Tools and Templates
The following tools and templates have been developed to assist supervisors with performance management.
When it's time to evaluate an employee or complete a self-assessment, it can be difficult to recall all of the accomplishments or challenges faced over the year. A good way to keep track is to use a performance log, which is designed to help employees and supervisors document work performance on an ongoing basis.
The log can be used to record instances where an employee has exceeded expectations, shown initiative, gone "above and beyond" and/or suggested and implemented ways to better perform a task. It can also be used to document events requiring attention and/or improvement.
For supervisors, this information will provide the means to compose a thorough annual performance evaluation. For employees, the log will help them remember their accomplishments for their self-assessments.
Supervisors and employees may use the template provided or try other methods of documentation. They might also keep a file where memos, letters from customers, etc. are stored for future retrieval. Sending an email to oneself could be another way to keep track of work activities. Regardless of what system is used, a log of some sort eliminates the need for supervisors and employees to rely on memory alone.
Supervisors are required to complete an annual performance evaluation for all employees. Employees should be evaluated based on various performance factors as described in the template.
Supervisors should carefully review the employee's performance during the past appraisal period and provide supporting comments and examples for each performance factor. The evaluation should indicate the quality of performance and areas that may require further training and professional development. Supervisors should also identify goals, objectives and performance expectations for the upcoming year and establish a development plan with the employee's input.
To prepare for the annual performance review, supervisors should:
- Review all informal meeting notes
- Gather examples of performance for each factor
- Prepare to assess performance, not potential
During the annual performance review, supervisors should:
- Set the tone for the meeting
- Avoid common pitfalls (talking too much, comparing to peers, referring to only recent performance, focusing on deficiencies instead of development)
- Give clear, concise feedback
- Solicit input from the employee
- Practice coaching, not criticizing
- Frame the next appraisal period
When exploring possible goals, objectives and performance expectations for the upcoming year, it is beneficial to:
- Collaborate with employees
- Challenge employees to broaden their thinking
- Build on or add to employees' ideas
- Suggest courses of action
- Use S.M.A.R.T. (Specific, Measurable, Attainable, Relevant, Time Bound) goal setting
Once goals, objectives and performance expectations are identified and agreed upon, supervisors should:
- Create an action plan with the employee
- Establish employee ownership
- Summarize the understanding and outcomes of the discussion
- Schedule specific times for ongoing coaching and progress updates
Managing performance may require assisting employees with performance improvement. These guidelines and action steps are designed to assist supervisors with the following:
- Performance discussions and documentation
- Developing a performance improvement plan (PIP)
- Finalizing and presenting a PIP
- PIP review meetings
- PIP results
- PIP extensions and results
Supervisors should use this template to create a performance improvement plan (PIP) and document the results.
Please note: Supervisors must contact Human Resources for additional guidance when considering a PIP.
A written warning is used when an employee's behavior must be stopped immediately. It may be used to address an issue that has occurred previously or a new issue that is severe in nature. The intent is to define the seriousness of the situation so that the employee may take immediate corrective action.
Please note: Supervisors must contact Human Resources for additional guidance when considering a written warning.