Employee Performance Management
Program
Did you Know?
The best managers are those who build a work environment where employees
respond positively to the following statement:
 I know what is expected of me
“First Break All of The Rules,” Marcus Buckingham and Curt Coffman
Employee Performance Management
Program
Did you Know?
"Employees join a company because of its leaders, generous benefits, salary,
and training, but  "How long an employee stays and how productive he is while he is there is
determined by his RELATIONSHIP with his IMMEDIATE SUPERVISOR"
"First Break All of The Rules," Marcus Buckingham and Curt Coffman
Employee Performance Management
(EPMP)
Program
Successful Supervisors
 Take time to get to know their employees
 Teach employees what they know
 Remain positive and calm under stressful situations
 Develop win-win relationships with others
 Set reasonable expectations
 Are consistent in approach and attitude from day-to-day and person-to-person
Employee Performance Management Program
(EPMP)
Successful Supervisors
 Establish and maintain high standards for performance, yours and the
employees you supervise
 Model the behaviors they ask other to display
 Delegate effectively
 Build cooperation and teamwork
 Are flexible and adaptable to change situations
Employee Performance Management Program
(EPMP)
Objectives
Upon completion of this training, you will be able to:
 Describe the 3 phases of performance management
 Complete a planning stage document
 Identify 2-3 methods to communicate performance expectations with
employees
 Complete a performance evaluation
 Identify the steps of the substandard performance process
Employee Performance Management Program
(EPMP )
Three Components of Performance Management
Employee Performance Management Program
(EPMP)
Three Components of EPMS
 Planning Stage
 On-Going Communication
 Evaluation Stage
Employee Performance Management Program
(EPMP)
Planning Stage
What happens during the planning stage?
 Supervisor and employee identify the goals and objectives for the rating
period
 Preliminary and actual planning stage preparation
 Interview and discussion of performance expectations
Employee Performance Management Program
(EPMP)
On-going Communication
What happens during the on-going communication?
 Continuous supervisor/employee communication
 Informal mid-year review
 Management of substandard performance
Employee Performance Management Program
(EPMP)
Evaluation Stage
What happens during the evaluation stage?
 Preliminary and actual appraisal preparation
 End of review cycle - discussion of actual performance
 Continuation of goal setting for future
Employee Performance Management Program
(EPMP)
Employee Performance Management Program
(EPMP)
Three Levels of Performance
Exceptional Performance
Work that is above the criteria of the job function throughout the rating period.
Successful Performance
Work that meets the criteria of the job function
Unsuccessful Performance
Work that fails to meet the criteria of the job function
Employee Performance Management Program
(EPMP)
Planning Stage
Objectives
 Identify the three components of a planning stage
 Write effective job functions
 Complete a planning document
Employee Performance Management Program
(EPMP)
First Component of Performance Management
Planning Stage
 Preliminary and actual planning stage preparation
 Interview and discussion of performance expectations with
employees
Employee Performance Management Program
(EPMP)
Components of the Planning Stage
Job functions
 Objectives
 Performance characteristics
 Success criteria
Employee Performance Management Program
(EPMP)
Components of the Planning Stage
 Job functions
 Should include approximately 80% of responsibilities from position
description
 Have no more than 6-8 job functions
 Must have success criteria for each job function
Example of a job function: Conducts performance appraisals prior to
May 31 due date.
Employee Performance Management Program
(EPMP)
Components of the Planning Stage
Objectives
 Can be job-related, special or non-recurring projects, training, or
assignments
 Require success criteria for each objective
 Include job function score
Example of an objective: Develop an Employee Performance
Management Program that includes training material for training
supervisors.
Employee Performance Management Program
(EPMP)
Components of the Planning Stage
 Performance Characteristics/Competencies
 Related to employee job functions
 Each characteristic must be defined
 Provide feedback in comment section
Examples of performance characteristics/competencies: team player,
customer focused, initiative, judgment, etc.
Employee Performance Management Program
(EPMP)
Components of the Planning Stage
 Success Criteria
 Identify the level of performance a supervisor expects an employee to attain
in order to meet the performance requirements of a job function or objective.
