Policies and Procedures
SUPERVISOR'S GUIDE TO PARTICIPATING IN AN EFFECTIVE PERFORMANCE APPRAISAL REVIEW Your role as a supervisor at Colorado College calls upon you to perform many challenging tasks. The performance of employees and their contributions to CC's vision is a critical aspect of this role. Below are tips for participating in an effective Performance Appraisal Review. For questions, please contact the Human Resources Department. 1. Provide the employee with advance notice of the review interview. 2. Conduct the review in a private room free from distracting noise, activities or interruptions. 3. There is no set standard about how long the discussion should last. Be certain, however, that sufficient time has been allowed for adequate coverage of the major items that need to be discussed. 4. In establishing goals, explain the purpose of selecting and defining goals. Elicit goals from the employee, suggest other goals, discuss viable options and mutually select appropriate goals and objectives. Define goals in specific and measurable terms. 5. Rank goals in priority order so that the expectations are clear to the employee. 6. Treat employees with honesty and sincerity; employees are quick to sense insincerity and may grow resistant or suspicious if they feel you are not. Be honest, yet constructive. 7. Give the employee every possible opportunity to express feelings about his or her feedback, progress toward goals, etc., as well as to excuse or justify past performance. Allowing the employee to retain self-respect loses nothing and nothing is gained if the employee leaves the discussion feeling resentful. 8. Be a good LISTENER. Listening skills during this discussion are as important as speaking skills. 9. Be sensitive to your impact upon employees - you are their supervisor, their "boss". Attempt to ease the employee's anxiety. 10. The objective of the discussion is to direct and motivate the employee in contributing the most efficient, effective way to the mission of Colorado College. Since the past cannot be changed, discussion should focus on the future and how past performances can be modified to maximize future opportunities and performance. 11. Explore all suggestions for resources/support needed. In many cases, little to no money is required to provide the resources and support for an employee to be successful. 12. Focus on long as well as short-term goal achievement and setting. Encourage the employee to document achieved short-term goals, even if they were not part of the original performance development discussion. Much of our day-to-day work goes unrecognized, yet makes a great impact on the success of the department and CC. 13. The disciplinary process is a separate process. For example, if an employee consistently does not meet established goals, the lack of progress must be documented on the performance development review form. Management of the issue, however, is conducted separately from the performance development review. 14. End the meeting with a brief summary of the goals and expectations. Invite the employee to set up another meeting or otherwise contact you with questions, concerns, periodic performance appraisal discussion, etc.
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Human Resources Office |
