Tips to help complete performance evaluations are provided below.
An important part of managing performance is to establish goals for the upcoming year. The purpose of setting these goals is not to detail your daily activities, but to help you define larger challenges that you will embark upon over the upcoming year. To ensure that professional staff members write effective goals, Drexel encourages the use of the SMART format. SMART stands for:
- Ambitious and Achievable
Creating SMART goals helps you and your manager clearly understand what is expected of you in order to ensure that your annual review is accurate and comprehensive. Here are some ways to integrate SMART into your goal setting process.
The goal should define specific results and provide concrete details on what is to be achieved. For example, "Start writing a monthly department newsletter" is more specific than "Improve inter-department communication."
When writing the goal, define how you and your manager can measure its success. There are several ways to measure goals:
- Behavior: An observable change in a professional staff member's actions.
- Quantity: A numerical increase or decrease.
- Quality: How well the result meets the criteria defined in the goal.
- Cycle time: Time from request to completion; processing time.
- Efficiency: Resources (time, budget, people) applied to achieve the result.
Goals should be challenging and go beyond your day-to-day duties, but they should also be achievable.
When writing goals, state the results to be achieved rather than the activity or work processes leading to those results. Focus on what you are responsible for accomplishing.
Establish a time limit. State the due date for these results, or for ongoing expectations, specify how often the goal or expectation must be met as well as how often it will be reviewed.
Performance goals are what you are working to accomplish. They are tied to departmental and/or organizational strategic priorities. Below is an example of a performance goal:
Implement an enhanced billing management process through web based technology by April 30. Develop a master design document and create stakeholder buy-in and awareness. Ensure functionality of system and a new interface. Develop the communication and implementation plan for the new process by the end of September. Ready for delivery in mid-October.
Development goals focus on areas you want to develop in order to grow in your job or advance in your career. Below is an example of a development goal:
To increase my effectiveness in giving presentations I will join Toastmasters by March 31 and attend at least 6 monthly meetings by the end of the year. I will ask Ted Thomas to provide feedback using the Toastmasters format on my presentations after each staff meeting during the year.
While SMART goals are important, remember that you are not evaluated solely on goals, but also on Competencies and Shared Values. Competencies define how a professional staff member completes his or her goals and day-to-day activities. Shared Values reflect the environment we want to create at Drexel. Here are some tips to help ensure that you are effective in achieving goals and demonstrating Competencies and Shared Values:
- Make an effort to understand the goals of your position, your department and the University. Draft personal objectives for the year to support those goals.
- Seek clarification when necessary, to understand expectations.
- Provide performance documentation and feedback to your manager.
- Keep track of performance throughout the year using your calendar, a journal or the notes function in Career Pathway to record your accomplishments and challenges.
- Act on your manager's feedback and coaching.
- Work with your manager to evaluate performance – both during your review and throughout the year.
- Look for opportunities to improve your work.
- Take advantage of professional development opportunities, including training, conferences and Drexel coursework.
When documenting performance, note both achievement of goals and demonstration of Competencies and Shared Values. For example:
- A professional staff member who achieves outstanding results but who leaves bruised relationships in his or her wake is not likely to be able to maintain these results over time, especially if they require the help and support of others.
- A professional staff member who is outstanding at maintaining excellent interpersonal relationships but does not deliver results undermines the performance of the team, function and possibly the university.
An important part of the performance review process is a meeting between the manager and professional staff member to discuss the review. The manager should provide the professional staff member with a copy of his or her evaluation before the meeting so they can review it prior to the discussion. Then, in the meeting:
- Review Performance Goals, Competencies and Shared Values.
- Discuss themes and overall performance rating.
- Address career development and opportunities.
- Ask and answer questions about expectations.