organizational development specialist … · organizational development specialist performance...

ORGANIZATIONAL DEVELOPMENT SPECIALIST PERFORMANCE APPRAISAL

SYSTEM

April 2014

Shane McCormack & Derek McMullen

M&M Consulting Firm

Organizational Development Specialists

2

Table of Contents EXECUTIVE SUMMARY ........................................................................................................................... 3

JOB DESCRIPTION ................................................................................................................................. 5

THE PERFORMANCE APPRAISAL SYSTEM FOR THE POSITION OF ORGANIZATIONAL DEVELOPMENT SPECIALIST ......... 9

SCALE INSTRUCTIONS ......................................................................................................................... 9

RATING SCALES ................................................................................................................................ 9

PERFORMANCE APPRAISAL GOALS FORM ................................................................................................ 18

AGREEMENT ...................................................................................................................................... 19

APPEALS PROCESS .............................................................................................................................. 20

FEEDBACK PROCESS APPEALS FORM ...................................................................................................... 21

DISCLAIMER ............................................................................................................................... 22

COMPARISON WITH CURRENT PROCESS .................................................................................................. 23

WHAT WE LEARNED ........................................................................................................................... 24

SHANE .......................................................................................................................................... 24

DEREK .......................................................................................................................................... 24

ENDNOTES ........................................................................................................................................ 25

3

Executive Summary

This performance appraisal system is meant to serve the purpose of appraising the

performance of Organizational Development Specialist employees. The appraisal can be used

to identify desirable behaviors, target areas that need improvement, and inform administration

on decisions concerning the position. The appraisal form has been designed to measure

performance based solely on behaviors, not outcomes to identify which areas need

improvement, where employees excel, and those that effectively follow protocol. Behaviors

have been categorized into three distinct categories: meets expectations, exceeds expectations,

and does not meet expectations. We have also added a comment section for the rater to

further clarify their rating or make additional comments. The appraisal should be administered

every six months in order to ensure the most accurate evaluation of performance.

This performance appraisal was designed via the job analysis1 conducted by M&M

Consulting in the spring of 2014. Tailoring this, and any future performance appraisals, to the

relevant job analysis for the OD specialist position will minimize the possibility of legal

ramifications, and adverse consequences of the appraisal process2.

This performance appraisal was designed to be used by supervisors, peers,

subordinates, and clients that are directly associated with the Organizational Development

Specialist to comprehensively identify any strengths and/or weaknesses and understand how

the employee acts in various situations. It is important that the raters have observed the

behaviors they are evaluating, and they should be trained before they conduct this

performance appraisal. The training process should emphasize the importance of the ratings

and how they will be used. Raters should be provided with the packet and asked if any of the

items seem ambiguous or need further clarification. Any biases that could affect ratings should

also be discussed including tendencies to use lenient or extreme score ratings, how in-groups

and out-groups influence ratings, and how to rate individuals only based on direct observations

of behavior. Raters should refrain from basing ratings off outcomes or subjective opinions of

the individual to avoid further biases. While appraisals are prone to unique biases from each

source, we feel that consistencies should be apparent across appraisals.

4

After the appraisal has been conducted, any extreme scores should be documented and

given to the supervisor. These extreme ratings can be used to coach the individual in any areas

that need improvement, or to identify areas in which the employee excels. The individual being

rated will also be given the opportunity to appeal the performance appraisal process (below) in

any instances in which they feel the ratings are inconsistent with their actual behavior.

If the appraisal process is used to develop future goals for the employee, we

recommend choosing three reasonable goals. This amount will not overwhelm or underwhelm

the employee, and an action plan should be developed. We have attached a form below that

asks employees, with the assistance of their supervisor, to develop three goals, an action plan

to attain those goals, and a deadline by which the goals are to be obtained. Goals should be

SMART: Specific, Measurable, Attainable, Realistic, and Time Sensitive. Allowing supervisors to

work with employees to accomplish these goals should strengthen the personnel in the

workforce.

