decision made
Future development, goals discussed
Performance Review
Performance Review Form
– Outline Form only.
– To be completed by administrator.
• Document progress toward targeted key areas
and core values since last evaluation.
• Retention decision and or change of status
made by administrator.
– To be reviewed with employee.
Tasks to be Done By Employee
 Complete 2005-06 goal documents.
 Complete planning document.
 Make appointment with administrator to
------------------------------------------------------- Discuss performance review.
 Identify possible goals for 2006-07.
 Review, discuss revisions to job description
Tasks to Be Done by Supervisor
 Review/discuss Planning Document prepared by
 Review/discuss 2005-06 goal documents prepared by
Complete performance review
Discuss with employee
Discuss possible goals for 2006-07
Review, discuss & sign job description. Revise, if needed.
Forward hardcopy to Human Resources. Forward electronic
file to
Make merit pay recommendations on spreadsheet (for
• Total staff involvement in strategic planning process
• Increased collaboration
• Higher level of performance
• Higher job satisfaction
• Rapid progress toward identified goals
• Increased motivation resulting in higher retention
• Target scarce resources for employee development
• Discussion/Suggestions

Staff Performance Reviews: Making It Meaningful