Employee Appraisals

Performance Appraisals

The formal structured system for measuring, evaluating, & influencing an employee’s job related attributes, behaviors, and outcomes

Why do them? To make management decisions

– Training…developmental– Retaining…developmental– Promoting…administrative– Rewarding…administrative

What should be evaluated Job specific competencies

– Written & oral communication– Supervision & leadership– Management & administration

Avoid personality unless it impacts job performance

When should appraisals be conducted?

Anniversary dates End of the calendar/fiscal year 1-2 x’s per year Probationary employees

– end of probation, midterm, annually

Appraisal Systems 3 basic needs1) A description of relevant behaviors that

everyone agrees is critical to job performance (core & job specific)

2) A method to collect & evaluate data on the behavior of the person being evaluated

3) The ability to have a constructive discussion

Appraisal Systems

1) A description of relevant behaviors that everyone agrees is critical to job performance

• Competencies with general definitions

Takes Initiative – Proactively initiates changes or takes action to improve efficiency, address existing and potential problems, and satisfy customers.

Rating:

________

Exceeds expectations(3); meets expectations (2); below expectations (1)1=Poor 5=Excellent

Appraisal Systems

Customer Service Activities designed to enhance the experience of visitors before, during and after purchase/interaction.

Rating:

________

Effective written communication Written documents that are free of errors and express thoughts, purposes and ideas clearly.

Rating:

________

Conflict Management5 4 3 2 1

Has adequate skill resolving differences & reaching agreement by maintaining a problem solving attitude

Has high level of skill resolving differences & reaching agreement by maintaining a problem solving attitude

Has little skill resolving differences & reaching agreement by maintaining a problem solving attitude

Oral Communication Skills5 4 3 2 1

Asks & answers most questions clearly; displays adequate understanding of questions; demeanor is generally professional

Always asks & answers questions clearly; displays good understanding of questions; demeanor is highly professional & friendly

Questions & answers not clearly stated; often does not understand questions; demeanor is often unprofessional & unfriendly

Competency Excellent Above averaged Average Below

averageExtremely

poor

Ability to manage projects 5 4 3 2 1

Ability to manage contracts

5 4 3 2 1

Ability to prepare specifications for bid documents

5 4 3 2 1

Develop and administer a budget

5 4 3 2 1

Financial management 5 4 3 2 1

Appraisal Systems

2) A method to collect & evaluate data on the behavior of the person being evaluated

– Rating scales– Forced distribution– Critical incidents– MBO– 360 degree evaluations

Rating Scales Form with listed criteria

1. Submits reports promptly

Examples…

Excellent Above averaged

Average Below average

Extremely poor

5 4 3 2 1

Rating Scales Results

– Total score Avoids showing stronger or weaker areas

since there is 1 score

– Score by section Gives a score for each sub-section More valuable to ee See example…

Rating Scales Problems with rating scales

– Clarity of standards What does satisfactory really mean Can top be attained?

– Insufficient evidence Slanted toward managers view Often no input from staff


– Different perceptions Impartiality is difficult

– Excessive leniency or strictness


– Halo effect Carry over success in 1 area to all areas

– Organizational skills are strong, assume leadership is strong

– Influence of a person’s job Assume the higher in the organization the

better they perform

Forced Distribution Rank order ee within a class Used to distribute money Like grading on a curve

Grade % # based on % Actual no.A 10% 2 2B 20% 5 5C 40% 11 8D 20% 5 5F 10% 2 5

Forced Distribution Weaknesses

– Assumes not everyone can be top performers

– May penalize workers meeting all expectations

Critical Incidents Determine critical incidents for the job

Evaluate extent to which ee fulfills the critical incidents

Mgr keeps a record of how ee handles C.I.’s

Allows manager to use + & - egs.

Eg….

Critical Incidents Weaknesses

– Mgr too focused on recording people’s actions

– Seen as keeping a file on the ee

MBO Look at org & indiv g & o

Evaluate on mutually agreed upon objectives

Beneficial to both agency & ee

Individual has control over eval

MBO Weaknesses

– Time consuming

– EE & mgr must agree on obj.

– There are functions that are difficult to put into a measurable objective

Creativity, play well with others

MBO Weaknesses

– Have to be able to write quality, measurable objectives

360 Evaluation Direct supervisor, peers &

subordinates Helps ee see themselves as others

see them Gives a better perspective of

performance Biggest issue: confidentiality Example…

Appraisal Systems

3) The ability to have a constructive discussion

• Tips….

Appraisal Systems

3) Constructive discussion tips…

• Set a meeting in advance with the employee

• Do not put off the meeting• 30-60 minutes• Have a written eval that is discussed orally• Self evaluations….

Note: Questions are poorly written!

Appraisal Systems


• 30 minute prior screening period for the employee

• Why?

Appraisal Systems


• Conduct the meeting systematicallyNon-threatening, 2 way conversationExplain your appraisalAsk for comments, ?’sDiscuss plan for the future…career building

– Focus is to max. performance in the future, not dwelling on the past

Appraisal Systems


• End result – action plan for the next evaluation period

• Have no surprises• Have ee sign the form

• Give time for written comments• Place the form in the ee file

Reduce the Dread of Evals Give ee proper training & resources

Give proper feedback – no surprises

Set goals & objectives for each eval period

Provide rewards at different levels of achievement

Employee Appraisals

Documents

Transcript of Employee Appraisals