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R8 Mid-Year Progress Review

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HR Specialist

on 9 April 2014

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Transcript of R8 Mid-Year Progress Review

Mid-Year Progress Review
Preparing for & Conducting the Performance Discussion
Take individual differences into consideration

Each person has a different style with a wide range of needs

Be consistent in how you evaluate performance against expectations

Encourage employees to share their thoughts on their performance to date

Focus on continuous feedback and coaching
Monitoring Performance Against Expectations
Document observations as they happen - recalling past occurrences is often difficult

Document observations in sufficient detail to be understood by another supervisor or HR

Focus on specific actions the employee took to meet or exceed expectations; avoid evaluating personality traits

Cite performance or results, not conduct or general impressions
Conduct the meeting in a private area
Be prepared for no distractions
Create an informal and comfortable seating arrangement and atmosphere
Clear the work surface so nothing forms a barrier
Review the employee's performance plan, feedback sources, PD, performance file, notes, rating levels, and other appropriate documentation
Make the most of your review time by thinking about it in advance
Ensure you have the necessary documentation for review
Plan to talk about the job - not just the employee and follow through
Communicate with the employee your assessment of their mid-year performance (keep your emotions out of it)
Deliver it clearly, present the positive first keeping your feedback constructive
Be prepared to discuss specific examples of positive and negative to support your assessment
Clarify goals and expectations for the remainder of the rating period
Closing Tips
GSA Mid-Year Timelines
Level 3
An employee is
fully providing what is expected
, desired or needed within his/her job. The expectations outlined in his/her performance plan should reflect a level of performance that is not merely adequate, but that demonstrates the employee is performing all tasks associated with their position
in an effective and efficient manner
Level 4
An employee meets and
often exceeds
expectations described in Level 3.
Supervisor Role as the Reviewer
March 31: Mid-point of APPAS Cycle
Month of April: Request self assessments
May 31:
Mid-Year Reviews to employees
CHRIS input of review date
Deadline for performance plan changes
Use all feedback sources available to you

Be prepared to discuss the employee's performance

Plan the logistics of the meeting

Note the topics you want to discuss in order of importance
Just a Refresher
Progress Review: opportunity to give employees constructive feedback on progress toward reaching established expectations, goals, and objectives outline in the performance plan.
Creating Meaningful Distinctions in Performance
Review each employee's performance against the expectations in the performance plan

Rate the employee's performance accordingly under each critical element

Performance determines the mid-year critical element ratings
Lorree Mickenhime
Mid-Year Progress Review: never a rating of record, and no requirement for the employee to have performed on a plan for 120 days. The Mid-Year Guide recommends 60 days.
APPAS performance plans: coupled with continuous feedback - are the foundation of performance success.
Prepare yourself for the discussion

Consider how you will encourage ideas

Focus on the important aspects of the job

Carry out an objective review - not a subjective one
Definitions of Distinctions
Level 5
An employee meets and
consistently exceeds
performance expectations and should be even more difficult to achieve as described in Level 3. In order to receive a Level 5 rating an employee must demonstrate he or she consistently exceeds performance expectations
time after time
Level 3 expectations should be written in such a way as to demonstrate that it is a solid rating, reinforcing for the employee that they are
appropriately fulfilling all of the responsibilities
of their position, which in turn
supports the organization in meeting their goals and obligations
Level 4 expectations should reflect performance that frequently exceeds the objectives described in Level 3. Level 4 ratings should be reserved for employees who truly exceed the level of performance required in a specific critical element.
Performance expectations at this level should require an employee to go
"above and beyond"
the normal requirements of their job on a
regular basis
. Level 4 performance
assists an organization in not just meeting its goals, but exceeding them
Level 5 expectations should identify performance that is
truly exceptional
, and that would be indicative of an employee performing at the highest possible level for that position. Level 5 performance is the kind that does not just help an organization exceeds its goals -
it helps the organization define new goals and new ways of doing business
Performance Standards and Grade Levels
Critical elements are based on the requirements of the position

Excessive concerns that performance standards must reflect grade and series determining classification factors are misplaced

Performance standards may be similar or identical for two or more grade levels within a series
Document the Review
Address the employee's strengths and progress first to demonstrate you value their contribution

Consider input from employee's self-assessment

Consider your assessment of feedback, performance file, notes, and appropriate documentation

Address areas that need improvement
Writing the Review
First Sentence
Give a general description of the employee's performance
Second Sentence
Follow up to the first sentence containing more specific information from the employee's performance file supporting the first sentence
Third Sentence
Encourage the employee to continue performing at the same level or set higher goals for them to obtain a higher level of performance or to improve current performance
Maintains a positive attitude when under stress
Is an active listener
Is someone that can be depend on
Manages time well
Has great potential for leadership role in the future
Is strong in [insert skill]
Is considered to be star talent in this department
Is ready to meet with customers directly
Needs to demonstrate more of a team player attitude
Needs to improve on follow through
Is a poor time manager, consistently misses deadlines
Doesn't listen and/or follow instructions
Positive Examples
Instead of this feedback:

"You have good communication skills."
Improvement Example
Potential Example
Instead of this feedback:

"Your organizational skills are satisfactory, however, occasionally you require assistance in this area."
Sample Performance Comments

"Your oral and written communication is clear, accurate and thorough. The monthly reports you submitted were complete, easy to understand, and required little to no modification."
Instead of this feedback:

" You need to improve your customer relations skills and better utilize your time."
Consider writing:

"You need to improve your customer relations skills by following up with customers within two hours of their initial calls, by meeting with them in their offices, and by maintaining weekly contact regarding the status of their project."
Consider writing:

"Your planning and organizational skills are satisfactory; however, occasionally you require assistance in this area. (Add two examples of the "occasional assistance," which will strengthen your message providing concrete feedback for the employee."
Follow up after the Review
Provide and receive feedback on a continuous basis
Ask open questions, assess their level of confidence, and listen for unsolicited comments.
If there is a problem the employee is finding difficult to address, offer your support
Encourage the employee to take ownership of his/her assignments, think problems through, and only then offer solutions
Managing Performance
APPAS and continuous/frequent feedback
Ongoing, two-way communication
Document, Document, Document
Make use of the mid-year progress review as a component of the continuous feedback and ongoing/two-way communication
The goal is - no surprises!
Step 1: Preparation
Informational - you providing information to the employee, or seeking feedback from employee
Positive - dealing with a success or improvement to be sustained/continued
Developmental - dealing with performance issue to be changed
Step 2: Ask the Employee
Seek feedback from employees first
Ask the employee the questions
Note the responses - without actively "responding" or valuing" the employee's response
Step 3: Your Turn
Feedback works best when it builds on what's already been shared; the ability to affirm and support performance/results identified helps make coaching for improvement a natural extensions of the employee's self-assessment.

Agree with and support the self-assessment where appropriate. If you're not sure or even disagree, ask for clarification - "
You indicated...Can you say more about that?" If additional clarification is necessary, follow up with "My observation is not consistent with that. I have noticed...
Three Part Model:
Continuous Feedback
Preparation - supervisor planning for feedback
Ask the employee - provide the opportunity for the employee to self-assess, evaluate and identify strengths, areas for continuous improvement, a plan and rational for their assessment; and
Now its your turn - the supervisor responds to and builds on the employee assessment as needed/appropriate
Feedback is the exchange of information about the status and quality of work products
Feedback provides a road map to success
Feedback motivates, supports, directs, regulates work efforts, and outcomes
Feedback ensures the supervisor and employee are on the same page
Linda Wamboldt
Full transcript