NASA’s current performance appraisal system, S.P.A.C.E., is an effective performance

appraisal overall. However, we feel that S.P.A.C.E. in tandem with this performance appraisal

will empower Organizational Development Specialists, inform decisions made by

administration, and minimize any potential legal ramifications that could occur. Further details

of how this performance appraisal process can be used with S.P.A.C.E. are discussed below.

5

Job Description

JOB DESCRIPTION FOR POSITION OF:

ORGANIZATIONAL DEVELOPMENT SPECIALIST

SUMMARY OF POSITION:

Acts as organizational development liaison and advisor to NASA’s workforce and

facilitates NASA’s initiatives across the enterprise. Plans, develops, implements and administers

development programs for company employees and clients. Responsible for development and

integration of human resource programs and multiple relevant projects to achieve strategic

business goals and operational objectives.

JOB DUTIES:

Develops interventions in order to target organizational/individual issues.

Resolves any conflicts between employees, or between employees and supervisors to

improve the workforce and relationships.

Consults customers on topics such as coaching, employee development, career

development, and enabling employees to increase productivity and develop goals.

6

Creates specific initiatives that are tailored to meet the organization/client’s needs (ex.

Team building or team dynamics)

Designs, administers, and interprets instruments of measurement (ex- surveys, analyses,

focus groups) to identify issues present in the workforce

Coordinates with supervisors to create development plan that builds competencies

where they are needed

Directs the needs assessment for training and staff development to enhance the

effectiveness of employee performance in achieving the goals and objectives of the

company

Provides a broad range of consultative services to employees and clients regarding

development in the organization

Facilitates communication among employees and management. May guide managers

and employees on problem solving, and dispute resolution.

Consults with management on performance, organizational, and leadership matters.

Conducts needs assessments to determine measures required to enhance employee job

performance and overall company performance.

7

QUALIFICATIONS:

Knowledge of different methods of data collection (surveys, interviews, observations,

SWOT and GAP analyses, etc.)

Ability to give presentations that deal with training, assessment results, and survey

results to leaders

Knowledge of at least a Master’s degree education in Organizational

Behavior/Organizational Development/Industrial-Organizational Psychology

Knowledge of organizational behavior topics (leadership dynamics, teams, satisfaction,

technology)

Ability to communicate information and ideas when writing and speaking so others will

understand

Skills in reasoning (identify problem from what a customer is saying and see issue in a

different way)

8

TECHNOLOGY:

Knowledge of Microsoft Office products (Outlook, SharePoint, Word, PowerPoint, and

Excel)

Knowledge of Statistical Analysis Programs (SAS, SPSS, Stat View, etc.)

9

The Performance Appraisal System for the Position of Organizational Development Specialist

SCALE INSTRUCTIONS This appraisal can be used to identify desirable behaviors, target areas that need improvement,

and inform administration on decisions concerning the position of Organizational Development

specialist3. Below are seventeen factors related to the position. Raters should check all behavior that

apply and only evaluate the behaviors that they have witnessed. If a specific behavior does not apply to

an interaction faced within the position, then the behavioral statement should be left unchecked. Any

additional comments should be written at the bottom of each table and should identify additional

behaviors that may need further clarification. When the employee receives this form at the end of the

performance evaluation, they will have the opportunity to go through an appeals process by filling out

the form below.

RATING SCALES Check all that apply

1. Clientele Relations – Understands client’s needs and goals; keeps clients informed about any changes

or improvement; presents in a way that is useful to the client.

Rating Possible Behavioral examples

Meets Expectation ☐ Demonstrates knowledge of clients goals and is respectful

☐ Provides sufficient and occasionally superior service

☐ Always responds to client’s requests

☐ Requests feedback from clients to improve services

☐ Creates and provides presentations to clients discussing the agency’s functions

Exceeds Expectation ☐ Frequently provides superior services to clients

☐ Stays up to date on client’s current needs and anticipates future needs

☐ Responds to client’s requests in a timely manner

☐ Recommends changes that might improve services

☐ Keeps client up to date with internal changes that may affect them

Does Not Meet

Expectation

☐ Rarely acknowledges client’s goals and/or is disrespectful

☐ Provides insufficient services to the client, if provided at all

☐ Procrastinates when tending to the needs of clients

☐ Frequently delivers incorrect information

☐ Requires assistance when trying to accommodate for the client

Comments/Specific

Behaviors

Enter text here

10

2. Confidentiality – Practices discretion when dealing with clients and coworkers; maintains confidentiality of sensitive information or materials.


