MGT502

Writing and Rating Performance

Expectations

Expectations
An appraisal must be done on all
employees who started prior to Jun 1,
2014

Writing Effective Expectations

Tips
Words and Structure
The S.M.A.R.T. Checklist
Examples
Pitfalls

Rating

Expectations

Guidance/Definitions
Rating Core Expectations
Rating Job Expectations
Rating Tips

Getting Started
List group/your own objectives for the year
What are you expected to produce, accomplish, etc?
Whom are you supposed to serve, assist, etc?

Assign each objective to one or more employees-including yourself if appropriate--as

long
Example
1 as

They have the right skills

They will have the time
You can provide the resources
You have given them the authority

Identify a measurable outcome

for each objective
Add a timeframe or quality metric if
appropriate

Objective: Updated documentation for ____ program.

How: Write/revise documentation.
Who: John Doe
Metric: final product both useful and understandable
(have other programmers read and evaluate)
Timeframe: within 6 months

Example 2
Objective: Working simulation to test automatic debugger
How: Create simulation
Who: Jane Doe
Metric: completed product simulates 90% of real problems
listed in event logs (compare to actual logs)
Timeframe: 60 days after beta debugger is fielded

Getting Started
Expectation Number--Getting them down to 4 or up to 7
If there are only 1 or 2 projects you want to evaluate
Break them into components (milestones, types of tasks, etc.)
Create an expectation for leadership or training if appropriate
Dont rephrase a core expectation or use professional development
If the job contains more than 7 components you want to evaluate
Combine similar items as long as they are measured the same way
Focus on only the most important aspects of the job
Dont list recurring tasks that have relatively little impact

Expectation Structure
Keep them simple and direct
ACTION VERB

OBJECT

CUSTOMER

METRIC

Create simulation to test automatic debugger for Test

Create .......simulation to test automatic debugger.for Test Group....that simulates 90% of real problems listed in
Group that simulates
90% of real problems listed in event
event logs (compare to actual logs)
logs and field it 60 days after beta debugger is
and fieldit..
60 fielded.
days after beta debugger is fielded

Writing Tips
Write it so
its appropriate for the persons grade and experience
both of you know what is expected

Use action verbs and clear metrics

Allow room to excel if possible
Consider higher grade level expectations
Dont list tasks or job duties; just outcomes
You dont have to cover every aspect of the job

Dont mix unrelated objectives

Dont repeat or restate Core expectations

Choose Your Words Wisely

ACTION VERBS

OBJECT

WEAK WORDS

EVALUATION

Produce

plan, system

Assist

Outstanding

Create

method, procedure

Support

Superior

Improve

process, performance

Lead

Excellent

Complete

project

Oversee

Peerless

Repair

equipment, system

Monitor

Weak

Learn

task, procedure

Coordinate

Poor

Collect

data, input, consensus

Help

Unique

Document

procedure

Manage

Inspect

equipment, system

Multiple

Solve

problem

Various

Develop

training, solution

Quality

Implement

program, process

Expert

Eliminate

backlog, problem

Often

Whats a SMART Expectation?

Significant
Is it worth doing, or is it just busy work?

Measurable
Is there a way to tell when its done and how well?

Achievable
Is it something the employee can really do?

Relevant
Does it support the groups (and therefore the Labs) goals?

Timely
Can it be completed within the reporting period?

Not-So-SMART Expectations

Relatively specific
Weak verbs

Who is actually accountable?

Lots of room for disagreement

No standard or time frame

Take the lead in troubleshooting magnet problems.

Assist in keeping ABC magnet array functioning.

Team Leader/Supervisor

Line Employee

Make it a SMART Expectation

Measurable verbs

Room to excel

Appropriate to level of ratee

Reasonable time frame

States what must be done, not how

Take thecauses
lead inof
troubleshooting
problems.
Leader/Supervisor
Ensure
system failuresmagnet
in the ABC
magnet array are identified andTeam
eliminated
within 24
hours of notification by Accelerator Operations.
Team Leader/Supervisor
Identify
eliminate
system
failures in the ABC magnet array within 24
hours
of
Assist inand
keeping
ABCcauses
magnetofarray
functioning.
Line
Employee
notification by supervisor or Crew Chief.
Line Employee

Not-So-SMART Expectations

Measurable
Little room for disagreement

Clear standard and time frame

Significant?
Too much how detail

Continue to document your repair work using the sycophant format. Be sure to include tools
used, time signed out, time signed in, condition when signed out, condition when signed in, serial
number of item, manufacturer, and series. Keep supervisor informed of all work within 2 hours of
completion.

