Write Your Own Performance Review

You know you’ve done a good job this year. But will your Performance Review reflect that?

Here’s how you can improve your chances that it will: write it yourself. Read more…

Four Steps to Writing Performance Appraisals

Writing Performance Appraisals is an important part of a supervisor’s job, but one which many supervisors dread.

Here’s a step-by-step way of getting it done in an efficient and as-painless-as-possible manner that will benefit both you and your direct reports. Read more…

Meeting & Retreat Design and Facilitation

Are you thinking of having a departmental retreat or meeting? As one fiscal year ends and a new one begins, departments often conduct meetings or retreats in which they identify their goals and priorities for the coming year. Whether it is a half-day meeting or multi-day retreat, the Office of Organization Effectiveness can help. Read more…

Workplace Q & A

How do I write effective performance goals for the upcoming appraisal cycle?

The simplest way to write effective goals is to use the SMARTS acronym. Have goals that are: Read more…

Knowledge Link Help Desk

How do I print out my transcript records? Read more…

Upcoming Seminars

Conflict Management for Staff

Date: Thursday, April 26, 2007
Time: 8:30 a.m. - 12:00 p.m.
Place: Biomedical Research Building (BRB II/III), Room 251
Advance Registration Required. Enrollees must fill out an online assessment in advance of the class (assessment information will be provided upon enrollment).

Opinion

“I was just reading the ‘How to Manage Your Manager’ article in SOM at Work. I’ve discovered one tool to be very useful in dealing with my manager: anticipate your manager’s questions. Now I can explain a question I know she will ask.”

Philip E. Nahrgang
Administrative Assistant
Division of Rheumatology

You know you’ve done a good job this year. But will your Performance Review reflect that?

Here’s how you can improve your chances that it will: write it yourself.

Along with actually doing a good job, “writing your own performance review” - or at least, helping in its creation - is a good way to help your supervisor review your efforts favorably.

By “write your own performance review” we mean to write a comprehensive self-evaluation that includes data, examples, and any positive results you have accomplished. This will make it easy for your supervisor to fully understand the scope and impact of the work that you do. It will also make it easy for her to write a thorough and complete (and favorable) performance review for you. When your busy supervisor is provided (by you) with the data and examples, the easiest thing for her to do is to use some of your information data in her own review of you. Thus, in a sense, you end up writing your own review - or at least, influencing it.

“Wait a minute,” you may be thinking, “Isn’t that my supervisor’s job? Why should I do her work for her?”

First of all, we are all responsible for mapping our progress and performance in the job. But even if you would rather just leave that to your supervisor, why…
    …leave it solely in his hands when you have the opportunity to exert your influence?
    …hope that she’ll have the time to pull together more than just a sparse recounting of all you did?
   ¦…depend on his memory to recall the vast array of things you accomplished?

So here’s how:

TRACK YOUR TASKS

• An easy way to do this is with whatever type of calendar system you use. Your log of appointments and “To-Do” list will help you reconstruct the previous year.
• Another easy way to do this is with a specially designated folder. Whenever you come across something that will be helpful to remember at performance review time, toss it into the folder.

Did you work on an unusual project? Note it on a scrap of paper and toss it into the folder. Did you receive a letter of praise from a patient or from a colleague whom you assisted? Into the folder. You’ll be amazed at the things you did during month two of the cycle that you’ll forget by month twelve.

PULL IT TOGETHER
At performance review time, gather:

• The Self-Appraisal Worksheet from Penn Human Resource website.
• Information from your:
  • Calendar and folder (see above)
  • Training transcript (see Knowledge Link Help Desk)

WRITE!

Sharon Harris of Human Resources says when writing your self appraisal you should:

• Cite specific examples of how you achieved established goals
• Describe results of your efforts
• Note areas where you took initiative and made improvements
• Explain how you enhanced your skills and abilities [Note: this is where that copy of your training transcript can help.]
  •  
    EXAMPLE: Took initiative to learn MS Project, then used it to create a new workflow process for our XYZ research. This resulted in a 15% reduction in error in the months after implementation.

Along with increasing your chances of getting a good performance review, taking responsibility for “writing your performance review” can:

• Demonstrate your initiative.
• Help your supervisor to become aware of the scope of what you do.
• Be a powerful way of marketing - you! Not in order to get pats on the back (although that may happen), but in order to strengthen your influence and credibility.

Performance reviews are right around the corner - start the process now!

Our thanks to Sharon Harris, Director of Staff and Labor Relations for providing information for this article.

Four Steps to Writing Performance Appraisals
Meeting & Retreat Design and Facilitation
Workplace Q & A
Knowledge Link Help Desk
Opinion
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It’s that time again.

Writing Performance Appraisals is an important part of a supervisor’s job, but one which many supervisors dread.

Here’s a step-by-step way of getting it done in an efficient and as-painless-as-possible manner that will benefit both you and your direct reports.