Meets Expectation ☐ Maintains confidentiality when dealing with sensitive information

☐ Practices discretion with all clients and employees

☐ Avoids office gossip concerning clients or employees

☐ Follows rules that regulate when it is appropriate to disclose sensitive information

Exceeds Expectation ☐ Actively encourages confidentiality when it is needed

☐ Openly discourages gossip about clients and employees

Does Not Meet

Expectation

☐ Does not maintain confidentially through oral/written communication

☐ Participates/Prompts office gossip

☐ Unsatisfactory understanding of confidentiality rules/regulations

Comments/Specific

Behaviors

Enter text here

3. Interventions – Designs activities and change methods when necessary (ex- off-sites, focus groups, etc.); designs assignments and procedures to improve performance and meet goals; allocates feedback to employees regarding performance and behavior.


Meets Expectation ☐ Sets up and provides appropriate equipment for activities

☐ Coordinates with others to create schedules for interventions

☐ Identifies and addresses problems with individuals/organization

☐ Follows up and delivers effective feedback on progress of interventions while revising solutions when necessary

Exceeds Expectation ☐ Puts extensive effort into organizing equipment and activities

☐ Rarely creates scheduling conflicts through exceptional organization skills, and strives to accommodate clients/employees

☐ Exceptional effort in identifying the root of a problem, and researching the best solution to implement

☐ Delivers effective feedback immediately, and consistently striving to improve the intervention

Does Not Meet

Expectation

☐ Exerts unsatisfactory preparation for activities (ex- forgets equipment, forgets procedures, etc.)

☐ Has scheduling conflicts

☐ Fails to identify/address the problem with the individual/organization

☐ Doesn’t follow up, gives unclear/no feedback, or fails to revise solutions when necessary

Comments/Specific

Behaviors

Enter text here

11

4. Professionalism – Acting and dressing in a positive way that represents the organization.


Meets Expectation ☐ Arrives at work on time

☐ Adheres to the minimum qualifications of the organization’s dress code

☐ Avoids the use of inappropriate language

Exceeds Expectation ☐ Arrives at work before start time

☐ Consistently adheres to the dress code while also being well groomed

☐ Uses appropriate language in the workplace and maintains a high level of integrity

Does Not Meet

Expectation

☐ Arrives to work late

☐ Fails to meet minimum qualifications of the organization’s dress code

☐ Uses inappropriate language

Comments/Specific

Behaviors

Enter Text Here

5. Conflict Resolution – Stays calm in situations that bring about conflict and works to resolve current situations; strives to prevent future conflict.


Meets Expectation ☐ Maintains composure when interacting with disgruntled clients and coworkers

☐ Resolves discrepancies to avoid an escalating incident

☐ Avoid situations that could lead to unhealthy conflict

Exceeds Expectation ☐ Maintains composure and pacifies any disgruntled employees and clients

☐ Seldom experiences unnecessary conflict when dealing with others

☐ Takes preventative measures to avoid discrepancies

☐ Does not let personal life intrude on work life

Does Not Meet

Expectation

☐ Loses temper when interacting with others

☐ Contributes to escalating conflict

☐ Instigates situations that lead to unhealthy conflict

☐ Does not treat other employees with respect

Comments/Specific

Behaviors

Enter text here

12

6. Training & Development/Performance Management – Develops employee’s through establishing goals, monitoring, and delivering feedback to align behaviors with organizational values and goals.