Make it SMARTer

Measurable verbs

Appropriate to level of ratee

States what must be done, not

how

Continue to document your repair work using the xyz format. Be sure to include tools used, time
signed out, time signed in, condition when signed out, condition when signed in, serial number of
Document all repair work fully according to the sycophant format.
item, manufacturer, and series. Keep supervisor informed of all work within 2 hours of completion.

Fixing a Poor Expectation

Contradiction?
Significant latitude,: independently identify
clearly reporttomanagers, etc.

How many is multiple?

How complex is moderately?
Stating the obvious?

You are expected to complete complex design assignments while handling multiple tasks and projects. You will work under
general project supervision and report directly to work managers or engineers. Significant latitude in prioritizing and choosing
Complete
all complex
design
to the
satisfaction
work managers
and engineers
assign
them
design methods
and formats
willassignments
be given to you.
With
this, you areofexpected
to independently
identify who
and solve
moderately
using
the
most
effective
and
efficient
methods
possible.
The
efficiency
of
your
methods
will
be
measured
by
how
complex design problems. You are held responsible for the overall quality and schedule of your designs as you coordinate
well
handle
otherdesigners
tasks and
projects
unrelated
to these
assignments.
your you
efforts
with other
and
engineers
both inside
and outside
of the group. Furthermore, you are tasked to clearly
report your progress, risks, difficulties, and alternative methods to the groups managers and Project Engineers.

Fixing a Poor Expectation

Sounds like a job description

Other than keeping supervisor
informed, how is this measured?
What is the electrical team
supposed to produce?

Thats what this person should be

expected to deliver

Serveand
as an
electrical
team
lead. work
Dutiestoinclude
working with
group
supervisor
to plan
and prioritize
work,
Plan
prioritize
your
teams
the satisfaction
ofthe
theelectrical
electrical
group
supervisor.
Ensure
approved
work is
directing andtechnicians
completed,
monitoring other
havetechnicians
training and
to resources
complete approved
to work work,
safelytraining
and effectively,
other technicians
and supervisor
on technical
is aware
and safety
of
aspects ofand/or
progress
approved
problems.
work, and keeping the electrical group supervisor informed.

Pitfalls

Use a sounding board to avoid

Too much detail, confusing structure, unclear objective
Unrelated tasks in same expectation
Restating the job description
Too little outcome and too much process
Assigning things that belong to someone else
Trying to include everything the person does
Repeating a core expectation
Wimpy or misleading words

Expectations

Writing Effective Expectations

Tips
Words and Structure
The S.M.A.R.T. Checklist
Examples
Pitfalls

Rating

Expectations

Guidance/Definitions
Rating Core Expectations
Rating Job Expectations
Rating Tips

Rating Expectations

Comments about each expectations rating are very important, particularly for any rated
above/below 3
Provides an explanation to the employee
Helps your AD during review and calibration
Should clearly relate to the expectation
Has a 600-character limit

Rating Core Expectations

Safety
Understands and applies JLab's rules and policies for safety,
health, and environmental protection and actively integrates them
into his/her job. Advocates ES&H practices across the Lab. Serves
as an example to others.

Did he/she do this all or most of the time?

Rating is 3
Did he/she do it sometimes, but not normally? Rating is 2
Did he/she also contribute a major innovation that had a
positive impact on
those in his/her own team or group?
Rating is 4
a broad cross-section of the organization?
Rating is 5

Rating Core Expectations

Safety
Safety: Understands and applies JLab's rules and policies for safety, health, and environmental protection and
actively integrates them into his/her job. Advocates ES&H practices across the Lab. Serves as an example to
others.

Rating

Comment

On at least one occasion, you cut corners to get a job done on time. Though no one was hurt, it was
a clear violation of the safety work plan for the job.

You are a safe and environmentally aware worker and the fact is well known around the group.

You are on top of every situation, giving useful advice and guidance. You have shown you are not
afraid to hold up work until a safety issue is resolved.

Because of your prompt recognition of a ladder safety problem and the STOP work order you
issued, a potential fall and paint spill was avoided.

Rating Core Expectations

Teamwork/Respect
Values the individuality and diversity of people, both internal and external
to JLab, and demonstrates this by treating people with fairness,
courtesy and dignity. Works well with others as demonstrated by
adhering to team commitments, effectively communicating with
team members, proactively assisting others, displaying
cooperation, and recognizing the successes of others.

