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Performance Appraisals: Nova Southeastern University

The document provides information about conducting performance appraisals at Nova Southeastern University. It outlines the course objectives which are to understand the performance rating scale, fill out the appraisal form, conduct meaningful discussions, prepare for challenges, and set effective goals. It then discusses planning the process, types of appraisal forms, the rating scale, scheduling meetings, filling out forms, setting goals, and addressing common challenges.

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Sarah Naguib
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70 views

Performance Appraisals: Nova Southeastern University

The document provides information about conducting performance appraisals at Nova Southeastern University. It outlines the course objectives which are to understand the performance rating scale, fill out the appraisal form, conduct meaningful discussions, prepare for challenges, and set effective goals. It then discusses planning the process, types of appraisal forms, the rating scale, scheduling meetings, filling out forms, setting goals, and addressing common challenges.

Uploaded by

Sarah Naguib
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Performance Management:

Focus on Performance
Appraisals

facilitated by:

Aaron Greenberg and


Maureen Simunek-Appelt
Office of Human Resources

Nova Southeastern University


Course Objectives
After completing this workshop, the learner will be able to:

 Understand NSU’s performance rating


scale
 Fill out a Performance Appraisal Form
 Conduct meaningful performance
appraisal discussions
 Be prepared for some common
challenges of the appraisal process
 Set effective goals with employees
Your Experience

Think about your last


review:
 What thoughts come to
mind?
 What went right, what
went wrong?
Performance Management
An iterative process of goal-setting, communication,
observation and evaluation to support, retain and develop
exceptional employees for organizational success.

Set Goals Communicate

Evaluate Observe
Why Manage
Performance?

 To reach organizational mission and goals

 Encourage and reward behaviors aligned with


organizational mission and goals

 Curb or redirect non-productive activities


What do Employees Expect?
 Clear expectations
 Positive/constructive feedback
on a regular basis
 Involvement in goal setting
 Be treated fairly and consistently
 Sharing of information and
resources
 Job/career enrichment
opportunities
Planning for the Process

 Review employee’s job


description
 Understand the
performance
measurement system
 Review notes from the
year
 Understand employee
expectations
Types of Appraisal Forms
 Exempt

 Exempt Managerial

 Non-Exempt

 Senior Administrator

 Forms are available online at:


http://www.nova.edu/cwis/hrd/ohrforms.html
Rating Scale

4 - Excellent (Exceeds Standards)

3 - Good (Fully Meets Standards)

2 – Acceptable (Usually Meets Standards)

1 – Unsatisfactory (Fails to Meet Standards)


Excellent (Exceeds Standards)
 Clearly considered to be exceptional performers.
 Consistently exceed the communicated expectations
of the job function, responsibility or goal.
 Demonstrate unique understanding of work beyond
assigned area of responsibility.
 Identify needs and provide unique, innovative and
workable solutions to problems. 
 Achievements and abilities are obvious to
subordinates, peers, managers and customers.
Good (Fully Meets Standards)
 These employees are “on track” and fully achieve
expectations.
 Independently and competently perform all aspects
of the job function, responsibility, or goal.
 Performance consistently meets the requirements,
standards, or objectives of the job.
 Occasionally exceeds requirements.
 Recognizes, participates in, and adjusts to
changing situations and work assignments.
Acceptable
(Usually Meets Standards)

 Generally meet expectations required for the


position.
 Competently perform most aspects of the job
function, responsibility or goal.
 May require improvement in one or two areas
of consistent weakness.
 Employee requires coaching in a weak area or
may need additional resources or training to
meet expectations.
Unsatisfactory
(Fails to Meet Standards)
 Employees with this rating fail to satisfactorily
perform most aspects of the position (or function).
 Performance levels are below established
requirements for the job.
 Employee requires close guidance and direction in
order to perform routine job duties.
 Performance may impede the work of others and the
unit.
 A performance improvement plan must be submitted
to OHR.
Scheduling the Meeting

 Notice
 Location
 Self-evaluation
 Appropriate form
 Comments
 Supervisory approval
Filling out the Form
 Review notes
 Behaviors vs. value
judgments
 Align categories on form
with employee’s job
responsibilities
 Optional categories
 Set goals
Setting Effective Goals
 Quick Tips
 S.M.A.R.T. Goals
 Specific
 Measurable
 Achievable/Agreed Upon
 Relevant
 Time-bound Set Goals Communicate

 Aligned
 Adjustable Evaluate Observe
Common Mistakes
 Labeling
 Recency
 Central Tendency
 Leniency
 Horns/Halo Effect
 Constancy
 Similarity
Performance Appraisal Practice
 Review Performance Appraisal
for items that are:
 Under-rated
 Over-rated
 Poorly stated
 Refer to employee background
 Rewrite Performance Appraisal
using tools reviewed today
 Make sure to fill out the form
completely including the Goals
section
Common
Performance
Appraisal
Challenges
Conducting the Meeting
 Review rating system
 Discuss employee’s self review
 Let employee talk
 Be aware of all three parts of
the messages you send:
 Words
 Tone
 Body Language

 Stay focused on performance


Dates to Remember
 Appraisals due to your
HR contact before May 1,
2009
 Review form with HR
contact before meeting
with employee
 No reclassifications
between April 1 and
July 31, 2009

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