Meets Expectation ☐ Determines what areas of improvement need to be made

☐ Monitors employee’s behavior and notes progress/setbacks

☐ Delivers effective feedback

☐ Identifies employee’s competencies and deficiencies

☐ Satisfies the needs of workers when dealing with training

Exceeds Expectation ☐ Identifies areas that need improvement and the appropriate action to take in order to influence the performance of employees

☐ Effectively identifies the causes of progress/setbacks

☐ Delivers effective and specific feedback frequently

☐ Identifies and analyzes ways to promote competencies and minimize deficiencies

☐ Empowers employees to effectively resolve past setbacks through training

Does Not Meet

Expectation

☐ Misdiagnoses or fails to identify the underlying problems in the workforce

☐ Rarely provides sufficient effort needed to effectively monitor employees

☐ Gives unclear, vague, and/or inconsistent feedback

☐ Disregards employees competencies and/or deficiencies

☐ Trains employees on irrelevant topics or does not cover appropriate topics sufficiently

☐ Does not provide training when training is needed

Comments/Specific

Behaviors

Enter text here

13

7. Communication – Understanding of written and oral information; easily presents ideas to others; writes in a logical and comprehensible manner.


Meets Expectation ☐ Presents oral and written communication skills that are relevant to the job

☐ All forms of communication are grammatically accurate

☐ Utilizes English language and necessary grammar skills for the job

☐ Clearly communicates opinions and ideas

☐ Frequently tries to be an active listener

☐ Initially understands instructions

Exceeds Expectation ☐ Breaks down complicated information into an easily understood format

☐ Reviews and edits materials easily and accurately for others

☐ Presents ideas in a way that other people will find agreeable

☐ Implements superior listening skills and appropriate body language

Does Not Meet

Expectation

☐ Forms of communication are unclear or poorly written

☐ Written communication contains grammatical errors

☐ Difficulty communicating ideas and questions to others

☐ Makes no effort to understand instructions

Comments/Specific

Behaviors

Enter text here

8. Motivation/Initiative – Eager to complete all assignments in a timely manner; displays an interest in performance of tasks, including those over and above regular assignments; willingly accepts increasing responsibility and accountability; makes recommendations and suggestions to improve operations.


Meets Expectation ☐ Complete all assignments in a timely manner

☐ Occasionally offers to take on more responsibility

☐ Suggests improvements for operations

Exceeds Expectation ☐ Willing to take on extra tasks to increase responsibility

☐ Consistently willing to take work home

☐ Offers detailed improvements for operations

☐ Strives to help others succeed

☐ Develops ideas and solutions in advance to prevent future problems

Does Not Meet

Expectation

☐ Negligent of personal responsibility

☐ Requires consistent guidance and assistance

☐ Only performs the bare-minimum

Comments/Specific

Behaviors

Enter text here

14

9. Planning & Organizing – Prioritizes tasks and responsibilities to be efficient, meet deadlines, and represent an effective worker.


Meets Expectation ☐ Meets deadlines even while under pressure

☐ Manages time to get work done while tending to other work related responsibilities

☐ Prioritizes work related tasks and procedures

☐ Plans work related activities like meetings in advanced

Exceeds Expectation ☐ Turns in work related assignments before deadlines arrive even while under pressure

☐ Manages time to get work done while aiding coworkers to meet deadlines

☐ Manages a heavy workload by prioritizing many work related tasks and procedures

☐ Plans work related activities in advanced while also preparing for future assignments

Does Not Meet

Expectation

☐ Fails to meet deadlines

☐ Does not manage time effectively

☐ Does not effectively prioritize tasks and procedures

☐ Waits until the last moment or does not prepare for work related activities

Comments/Specific

Behaviors

Enter text here

15

10. Problem Solving/Critical Thinking – Identifies, analyzes, and generates solutions to problems; able to weigh out the advantages and disadvantages of a solution.


