Presentation on theme: "Conducting Effective Performance Appraisals Pen Bay Healthcare December 2010."— Presentation transcript:
Conducting Effective Performance Appraisals Pen Bay Healthcare December 2010
Today’s Objectives n Participants will understand PBH expectations concerning conducting annual employee performance evaluations n Participants will become familiar with all facets of conducting effective performance appraisals
Objectives of an Appraisal Program n To provide employees with the opportunity to discuss performance and performance standards with their supervisor n To provide the supervisor with a means of identifying the strengths and areas in need of improvement concerning an employee’s performance
Appraisal Program Objectives (cont’d) n To provide a format from which the supervisor can recommend a specific program designed to help an employee improve performance n To provide a basis for salary recommendations (not applicable at PBH)
Qualifications of Appraisers n Opportunity to observe. The appraiser must be in a position to collect relevant information about the person being evaluated… through personal observation, reviewing records, or talking with others who have direct knowledge of the person
Qualifications (cont’d) n Understanding of Job Requirements. A clear understanding of job requirements and standards of satisfactory performance is required. n Having an appropriate point of view. One’s point of view influences which observed performance is considered desirable or undesirable.
Setting Standards for Honest and Consistent Reviews n Position Descriptions –Up to Date, Complete & Accurate –Clearly Defined –Essential Job Responsibilities –Behavior Standards (RESPECT) –Minimum Qualifications
Setting Standards for Honest and Consistent Reviews(cont’d) n Rating Systems –Need to be supported with substantive and specific narrative n Goals –Use SMART
Establishing Performance Criteria n Employee’s major accomplishments during the time frame of the evaluation n Goals accomplishment n Problems encountered regarding goals accomplishment n Problems to avoid in the future (coaching)
Establishing Performance Criteria (cont’d) n Employee’s strengths n Areas in need of improvement
Scheduling the Review n Schedule the review and notify the employee 10 days to two weeks in advance. n Ask the employee to prepare for the meeting by reviewing his or her performance, job objectives, and development goals. n Answer preliminary employee questions n Discuss meeting agenda with the employee.
Prepare for the Review n Plan for what is to be discussed, including specific facts and examples. n Establish meeting objectives and agenda. n Include time to discuss the employee’s concerns and questions. n Allow sufficient time for the session.
Preparation (cont’d) n Plan for open dialogue - opportunity to review performance, consider lessons learned, progress for year and establish goals and objectives for next year. n Lay out plan for performance discussions - collect and review notes, statistics, counseling and performance based examples.
Preparation (cont’d) n Prepare to discuss the full range of issues which may arise in the performance evaluation discussion n Don’t exhibit defensiveness - if employee criticism is justified due to management failure or lack of resources, accept, and move on to the next area of review
Preparation (cont’d) n Respect confidentiality of the review discussion when possible. If unlimited confidentiality cannot be promised, advise employee accordingly.
Create a Proper Setting and Climate n Select a location that is comfortable and free from distractions. n Take action to eliminate unannounced visitors and telephone calls. n No cell phones, pagers, s n Ensure that the selected location will encourage a frank and candid conversation. n Avoid “a let’s get this over with” attitude.
What to Cover in a Formal Review n Review both quality and quantity of work n Discuss identified trends n Discuss how specific tools or training have affected job performance n Identify specific tools or training that can be used to improve job performance
What to Cover in a Formal Review (cont’d) n Provide feedback on matters of performance, behavior and interpersonal relationships n Review and evaluate progress concerning goals set at prior review n Set goals for the next review period
High Performers n Goal - build an emotional bank account n Key Message for high performers is to re-recruit them n “I value you. I do not want you to leave. Is there anything that might cause you to think about leaving? What can I do to help you and your department to achieve your goals?”
Middle Performers n Goal - Invest in developing these employees and help them become high performers n Reassure the employee - let her/him know she/he is valued n Support - describe good qualities n Coach - cover a development opportunity (one area only) n Support - reaffirm good qualities
Low Performers n “No Surprises” - do not wait until the annual performance evaluation to inform an employee that she/he is not performing satisfactorily n Review documented unsatisfactory performance/behavior with the employee and advise her/him of her/his progress
Low Performers (cont’d) n Goal - “manage up or manage out” n Do not start the meeting out on a positive note n Describe what has been observed n Evaluate how you feel n Show what needs to be done n Know the consequences of continued same performance and document
Low Performers (cont’d) n Cite specific observed examples - past incidents or lack of meeting goals and impact on employee, team, customer, department etc. n If necessary, advise employee that the development of a performance improvement plan will be necessary and set a separate meeting to do this
Goal Setting n Mutually define and establish specific goals/objectives for the evaluation period n Create mutually agreed time frames to review progress on goals n Communicate changes or redirection of goals in a timely manner
Goal Setting (cont’d) n Use SMART goal Criteria n S pecific n M easurable n A chievable n R elevant n T ime-Bound
Goal Setting (cont’d) n Align goals with the PBH’s strategic and business plan n Establish mutually agreed to goals which add value n Recommend and recognize behaviors that are aligned with organizational business plans n Establish regular review dates
PBH Rating Standards n Outstanding n Above Expectations n Achieves n Below Expectations n Unsatisfactory
Narrative n Narrative is required whenever there is an Outstanding or Unsatisfactory rating n Narrative should be specific to fully explain the rating
Rating Perils n Halo/Horn Effect - evaluator allows one positive or negative performance dimension to influence all ratings n Central Tendency - lack of rating differentiation between employees n Leniency - avoids honest ratings to avoid conflict n Recency - narrow focus on recent events
Rating Perils (cont’d) n Similarity/Like Me - favorable rating to employees who have similar values or interests as the rater n Constancy - rate employees via comparison or rank order rather than against established objective criteria
Avoiding Other Rating Perils n Ensure that statements are objective n Consider the totality of the employee performance n Keep good records/documentation to ensure the use of specific examples n Establish regular review dates concerning established goals and unresolved performance & behavior issues
Avoid Other Rating Perils (cont’d) n Discuss specific performance issues and behaviors objectively n Consider the legal impact of inaccurate performance ratings n Maintain clear and open communication channels
Avoiding Other Rating Perils (cont’d) n Specific comments should avoid any connotations which are connected to: age, race, sex, sexual orientation, religion, national origin, veteran status or a specific disability
Timeline n HR will Forward Modified Job Descriptions to Employees for Signatures on December 22, 2010 n Performance Appraisals Forwarded to Managers on January 3, 2011 n Performance Appraisals Due to be Completed by March 31, 2011