 Required for each job function and objective, but not for performance
characteristics
 May be combined with job functions or objectives into a statement that
reflects the performance expectations of the job.
Example of a success criteria statement: Conducts performance appraisals
according to PSC policy. Ensures that position descriptions are kept up-to-date on
all employees. Completes performance appraisal one week prior to the employee's
review date.
Employee Performance Management Program
(EPMP)
Setting Goals with the Planning Document
Good Goals are SMART
 Specific: Able to be clearly stated and direct
 Measurable: Able to tell when completed
 Attainable: Appears realistic to the employee
 Relevant: Has a bearing on the overall direction of the organization
 Timebound: Have a sense of the scope and likely timeframe for
completion
Employee Performance Management Program
(EPMP)
Example:
Duty - Responds to requests from the public for information
both verbally and in writing
Success Criteria - Provide accurate information with not more
than 3 instances of negative feedback during period; provide
information requested within same working day
Employee Performance Management Program
(EPMP)
Case Study
Joe is a procurement specialist at Department ABC. His primary job duties are to
pickup mail at the main post office on a daily basis and deliver the mail to the
appropriate division. He is also responsible for the inventory of office supplies for
the entire department and delivering supplies as requested.
From the information provided on Joe, the procurement specialist, please develop
the following:
Three job functions including success criteria
One objective including success criteria
Three performance characteristics selected from the list below
Accuracy
Punctuality
Friendliness
Cooperation
Team player
Employee Performance Management Program
(EPMP)
Case Study
Your answer should look similar to the following:
Job functions:
1. Pick up mail at the main post office.
Success criteria - Mail is picked up by 9 AM everyday. Mail is sorted and delivered to the
appropriate office by noon on a daily basis.
2.
Keeps a current inventory listing of all department supplies.
Success criteria – Inventory is kept current updating inventory list on the computer by the
first day of each month.
3. Delivers supplies to requesting divisions.
Success criteria - Reviews supply requests on a daily basis. Delivers requested supplies
within two days of the request.
Objective - Attends a computer training class in Excel.
Success criteria - training class is completed. All inventory information is accurately keyed
into an Excel spreadsheet.
Employee Performance Management Program
(EPMP)
Module II
On-Going Communication
Employee Performance Management Program
(EPMP)
Identify the advantages of on-going communication
 List 2-3 ways to improve communication with
employees
 List 2-3 tools that you can use at your job to improve
counseling sessions with employees
Employee Performance Management Program
(EPMP)
Allows Supervisors and Managers to:
 Monitor activities
 Clarify expectations
 Communicate and train
 Correct performance problems
 Compliment and thank employees for positive performance
Employee Performance Management Program
(EPMP)
On Going Communications
When an employee is performing well tell them!
 Benefits of Positive Feedback
 Employees are usually motivated to repeat the “good”
performance "good" performance
 Employees are usually motivated to perform other
duties in a a similar manner
 Builds trust between supervisor and employee
 Future discussions are easier
 Employees are less likely to be defensive
Employee Performance Management Program
(EPMP)
On-Going Communication
When an employee is NOT meeting expectations:
Give employee feedback as soon as the performance deficiency occurs
Discuss in private
Keep discussions informal
Document repeated performance discrepancies
Employee Performance Management Program
(EPMP)
Providing Constructive Feedback
 Be specific about the job performance
 Be specific about the effects the performance is having on you or your
departments work
 Describe your personal feelings about the performance issue and
its effect on your work
Employee Performance Management Program
(EPMP)
Reasons Feedback (Counseling) Sessions Fail
The Supervisor:

Begins session with statement based on rumors, assumptions
and hearsay.

"Wings it." Conducts the session based on "feel" rather than
following a planned, sequential process.

Criticizes the person instead of the performance.

Counters each employee statement with "yes, but..."
Employee Performance Management Program
(EPMP)
Reasons Feedback (Counseling) Sessions Fail
 Deals in generalities.
 Don't specifically identify the performance or behavior that
needs to be different.
 Allows employees to blame others for their problems.
 Makes the session a final event.