Meets Expectation ☐ Recognizes and identifies when something is wrong or is likely to go wrong

☐ Assesses pros and cons of a solution

☐ Resolves problems identified in the organizations

☐ Comes up with a solution to a problem

Exceeds Expectation ☐ Recognizes and identifies the finer details that comprise the problems or that may lead to other problems

☐ Comes up with many possible courses of action based on pros and cons of a solution

☐ Resolves problems and takes preventative measures for the future

☐ Comes up with multiple solutions to a problem

Does Not Meet

Expectation

☐ Fails to recognize problems within the organization

☐ Ignores many or all possible outcomes of a solution

☐ Does not resolve problems identified

☐ Fails to come up with solutions to problems

Comments/Specific

Behaviors

Enter text here

11. Judgment & Decision Making – Uses critical thinking and understands consequences of actions; has adequate knowledge of relevant policies or procedures and knows which to follow in specific situations.


Meets Expectation ☐ Informs necessary individuals of all occurrences and fills out necessary paperwork

☐ Seeks help from appropriate source

☐ Decides appropriate course of action based on the specific situation

☐ Identifies potentially dangerous situations and chooses appropriate action

☐ Abides by legal policies

Exceeds Expectation ☐ Conscientious of and implementing best solutions to difficult situations

☐ Prevents legal ramifications by adhering to protocol

Does Not Meet

Expectation

☐ Fails to seek help when assistance is needed

☐ Fails to determine appropriate course of action in complex or sensitive situations

☐ Negligent in adhering to protocol

Comments/Specific

Behaviors

Enter text here

16

12. Teamwork – As an active team member, the employee meets team goals, follows team values, and collaborates with others while assuming an equal amount of responsibility.


Meets Expectation ☐ Works to satisfy team goals through collaboration and contributions outside of assigned work

☐ Frequently meets deadlines for team projects

☐ Makes fair contributions to the team

☐ Behaves in a way that is consistent with team values

Exceeds Expectation ☐ Strives to satisfy and create team goals while helping others to meet goals

☐ Shares credit for accomplishments and assumes responsibility for any personal mistakes

☐ Always meets deadlines for team projects

☐ Assumes a leadership role and helps to establish team values

Does Not Meet

Expectation

☐ Does not collaborate with other team members

☐ Misses deadlines for team projects

☐ Fails to sufficiently contribute the expected amount of effort to the team

☐ Behaves in a way that is inconsistent with team values

Comments/Specific

Behaviors

Enter text here

13. Adaptability – Willingness to adapt to a changing environment while motivating others to do the same; implements change-focused and innovative strategies.


Meets Expectation ☐ Strives to implement successful change when necessary

☐ Encourages appropriate change

☐ Tailors change to enhance the processes

☐ Encourages others to make changes

Exceeds Expectation ☐ Strongly promotes the opportunities from change

☐ Creates innovative methods to improve procedures

☐ Researches and utilizes best practices to improve processes

Does Not Meet

Expectation

☐ Takes a passive or negative stance to innovation and change

☐ Openly disagrees with new ideas

☐ Unwilling to take risks

☐ Embraces routine instead of innovation

Comments/Specific

Behaviors

Enter text here

17

14. Collecting, Encoding, & Interpreting Data/Analysis Tools – Collects data to look for trends and determine appropriate course of action; interprets analysis tools for significant findings (surveys and analyses); presents data in a format that is easy to understand.


Meets Expectation ☐ Uses an appropriate method to collect relevant data

☐ Organizes raw data for proper analyses

☐ Interprets analyses tools (ex. surveys, analyses) for significant findings

☐ Interprets data for meaningful conclusions

☐ Formats data to be comprehensible

Exceeds Expectation ☐ Utilizes multiple sources to collect relevant data

☐ Formats and organizes raw data for proper and feasible analyses

☐ Interprets many analyses tools (ex surveys, analyses) for all findings

☐ Organizes data in a way that is comprehensible and visually appealing

Does Not Meet

Expectation

☐ Neglects to use the appropriate data collection methods

☐ Inputs and maintains data in an unorganized manner

☐ Fails to interpret analyses tools for significant findings

☐ Draws conclusions that are not meaningful

☐ Presents data in a form that is not comprehensive

Comments/Specific

Behaviors

Enter text here

15. Organizational Loyalty – Displays strong organizational citizenship behavior (OCBs; ex- helping other employees; creating a sense of community), a high level of effort, and can operate effectively in the organization.