Did he/she do this all or most of the time?

Rating is 3
Did he/she do it sometimes, but not normally? Rating is 2
Did he/she do this all the time and make a
significant contribution that promoted
teamwork?
Rating is 4
broad cooperation or diversity?
Rating is 5

Rating Core Expectations

Teamwork/Respect
Teamwork/Respect: Values the individuality and diversity of people, both internal and external to JLab, and
demonstrates this by treating people with fairness, courtesy and dignity. Works well with others as
demonstrated by adhering to team commitments, effectively communicating with team members, proactively
assisting others, displaying cooperation, and recognizing the successes of others.

Rating

Comment

While your independent work continues to be excellent, your tendency to charge ahead without
consulting your team members diminishes your effectiveness.

You are a team player all the way and a pleasure to work with.

I knew I could count on you to help acclimate our new team member, and I was right. She seems to
have responded well to your mentoring.

Your mentoring of our new team member has resulted in her complete integration into the team.
She reports that having you to help her was the deciding factor in her decision to stay at the Lab.

Rating Job Expectations

Provide layouts and detail design and drawings for the Boeing FEL as directed by the project
engineer.

Rating

Comment

Project Engineer reported that your layouts, designs, and drawings often had to be sent back to be
redone.

Your work in this area was solid and useful.

Project Engineer reported that your layouts, designs, and drawings often exceeded his expectations
for detail, accuracy, or timeliness.

Project Engineer reported that your layouts, designs, and drawings always exceeded his expectations
for detail, accuracy, and timeliness.

Rating Job Expectations

Provide technical support for JLAB projects. This will include in-house modifications and/or
upgrades and out-of-house design and fabrication projects. This can include tasks in electrical,
instrumentation, controls, and programming areas. Your work should be performed in a safe
manner and be of high quality. Where applicable, you will provide as-built drawing updates to
the design team at the end of production.

Rating

Comment

Your technical support in this area was sometimes late; causing delays for others.

Your technical support for design and fabrication projects met all design team requirements.

Your technical support for a wide variety of design and fab projects has been great. It was not only
uniformly excellent work, but your as-built drawing updates were often ahead of schedule.

Your technical support for a wide variety of design and fab projects has been outstanding. The
quality was superior and your as-built drawing updates were always ahead of schedule.

Rating Job Expectations

Build prototype magnets per customer instructions: this includes, but is not limited to, designing
and building fixtures for winding, winding the coils per specifications, assembling the coils, and
mechanically and electrically inspecting the coils.

Rating

Comment

You built two magnets without doing a final inspection. Both yielded electrical problems when they
were inspected. This is not what we expect of a senior machinist.

You have shown both the technical expertise and work ethic expected of a senior machinist.

Your magnet work resulted in several positive comments from your customers about how closely
you met their specifications, even when the specs themselves were less than perfect.

Your magnets have been so superior that our customers are asking for only you to work on them.
You obviously set the standard in this area and everyone knows it.

Rating Job Expectations

Work with System Owners and Accelerator Operations to maintain a safe and reliable operation
of all high power system equipment in support of Accelerator operating schedule for both physics
and machine development.

Rating

Comment

Both System Owners and Accelerator Ops personnel complained about your tardiness in dealing
with issues with high power systems.

Your diligence in this area has kept things running smoothly.

Accelerator Ops personnel cited your efforts as key to keeping high power system equipment
working.

Both System Owners and Accelerator Ops personnel cited your efforts as critical in keeping high
power system equipment working flawlessly.

Rating Tips
Understand the employees rationale for his/her ratings
Dont leave the first meeting still in the dark
Rate each expectation objectively before you consider the
overall rating
Start by assuming a 3 is appropriate
i.e. he/she met the expectation as stated
Think of specific examples of where he/she exceeded the
expected performance or fell short of it
Use these to adjust rating up or down

Mention them in your comments

Summary & Final Questions

Writingsure
Effective
Make
youExpectations
Tips
Words
sign
class roster
andthe
Structure
The S.M.A.R.T. Checklist
Examples
return the email evaluation

Pitfalls

Rating

Expectations

Guidance/Definitions
Rating Core Expectations
Rating Job Expectations
Rating Tips

Task Completion Schedule

Not Earlier
Than
9/29/2014

Not Later
Than

FY15 Performance Appraisal Review Timeline

10/1/2014

Supervisors activate appraisals for direct reports

10/3/2014

If required, Home Unit Managers notify Work Unit Managers/Service Providers to complete Matrix
Evaluations

10/13/2014

Employee Self-Assessments completed and forwarded; Matrix Evaluations completed and forwarded

SO, WHATS THE CONNECTION?

