employee appraisals

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:

________

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:

________

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 promptlyExcellent Good Fair Poor4 3 2 1

Examples

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

Rating Scales Problems with rating scales

– Different perceptions Impartiality is difficult

– CPD – compete for $ with other depts.

– Excessive leniency or strictness

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

Grade % # based on % Actual no.A 10% 4 4B 20% 8 13C 40% 16 11D 20% 8 12F 10% 4 0

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 objectiveCreativity, play well with others

– 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

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

Appraisal Systems

3) Constructive discussion tips…

• 30 minute screening period for the employee

• Why?

Appraisal Systems

3) Constructive discussion tips…

• 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

3) Constructive discussion tips…

• 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