Presentation on theme: "Employee Appraisals. Performance Appraisals The formal structured system for measuring, evaluating, & influencing an employee’s job related attributes,"— Presentation transcript:
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 needs 1) 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 definitionsCompetencies 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=Poor5=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 Management 54321 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 Skills 54321 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
CompetencyExcellent Above averaged Average Below average Extremely poor Ability to manage projects54321 Ability to manage contracts 54321 Ability to prepare specifications for bid documents 54321 Develop and administer a budget 54321 Financial management54321
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… ExcellentAbove averaged AverageBelow average Extremely poor 54321
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
Rating Scales Problems with rating scales –Different perceptions Impartiality is difficult –Excessive leniency or strictness
Rating Scales Problems with rating scales –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. A10%22 B20%55 C40%118 D20%55 F10%25
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….
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….Tips….
Appraisal Systems 3) Constructive discussion tips… Set a meeting in advance with the employeeSet a meeting in advance with the employee Do not put off the meeting Do not put off the meeting 30-60 minutes 30-60 minutes Have a written eval that is discussed orally Have a written eval that is discussed orally Self evaluations…. Self evaluations….
Appraisal Systems 3) Constructive discussion tips… 30 minute prior screening period for the employee30 minute prior screening period for the employee Why?Why?
Appraisal Systems 3) Constructive discussion tips… Conduct the meeting systematicallyConduct the meeting systematically Non-threatening, 2 way conversation Explain your appraisal Ask for comments, ?’s Discuss plan for the future…career building –Focus is to max. performance in the future, not dwelling on the past
Appraisal Systems 3) Constructive discussion tips… End result – action plan for the next evaluation periodEnd result – action plan for the next evaluation period Have no surprisesHave no surprises Have ee sign the formHave ee sign the form Give time for written comments Give time for written comments Place the form in the ee filePlace 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