10/10/2014

10/24/2014

Supervisors conduct first meeting with direct reports to discuss self-assessment and expectations

10/13/2014

11/1/2014

Supervisors draft appraisals and set expectations for coming year

10/20/2014

11/7/2014

Supervisors send completed appraisals forward for higher level review

11/3/2014

11/21/2014

Calibration completed; appraisals released for HR Review

11/17/2014

12/12/2014

HR Review completed; appraisals released to supervisors

12/1/2014

12/17/2014

Supervisors deliver appraisals at final meeting with direct reports

12/8/2014

12/19/2014

Employees acknowledge receipt with electronic signature

PROMOTION/SALARY PROCESS CANT START UNTIL APPRAISALS ARE DONE

Not Earlier
Than

12/15/2014
1/19/2015
2/5/2015
2/9/2015
2/23/2015

Not Later
Than
JOB
EXPECTATIONS

FY15 Promotion/Salary Review Timeline

COULD
SUPPORT FUTURE PROMOTION

12/12/2014

Promotion packages submitted to HR

1/15/2015
2/4/2015
2/6/2015
2/18/2015
2/27/2015

HR reviews packages and prepares for Technical Review Committees

Technical Review Committees Meet
Feedback from TRCs to ADs
Salary review conducted
Costpoint updated with promotion/salary data

3/16/2015

Promotion/Salary letters distributed

Appraisals vs Promotion
Appraisal evaluates past years performance in current job
and grade (classification)

Everybody gets one

Uses objectives (expectations) set a year before
Result depends on judgment of supervisor and division review
Contributes to annual merit increase distribution

Promotion is based on performance at a higher grade

Success is result of
Evidence individual performs at higher grade
Guided by skill matrix
Supported by performance against higher level expectati
Recommendation by TRC or HR
Funds availability and approval by division head

Neither high performance rating at current grade nor seniority

are determining factors for promotion

The Promotion Process

Promotion is reclassification to higher salary grade if

Lab needs to change the incumbents position

Performing more or higher level duties & responsibilities
Acquired new or expanded skills that match higher classification

Supervisor
prepares
promotion
package

For promotions
requiring
division level
review only:
Packages go to
Division Head
Division Head
decides if
packages should
be approved;
forwards to HR
with approval
decision

For promotion
requiring further
review (TRC/HR):
Division Head
reviews proposed
promotions
Promotions that
Division supports
are forwarded to
HR

If appropriate, HR
distributes packages
to TRCs, who

Review the
proposed
promotions
Send
recommendations
to divisions and
HR

HR reviews the
promotions it has
responsibility for
and informs
divisions of their
evaluation

Division Head
reviews
proposed
promotion
recommendatio
ns from TRCs
and/or HR
Division Head
makes final
decision

Who Reviews What?

Technical Review Committees (TRC) review proposals for scientific & technical promotions to:
Scientist III (SS III)
Senior Scientist (SSS)
Principal Scientist PSS)
Engineer III (SE III)
Senior Engineer (SSE)
one
Principal Engineer (PSE)

Computer Scientist III (SCS III) Technologist/Design Drafter (T/D II)

Senior Computer Scientist (SSCS)
Senior Technologist/Designer (T/D III
Principal Computer Scientist (PSS)
HR acts as disinterested

observer with all TRCs

Associate/Coordinator (A/C I)
Senior Associate Coordinator (A/C II)
Engineering Support Manager (ESM)

Lateral reclassifications from

scientific/technical family to another

HR reviews:
All promotions from non-exempt to exempt, and promotions to:
Administrative Support/Secretary IV (A/S IV)
Staff Administrator III (SA III)
Senior Staff Administrator (SSA)

Promotion to these grades are reviewed only in their respective divisions:

Staff Scientist II (SS II)
Staff Engineer II (SE II)
Staff Computer Scientist II (SCS II)
Staff Administrator II (SA II)
Senior Skilled Trades (ST II)
Construction Facilities Support II (C/F II)
Construction Facilities Support III (C/F III) Administrative Support/Secretary II (A/S II)
Administrative Support/Secretary III (A/S III)