Meets Expectation ☐ Completes all assignments on time

☐ Concerned with quality of work

☐ Consistently takes responsibility for actions

Exceeds Expectation ☐ Frequently performs organizational citizenship behaviors

☐ Helps out supervisors or co-workers

☐ Always takes responsibility for actions

☐ Attempts to understand procedures involved with other positions in order to accommodate coworkers.

Does Not Meet

Expectation

☐ Avoids additional work once assigned work is complete

☐ Does not take responsibility for actions

☐ Frequently complains about responsibilities

☐ Fails to complete assigned work

Comments/Specific

Behaviors

Enter text here

18

Performance Appraisal Goals Form

Employee Name: Click here to enter text.

The Performance Appraisal Goals Form allows appraisers and employees to develop three future

goals for the employee to complete. This amount will not overwhelm or underwhelm the employee,

and an action plan should be developed. Employees, with the assistance of their supervisor should

develop three goals, an action plan to attain those goals, and a deadline by which the goals are to be

obtained indicated by the completion date section. Goals should be SMART: Specific, Measurable,

Attainable, Realistic, and Time Sensitive. Allowing supervisors to work with employees to accomplish

these goals should strengthen the personnel in the workforce.

☐ Supervisor agrees with goal

☐ Employee agrees with goal





Click here to enter text. Click here to enter a date.

Employee electronic signature Date Submitted to Appraiser Click here to enter text. Click here to enter a date.

Appraiser electronic signature Date received

1. Goal: Click here to enter text. Completion Date

Enter Text Here

Click here to enter a date.


Enter Text Here



Enter Text Here


19

Agreement

The performance appraisal agreement form is used as an indication that the employee who

received the appraisal has reviewed all materials involved and confirms that the evaluation is correct. If

an employee has an additional problem or concern with their performance evaluation, then they are

encouraged to fill out the performance appraisal appeals process form below. If they choose to fill out

the appeals process form, they should indicate this below when presented with the option (I have

decided to go through an appeals process). Otherwise, employees should sign the agreement section

that indicates that they are satisfied with the evaluation they received (I am satisfied and agree with the

evaluation I have received). After signing the form, the employee agrees that no further action will be

taken regarding this performance evaluation unless prompted by the appraiser, human relations

employees, and/or other supervisors following the normal chain of command. If additional action is

taken by any of these personnel, then the employee should be notified.

By checking and signing under, “I have decided to go through an appeals process”, I hereby

disagree with the evaluation I received. After signing this, I will suggest that further action be taken

regarding my performance evaluation. By signing this, I agree that I am filling out an appeals form to

additionally review this performance evaluation.

☐ I have decided to go through an appeals process.


Employee Electronic Signature Date Signed

By checking and signing under, “I agree with the performance evaluation I have received” I

hereby agree with the evaluation I received. After signing this, no further action will be taken regarding

my performance evaluation unless otherwise specified by my appraiser, human relations employees,

and/or other supervisors following the normal chain of command. By signing this, I agree that I am not

filling out an appeals form to additionally review this performance evaluation.

☐ I agree with the performance evaluation I have received.


Employee Electronic Signature Date Signed

20

Appeals Process Employees may appeal this performance appraisal form if they feel that the behavioral ratings they received do not match or represent an accurate assessment of their work performance. This appeals form should be presented to the appraiser who evaluated the employee, but may also be delivered to any other supervisor following the normal chain of command or appropriate human relations employee.

Within one business week, the appraiser should meet with the employee who filed the appeal in order to discuss the details of the original appraisal and any discrepancies and/or areas of confusion. While optional, it is advised that employees use this appeals form to present where they feel discrepancies occurred and any behavioral rating they are confused about. If the issue is not resolved after the follow up meeting, it is the employee’s responsibility to file a formal appeals form to the appropriate human relations personnel directly after the follow up meeting.

