Perfomance Evaluation Process
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<strong>Perfomance</strong> <strong>Evaluation</strong> <strong>Process</strong><br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Managementt Cycle<br />
Set Expectations<br />
Regular<br />
Feedback<br />
Constructive<br />
Actions<br />
Performance<br />
Summary<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance <strong>Evaluation</strong> <strong>Process</strong> (PEP)<br />
How do organizations successfully<br />
manage performance<br />
Leaders in effective organizations know people<br />
cannot be effective unless:<br />
• They know what they are supposed to do.<br />
• They are capable to do it.<br />
• They receive regular feedback on how they<br />
are doing.<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Making PEP work – YOUR Responsibility<br />
A good system hinges on trust.<br />
• What makes you trust someone<br />
If there is no involvement – there is no commitment.<br />
You get what you measure.<br />
• Tell me how you will measure me. I’ll tell you what I will act.<br />
PEP cannot be totally objective.<br />
• What in life is totally objective<br />
End-of-year reviews should contain no surprises<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Making PEP work<br />
There is no shortcut.<br />
PEP process takes time<br />
• Setting expectations.<br />
• “Regular” reviews.<br />
• Final review and overall performance summary<br />
How you spend your time shows what you value.<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
PEP Overview<br />
The PEP cycle consists<br />
on:<br />
• Setting expectations<br />
• Periodic Reviews<br />
• Final Review<br />
• Overall<br />
Performance<br />
Summary<br />
Performance<br />
<strong>Evaluation</strong> includes:<br />
• Expectations<br />
• Performance Factors<br />
(Competencies)<br />
• Overall Performance<br />
Summary<br />
• Career Development<br />
Plan<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Managementt Cycle<br />
Set<br />
Expectations<br />
Regular<br />
Feedback<br />
Constructive<br />
Actions<br />
Performance<br />
Summary<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Setting Expectations<br />
Involve Associates<br />
Discuss PEP Form<br />
Write Expectations<br />
To do what, how well, by we when<br />
Manage results, not methods<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Factors<br />
Adapttability<br />
• Capacity to respond to changing<br />
conditions.<br />
Cooperation<br />
Initiative<br />
• Capacity to work with others as a<br />
member of a team. Available to<br />
accept new responsibilities.<br />
• Self confidence, creative and<br />
captable to implement improvements<br />
in the organization.<br />
Confidence<br />
• Confidence to achieve his / her<br />
expectations.<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Managementt Cycle<br />
Set Expectations<br />
Regular<br />
Feedback<br />
Constructive<br />
Actions<br />
Performance<br />
Summary<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Periodic Reviews<br />
Meet regularly with Associates on a mutually agreed upon<br />
basis<br />
Communicate your expectations for the meeting in advance.<br />
Recognize positive Results<br />
Provide “Constructive” Feedback.<br />
Expect expectations to change as business needs and goal<br />
change. Change Happens!<br />
Document progress and changes<br />
- Associates maintains progress on copy of PEP<br />
Review of Performance Factors<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Managementt Cycle<br />
Set Expectations<br />
Regular<br />
Feedback<br />
Constructive<br />
Actions<br />
Performance<br />
Summary<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Final Review and Summmary<br />
Overall Performance Summary<br />
• Job responsibilities<br />
• Performance expectations<br />
• Accomplishments<br />
Development Plan<br />
• Specific actions associates can take to maintain<br />
or increase effectiveness<br />
Review by the Manager’s Manager.<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Discussions with Associates<br />
Be honest about assessing associate’s performance<br />
• Balance contributions with development<br />
opportunities<br />
Be prepared to discuss future possibilities<br />
• How to enhance contribution<br />
• Career path discussion<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Discussions with Associates<br />
Always schedule time in advance to meet with the associate.<br />
Choose a meeting place that provides a privacy.<br />
Allow time in your meeting for the associate to ask questions and<br />
offer their point of view.<br />
Try to read associate’s reactions<br />
• Words are not always indicative of what associate is really<br />
thinking.<br />
Schedule follow-up meeting if necessary<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
PEP Forrm<br />
• Same <strong>Process</strong> – Use of the PEP Form<br />
• Job Responsibilities<br />
• Addition of Training & Development Expectations Area.<br />
• Performance Factors<br />
• Can choose which factor(s) associate will/does<br />
demonstrate.<br />
• Area for Associate to request a discussion about the PEP<br />
with reviewing manager.<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Recognizing Positive Results<br />
• Describe the results you are recognizing as specifically and<br />
immediately as possible.<br />
• State why these results deserve your personal appreciation.<br />
• Give the associate an opportunity to give feedback.<br />
• End by reaffirming your recognition and continuing support.<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Managementt Cycle<br />
Set Expectations<br />
Regular<br />
Feedback<br />
Constructive<br />
Actions<br />
Performance<br />
Summary<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Giving Constructive Feedeback<br />
<br />
<br />
<br />
<br />
<br />
<br />
State the constructive purpose of your feedback.<br />
Describe specifically what you have observed<br />
Describe your reactions<br />
What is the impact to the organization<br />
Give the other person the opportunity to respond.<br />
Offer specific suggestions.<br />
Summarize and express your support.<br />
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Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Remember To…<br />
Focus on the<br />
situation, the issue,<br />
or the behavior (NOT<br />
on the individual).<br />
Maintain the<br />
associate’s dignity,<br />
self-confidence and<br />
self-esteem.<br />
Maintain a<br />
constructive<br />
relationship.<br />
Lead by example.<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
Performance <strong>Evaluation</strong> <strong>Process</strong><br />
Performance Managementt Cycle<br />
Set Expectations<br />
Regular<br />
Feedback<br />
Constructive<br />
Actions<br />
Performance<br />
Summary<br />
U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
¿Qué sigue…<br />
1<br />
2<br />
3<br />
4<br />
5<br />
6<br />
• Desarrollar el Formato de Evaluación (PEP Form) Ok<br />
(Anexo)<br />
• Afinar el proceso. (Decisión sobre la inclusión del salario).<br />
• Reunión con los colaboradores inmediatos para su Visto<br />
Bueno y revisión.<br />
• Plan de implementación.<br />
• Difusión gerencial.<br />
• Inicio.<br />
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U N I V E R S I D A D A U T Ó N O M A D E N U E V O L E Ó N |<br />
D I R E C C I Ó N D E E D U C A C I Ó N A D I S T A N C I A
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