 Don't follow-up the corrective action or check for improvement
Employee Performance Management Program
(EPMP)
Employee Performance Management Program
(EPMP)
Improving Your Feedback Sessions






Schedule a time for the session
Plan your opening statement
Listen
Reach consensus on problem and its solution
Show appreciation
Keep notes
Employee Performance Management Program
(EPMP)
Dealing with Defensive Employees in Feedback Sessions
 Acknowledge the employee's behavior
 Explain the effect of the behavior on you
 Determine if the discussion should continue
 Refocus on solving the issue or problem
 Provide support and review points
Employee Performance Management Program
(EPMP)
Module IV
Evaluation Stage
Employee Performance Management Program
(EPMP)
Objectives
 Identify information used in evaluation interviews
 Describe potential rater errors in performance evaluations
 Complete an evaluation document
Employee Performance Management Program
(EPMP)
Three Components of Performance Management
 Evaluation Stage
 Preliminary and actual appraisal preparation
 End of review cycle - discussion of actual performance
 Continuation of goal setting for future
Employee Performance Management Program
(EPMP)
Performance Appraisal Checklist
Test your concept of performance appraisal by completing this checklist. On a
sheet of paper, indicate whether you believe the statement is true or false
1. Every supervisor has the responsibility for the growth and development of all
their employees.
2. Agreement between the supervisor and the employee on job duties and
success criteria is an important pre-requisite to the appraisal of job
performance.
3. An agency can be assured that an effective appraisal interview has been
conducted if the employee is required to sign the form.
4. Specific steps for improving performance are not necessary as long as an
agreement exists.
Employee Performance Management Program
(EPMP)
Performance Appraisal Checklist
Answers
1. Every supervisor has the responsibility for the growth and development of all
their employees. TRUE
2. Agreement on job duties and success criteria is an important pre-requisite to
the appraisal of job performance. TRUE
3. An agency can be assured that an effective appraisal interview has been
conducted if the employee is required to sign the form. FALSE
4. Specific steps for improving performance are not necessary as long as an
agreement exists. FALSE
Employee Performance Management Program
(EPMP)
Completing the Evaluation Document
Steps in preparing for the interview: Gather essential
information and documents
 The planning document
 The position description
 All supervisory notes
Prepare the evaluation document
 Be specific
 Be factual
 Be objective
 Use job related information
 Use job related behaviors
Employee Performance Management Program
(EPMP)
Complete the Evaluation
Schedule the interview
 Allow for sufficient time
 Ensure privacy
 Consider possible questions and reactions
Employee Performance Management Program
(EPMP)
Potential Rater Errors
 Contrast effect - evaluating an employee in relation to
other employees' performances rather than on the job
requirements.
 Halo effect - allowing employees' success or failure on one
job function to affect how you rate their performance on
other functions.
 Similar-to-me effect - favorably evaluating employees
because they mirror the rater's self image.
Employee Performance Management Program
(EPMP)
Potential Rater Errors (continued)
 First impression effect - allowing initial evaluations of
employees to overshadow their actual performance.
 Central tendency effect - placing every employee's
performance "safely" in the middle of the rating scale.
 Negative/positive leniency effect - assigning extremely low
or high ratings across the evaluation form.
Employee Performance Management Program
(EPMP)
What if the Employee Refuses to Sign the Evaluation
If an employee refuses to sign the evaluation document, the supervisor
should consider the following:
 Bring another supervisor into the meeting to witness that the employee
actually received the evaluation
 Bring the reviewing officer into the meeting to witness that the
employee actually received the evaluation
 Have the employee sign a statement that they received the evaluation;
however, they do not agree with the evaluation
Employee Performance Management Program
(EPMP)
Case Study
Complete a performance appraisal document for Joe, the Procurement Specialist,
using the following job functions ,objectives, competencies:
1) Pick up mail at the main post office.
Success criteria - Mail is picked up by 9 AM everyday. Mail is sorted and delivered to the
appropriate office by noon on a daily basis.
2) Keeps a current inventory listing of all department supplies.
Success criteria - Inventory is kept current updating inventory list on the computer by the
first day of each month.
3) Delivers supplies to requesting divisions.
Success criteria - Reviews supply requests on a daily basis. Delivers requested supplies
within two days of the request.
