Meeting Preparation

Meeting Preparation

Preparation, participation, and planning create a meeting that is less stressful and more beneficial for both the supervisor and the staff member. The supervisor can have a direct impact on setting the tone for both the completion of the written materials as well as the meeting. It is imperative to approach this process with a positive intent to encourage your staff member’s participation. In addition to this checklist, HR provides resources to assist supervisors throughout the process (including FAQs) and beyond the annual check-in.

Activity Steps
1. Prepare for the meeting
  • Notify the staff member of your timetable and provide access to the Performance Partnership Form.
  • Schedule the one-on-one meeting and set aside at least one hour of uninterrupted time for the conversation.
  • If you anticipate a difficult conversation, please contact your Senior HR Business Partner prior to finalizing the forms and prior to the meeting.
  • Assemble and review the following documents and information:
    • Review the position description JIQ/PER and key job responsibilities.
    • Review the previous evaluation, for trends in achievement, strengths and areas for continued development.
    • Review the Goals and Development Plan previously established.
    • Review your file with documented observations, coaching, and feedback given throughout the year.
2. Complete the form
  • Review the staff member’s completed portion of the Performance Partnership Form, noting areas where you are in agreement and areas that need to be discussed/clarified where you may not be in agreement.
  • Complete the Supervisor’s portion of the Performance Partnership Form
    • Document specific supporting facts and observed behaviors.
    • Check that your appraisal is job and goal-oriented, fair, honest, and objective.
    • Identify future goals that are job related and in line with department/work unit/University objectives.
    • Do not make any references to the staff member’s health status, medical condition, or disability; pregnancy, family, or marital status; age or race/ethnicity.
3. Lead the one-on-one meeting
  • Open the meeting with the staff member:
    • Communicate that the goal is to objectively review performance and identify goals and development for the coming year.
    • Stress the importance of two-way communication.
    • Emphasize that the importance of the review is to enhance performance and progress.
    • Briefly summarize staff member’s work performance and summarize position responsibilities/expectations.
  • Review goals and progress made:
    • Focus on the job responsibilities, goals established, and performance.
    • Focus on this staff member – do not compare staff members.
    • Discuss the staff member’s strengths and areas for improvement or further development.
    • Acknowledge problems or circumstances beyond the staff member’s control.
    • Do not discuss the staff member’s health status, medical condition, or disability; pregnancy, family, or marital status; age or race/ethnicity.
  • Ask the staff member for his/her input and thoughts
    • Let the staff member talk. Seek to understand his/her perspective.
    • Ask for specific details, when necessary.
    • Listen with an open mind.
    • Don’t attack, blame, or interrogate.
    • Express mutual purpose.
    • Create a safe environment for the conversation.
  • If there is disagreement
    • Ask for clarification on the staff member’s perspective.
    • Ask if the staff member has suggestions on how to improve his/her performance and/or the situation.
    • Focus on the behavior and the pattern or trend.
    • Try to achieve mutual agreement on definitions.
    • Allow your staff member to share his/her perspective; keeping in mind this meeting is not intended to be a negotiation session but rather a time to share an accurate and honest assessment of past performance and expectations for future performance.
    • Agree to disagree only if absolutely necessary.
    • Follow up with your next-level manager or Senior HR Business Partner for assistance.
  • Close the meeting
    • Always end on a positive note, even if there are areas for continued improvement needed.
    • Assure the staff member that you want to work together and that you will support him/her on the achievement of the goals and areas for development.
    • Summarize agreed-upon actions and next steps.
    • Inform the staff member that you will forward the form via e-mail and ask the staff member to sign the form within a day or two and forward it back to you.
4. Review, revise, and finalize the form
  • Update the Performance Partnership Form to include edits and updates from the one-on-one meeting.
5. Collect signatures and submit to HR
  • Collect signatures and submit the form to HR via email to performance@syr.edu.
  • Schedule a follow-up meeting during the review cycle. This will help to ensure the staff member is on track to accomplishing their goals and objectives.