Have each of your staff members fill out a Self-Appraisal

• Send your direct reports a link to the Self-Appraisal and ask them to complete it by a date early enough to give you time to use their input in writing your evaluations. Encourage them to give a comprehensive overview of their work that year, and to include data and examples.
• This can be a win-win situation for both you and them. They can supply you with helpful information regarding their accomplishments, which can reduce the amount of effort you expend in reconstructing the past year. In addition, they can remind you of accomplishments that you may have forgotten, or inform you of results of which you may have been unaware. This can help to insure you give them as complete and accurate a review as possible.

Gather pertinent materials:

• Completed Self-Appraisals
• Information from you calendar
  Review the past year’s tasks to refresh your memory regarding projects on which your staff worked and accomplishments they achieved.
• Other pertinent documents
  A great way of organizing this is to have a folder for each staff member that you use to collect pertinent data throughout the year. If someone sends you an email commending one of your staff members, toss it in their folder. If you have to issue the staff member a warning, toss a copy in their folder. If a staff member does something noteworthy, jot it down on a piece of paper and toss it into the folder.
  Too late to create a folder for this year? Create one anyway, and you’ll have a head start on next year.
• Performance and Staff Development Plan
  Use either the Standard Form, Short Form or Alternate Formats

Write

Be specific. Use data and examples. For instance, instead of stating, “You have good communication skills,” Sharon Harris, Director of Staff and Labor Relations suggests the following as an example of substantiated feedback:
“Your oral and written communication is clear, accurate and thorough. The monthly reports you submitted were easy to understand and required little to no revisions.”

Rate

Sharon Harris also gives the following tips regarding how to rate your staff:

• Assess performance against expectations
• Take into consideration the entire cycle
  [If you are happy/unhappy with something they did recently, don't let it skew the rating for the entire year; handle it in perspective with the entire year's performance.]
• Consider extenuating circumstances
• Relate the rating to the merit increase
  [If their rating is "Does not meet expectations," their merit increase should reflect that.]

Be consistent between what you write, say, and rate. In other words, the feedback that you have given them throughout the year should be echoed by the written performance review and reflected by the rating. There should be no surprises, no situations where, if they receive an unfavorable rating, they “didn’t see it coming.”

By systematically following these four steps you can decrease the stress and increase the success of giving Performance Appraisals an important part of maintaining a productive and healthy working environment.

For more information and tips for giving Performance Appraisals, click here.

Our thanks to Sharon Harris, Director of Staff and Labor Relations for providing information for this article.

Write You Own Performance Review
Meeting & Retreat Design and Facilitation
Workplace Q & A
Knowledge Link Help Desk
Opinion
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Some departments find it helpful to learn about their members’ personality styles by using tools such as the Myers-Briggs Type Indicator (MBTI). Here participants in the Supervisory Certificate Program participate in an MBTI activity.

As one fiscal year ends and a new one begins, departments often conduct meetings or retreats in which they identify their goals and priorities for the coming year. Whether it is a half-day meeting or multi-day retreat, The Office of Organization Effectiveness can help. We provide meeting design and facilitation services for SOM departments, centers, institutes and administrative offices that can help you make the most of your time together. The process starts with an individual consultation to understand the purpose and specific desired results of the meeting. Using these criteria, we will recommend the appropriate level of service to the person or group that is responsible for executing the meeting. This can include any or all of the following:

• “Behind the scenes” coaching to the meeting leader(s) before, during and after the meeting
• Design of the agenda and activities in advance of the meeting
• Facilitation of the agenda and activities during the meeting
• Follow-up activities after the meeting to maintain momentum and ensure follow-through on meeting decisions and commitments

To take advantage of the free service, contact the Office of Organization Effectiveness at 573-0682 or somtrain@mail.med.upenn.edu.

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Click here for the April 2007 issue
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How do I write effective performance goals for the upcoming appraisal cycle?

The simplest way to write effective goals is to use the SMARTS acronym. Have goals that are:

Specific - The staff member should know exactly what is expected

Measurable - Measurements are established so both the manager and staff member can monitor performance or progress toward meeting goals

Achievable - The goal is not just a wish, it has a basis in reality

Results Focused - The goal is focused on accomplishments, not activities

Time Bound - The goal has a specific deadline or time frame for accomplishment

Stretch - The goal will be a challenge to meet, not an automatic accomplishment

From the University of Pennsylvania Human Resources website. “Guidelines To The Performance And Staff Development Program.”

How do I print out my transcript records?
To view a short (1 1/2 minute) video explaining how to print your transcripts click HERE, or see below:

1. Select training record from left-hand navigation menu
2. In the toolbar, click “tools” and insure pop-up blocker is OFF
3. Select print preview option from the top of the training record page
4. Select Print

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Click here for the April 2007 issue
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“I was just reading the ‘How to Manage Your Manager’ article in SOM at Work. I’ve discovered one tool to be very useful in dealing with my manager: anticipate your manager’s questions. Now I can explain… a question I know she will ask.”

Philip E. Nahrgang
Administrative Assistant
Division of Rheumatology

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