Objective - Attends a computer training class in Excel.
Success criteria - training class is completed. All inventory information is accurately keyed
into an Excel spreadsheet.
Performance Characteristics/Competencies - Accuracy of Work and Self-Management
Employee Performance Management Program
(EPMP)
Case Study
Facts about Joe's performance:
 Joe is a long-term state employee with 20 years of state service.
 Joe has worked for the same supervisor for the past 10 years, and has
consistently received a meets requirements ratings.
 Joe has not always been timely in distributing the mail to the divisions. The mail is
always distributed before the workday ends; however, Joe sometimes visits with
employees causing a delay in the mail distribution. Joe's supervisor has discussed
his concerns with Joe and noted them on the last evaluation.
 Joe can be depended on to pick the mail up from the post office.
 Joe maintains the inventory of supplies in a very timely and organized manner.
Employee Performance Management Program
(EPMP)
Case Study
Job Duties Ratings
Score
1) Mail has been picked up daily and in a timely fashion. All departments have received their
mail by noon as indicated in the mail log.
Successful
2
2) The inventory list has been kept current by the first of the month during this review period
Successful
2
3) All divisions have received requested supplies within 24 hours of their request. You have
surpassed the 2 day turnaround time.
Exceptional
3
Objective 1) Computer course in field was completed at State Tech. All inventory has been
entered into Excel spreadsheet
Successful
2
Performance Characteristic/Competency
1) Accuracy of Work
Exceptional
2
2) Self-Management
Successful
2
Overall Total : 13/6 = 2.17
Employee Performance Management Program
(EPMP)
Case Study
Overall Total
13/6=2.67
Exceptional Performance Requirements (E) � 3
2.5 and above
Successful Performance Requirements (S) � 2
2.4 to 1.5
Unsuccessful Performance Requirements (U) �1
1.4 and below
Employee Performance Management Program
(EPMP)
Potential Pitfalls of the Interview
 Arguing/becoming defensive
 Dwelling on past deficiencies
 Discussing personality traits
 Comparing employees
 Interrupting employees
Employee Performance Management Program
(EPMP)
Module V
Substandard Performance
Employee Performance Management Program
(EPMP)
Objectives
 Outline the procedure for dealing with substandard
performance
 Identify the components of a warning notice
Employee Performance Management Program
(EPMP)
Substandard Performance
Prioritize duties and responsibilities for employees
Salvage a good employee
Provide additional training opportunities
Maintains on-going communication between the
supervisor and the employee
 Provide supervisor with required paperwork to proceed
with termination if necessary




Employee Performance Management Program
(EPMP)
Testing the Climate
Are my expectations clear? What make me think so?
Are my expectations reasonable and fair?
Why do I think so?
Have they received adequate training to do the job
properly? How do I know?
Do they understand why it is important to do the job
correctly? How do I know?
Employee Performance Management Program
(EPMP)
Addressing Performance Discrepancies
SCHEDULE APPROPRIATE TIME AND PLACE:
 Always discuss performance problems in private. Make sure you will not
be interrupted and have plenty of time to discuss the problem. Make the
employee comfortable and tell him why you asked to talk him.
Employee Performance Management Program
(EPMP)
Employee Performance Management Program
(EPMP)
Addressing Performance Discrepancies
 Plan your Opening Statement:
Think about the problem before you meet with your employee. Prepare in
your mind an opening statement that includes the following points:
 The employee’s specific performance that caused the problem
 The specific negative effect(s) the performance had or could
have on you or the organization
 The feeling you have about the problem and its effect(s)
 If you are unable to deliver all of your opening statement before
being interrupted, listen to what the employee has to say.
You can finish your statement anytime during the discussion.
Employee Performance Management Program
(EPMP)
Addressing Performance Discrepancies
LISTEN:
If your employee becomes defensive, upset, or disagree with your viewpoint,
practice active listening by:
Restate in your own words what you think your employee is saying
and feeling about the problem. Don’t correct him or argue with him.
Ask only questions that clarify content and feeling. Don’t get off the
subject. Clarify issues relating to the problem to be sure you
understand the employee’s concerns.