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Page 75 of 150 <br />Management Assistant shall assist the City Administrator in tracking completions of <br />annual and semiannual performance evaluations. <br /> <br />5. Process Step Descriptions and Tips. The following are excerpts from the U of M <br />Leadership and Talent Development Program. They expand on the description provided in <br />section three and are meant to be an aide to supervisor in ensuring a meaningful <br />performance appraisal process. <br /> <br />A. Goal Setting. Goals are the most important way to set expectations for an <br />employee. They should include both and key behaviors and expectations needed <br />for achieving the desired key results to accomplish goals throughout the rating <br />period. Well- designed goals guide an employee’s priorities and efforts and set <br />the agenda for the year. Setting meaningful goals is one of the most powerful <br />ways that you can motivate employees, focus their contributions, and help them <br />improve their performance. Clear and relevant goals are the foundation for <br />effective coaching and feedback as well as for performance evaluations. <br /> <br />B. Ongoing Check-ins. Check-ins are regular discussions that happen throughout <br />the year to check in on progress toward goals, stay aligned on current projects, <br />discuss what is going well and what could be better, and agree on next steps. <br />Ongoing check-ins promote progress toward goals by providing opportunities for <br />feedback and support. Having regular meaningful conversations is key to on-the- <br />job learning which is the single most important way people improve and grow at <br />work. The ideal frequency of check-in discussions depends upon the work, the <br />person, and any department practices. For most roles, ongoing check-in <br />conversations around goals should happen at least quarterly, and they can be as <br />short as 15 minutes. The following are recommended are the steps for a check in: <br /> <br />(1) Discuss Roles and Responsibilities for Check-Ins. Discuss <br />expectations for what you, the supervisor, and your direct report are each <br />responsible for. A good time to do this is at the beginning of the performance <br />cycle, once the annual goals are set and revisit as needed. If one or both of you are <br />not taking ownership for your role in check-ins, this is an important place to start <br />your next check-in conversation. <br /> <br />(2) Review and Update Goals. Ongoing check-ins by design are <br />centered on goals. <br /> <br />(3) Evaluate Current Progress And Provide Comments To <br />Support Performance And Development. Discuss and evaluate progress toward <br />goals; this does not need to be a formal assessment. Provide feedback about the <br />goals based on your observations, feedback from others, and the updates that the <br />employee has shared. <br /> <br />(4) Determine Next Steps. <br />Determine What do they need to support them in this work (additional information, <br />resources, skills, training, opportunities to practice, etc.)? <br />134