Performance evaluations for supervisors

Performance Reviews for Supervisors
Kevin R.Thomas, Manager,Training & Development · Office of Human Resources · kevin.r.thomas@williams.edu · 413-597-3542
April 17, 2018
kevin.r.thomas@williams.edu
413-597-3542
Manager, Learning and Development
Office of Human Resources
Presented by Kevin R. Thomas
Performance Evaluations for
Supervisors

• Name
• Where you work
• What you hope will come from reviewing your
employee/s
Introductions

• Confidentiality
• Participation
• Listening
• Judgement free zone
Ground Rules
• Program Overview

1. Nuts & Bolts
2. Build Trust
3. Provide Positive Feedback
4. Provide Constructive Feedback
5. Ask for Feedback
6. Describe the Path Forward
Agenda

Performance Development Process
Nuts & Bolts
Update
job dx
Employee
Self-
Evaluation
Write
Evaluation
Share
written
Evaluation
Performance
Evaluation
Meeting
Edit
Evaluation
if necessary
Signatures
Copy &
Forward

Anatomy of the Form
Nuts & Bolts

• Imagine your boss comes by your
desk and says:
“Can you come into my office?
• How do you feel?
• When you come into the office,
your boss closes the door and
says:
“I need to give you some
feedback.”
• Now how do you feel?
Threat Response: Example
Provide Constructive Feedback

• Social Needs Are Primary
• Brain is Wired to Notice
Threats
• Feedback can easily be seen
as a threat to:
o Status
o Certainty
o Autonomy
o Relatedness
o Fairness
• When the threat response is
triggered, fight and flight
reactions are likely.
Managing the Threat Response

• Accountability – timelines,
follow through
• Meeting decorum
• Warm up – demonstrate
interest in them personally
• Find out about their path to
progress
• Demonstrate commitment
to bringing out the best in
them
Build Trust
Build Trust

With your partner, find 1
strategy you will use to
develop trust or 1 trust
building message you will
communicate.
Your Turn!
Build Trust

• Feedback works best when it is:
– Immediate
– Specific
– Behavioral
– Supportive
Principles

The Key Formula
Provide Positive Feedback
Behavior Impact
A vivid picture
of your
employee’s
accomplishments

• Use the worksheet to plan
positive feedback to give
to your employee.
• Debrief with your partner.
Your Turn

• Brainstorm with your
partner:
– How can you measure the
quantity and quality of your
employee’s work?
– How can you develop new
measures?
Measuring Performance

• You can do a lot to create safety by creating an
invitation into the feedback discussion.
• Example: “As part of our performance
evaluation conversation, would you be willing
to have a conversation with me about
coverage at the front desk?”
Creating Safety: Invitation

Explain what you don’t intend
as well as what you really
want.
Example:
“I don’t want to communicate
any disrespect for you or
your expertise. I just want to
explore some options for how
we can solve this problem
together.”
Create Safety: Use Contrasting Statements

Constructive Feedback: Directive
• Use for simple, minor situations, as a first attempt to solve a problem.
Behavio
r Impact
Positive
Future
Alternativ
e
Intended
Future
Outcome

• Use the worksheet to plan
constructive feedback you
will give to your employee.
• Debrief with your partner.
Your Turn

Constructive Feedback: Non-directive
1. Use behavior + impact to describe what you are seeing.
2. Ask if they have additional information you should know. Listen.
3. Ask them for their interpretation. Listen.
4. Ask questions to ensure they are taking ownership of the problem.
5. Brainstorm solutions, negotiate, set a time to check in on progress.
Behavior Impact
Problem
Solving
Inquiry

• Encouraging cues / body
language
• Open-ended questions
• Mirroring statements
“I hear you saying x.”
• Validating statements
“I can understand where
you are coming from when
you say x, because y.”
Basic Listening Skills
Ask for Feedback

• Do you want to know how you can
support your direct reports in bringing
their best?
• Are you open to changing your
behavior the same way you are willing
to change the behavior of others?
• Do you believe your staff may have
information and expertise that could
be useful to you?
How Open Are You to Upward Feedback?
Ask for Feedback

• Employees resist offering
feedback because:
• They have been burned
in the past.
• They don’t believe the
invitation is genuine.
• They fear threatening
your status, as you may
retaliate.
Threat Response, Part 2
Ask for Feedback

• Routinely invite feedback
• Appreciate feedback
immediately, consistently.
• Listen attentively.
• Take some action, however
small, on the basis of
feedback.
Creating Safety
Ask for Feedback

You don’t have to agree.
You don’t have to agree
totally.
You don’t have to agree right
away.
Identify interests
Follow through on your
commitments.
Set a time to check in on
progress.
Responding to Requests
Ask for Feedback

Characteristics of Effective Goals
Specific
Measureable
Attainable
Relevant
Time Bound
S
M
A
R
T

Example
Goal Characterist
ic
Added
Corrected Goal
Do data entry Specific Complete entry of paper records
into XYZ database.
Complete entry of records into
XYZ database.
Measurable Complete entry of 1,000 records
into XYZ database.
Complete entry of 1,000 records
into XYZ database with 0 errors.
Attainable Complete entry of 1,000 records
into XYZ database with no more
than 2% error rate.
Complete entry of 1,000 stamp
collection records into XYZ
database with no more than 2%
error rate.
Relevant Complete entry of 1,000 student
employment records into XYZ
data base with no more than 2%
error rate.
Complete entry of 20,000
records into XYZ database with
no more than 2% error rate.
Time Bound Complete entry of 1,000 student
employment records into XYZ
database with no more than 2%
error rate by December 31.

• Get to know their strengths
by asking them about their
peak professional
experiences.
• Offer a strengths
assessment.
• Include a goal that builds
on their strengths.
Find Opportunities to Help Them Use
Their Strengths
Describe the Path Forward

• Goal Setting Worksheet
Your Turn!
Describe the Path Forward

Links coming via email:
Contact Kevin Thomas at 413-597-3542
or email kevin.r.thomas@williams.edu
Performance Evaluations for
Supervisors
Questions?
• Course page link to all course materials
• Program evaluation link, feedback welcome

Performance evaluations for supervisors

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