Employee Name:Click here to enter text. Job Title:Click here to enter text.

Date:Click here to enter text. Supervisor Click here to enter text.

Date of Evaluation: Click here to enter text. Date Form Received: Click here to enter text.

NOTE: This form must be submitted with the following supervisor form (see below). All materials must be presented and all issues should be checked and signed below.

1.. Fill out the behavioral ratings that need revision or further discussion Click here to enter text.

Click here to enter text.

2. Note the changes that should be made to each behavioral rating Click here to enter text.


3. Describe in detail the reasoning behind requesting the need for revisions on each behavioral rating Click here to enter text.



Employee Electronic Signature Date Submitted to Appraiser Click here to enter text. Click here to enter a date.

Appraiser Electronic Signature (for receipt purposes)

Date Received

21

Feedback Process Appeals Form

Employee Name: Click here to enter text.

☐Solution was reached and the revision is attached

☐ Solution was not reached and employee intends to resolve problem with a higher level










Employee Electronic Signature Date Submitted to Appraiser Click here to enter text. Click here to enter a date.

Appraiser Electronic Signature Date Received

1. Problem: Click here to enter text.

Enter Text Here


Enter Text Here


Enter Text Here


Enter Text Here


Enter Text Here

22

DISCLAIMER

Please note this performance appraisal may not be completely comprehensive of all

areas requiring evaluation. Modifications of appraisal may be required at any time with or

without notice. It is advised that this performance appraisal be used with caution when making

decisions affecting the job. It is up to the user to determine how this performance appraisal is

used, but it should not be used as the only decision-making tool involved. By no means are

M&M Consulting liable for any consequences that may have occurred due to using these

materials. By signing this document, you hereby confirm that M&M Consulting is not

responsible for any outcomes that occur after utilizing the performance appraisal listed above.

Supervisor

Printed Name: Click here to enter text.

Electronic Signature: Click here to enter text.

Human Resources Director



Chief Operating Officer



23

Comparison with Current Process

NASA’s current performance appraisal system, S.P.A.C.E., is designed around building

competencies. It is administered annually for employees, and begins with the supervisor rating specific

competencies. Based on the rating employees target three competencies they hope to improve

throughout the year. During the year, employees will note any accomplishments or tasks that have

helped the employee improve. Further recommendations for improvement are discussed with the

supervisor at the end of the year to establish goals for the next year.

The ratings for competencies was originally designed on a five point scale where one on the

scale represents unsatisfactory, two on the scale represents, needs improvement, three on the scale

represents fully successful, four on the scale represents accomplished, and five on the scale represents

distinguished. For potential legal reasons the two on the scale (needs improvement) was removed.

Interestingly, the scale still uses the 1-5 numbers, but two is not an option on the scale.

NASA’s current process is designed to strengthen competencies that need improvement.

However using ratings for competencies results in fixation on the outcome, not the behavior. We feel

that accomplishments throughout the year should still be rewarded, and this can be done by recognizing

behavior. Our suggested appraisal process focuses exclusively on the behaviors of workers and if they

are up to the standards of the organization. NASA will also be able to use information from S.P.A.C.E.,

such as accomplishments, as records for evaluating the behaviors in our proposed appraisal process. We

feel that using S.P.A.C.E. and our suggested appraisal process in tandem will provide the most beneficial

results for strengthening the workforce at NASA.

24

What We Learned

SHANE I felt that I learned a lot throughout the process of creating a performance appraisal. It felt as if

any decision had consequences when trying to create the “best” performance appraisal. I also found it

difficult to determine the best scale to use for the performance appraisal. I wanted to use a behavioral

observation scale but I learned that BOS is particularly prone to biases when using 360-degree feedback

and interpretations may be inaccurate. We opted instead to use the Behaviorally Anchored Rating Scale

because it requires little training, and focuses only on observed behaviors. I also learned how to

minimize legal ramifications, and what information to include in order to prevent adverse consequences

from the appraisal process. I also thought it was difficult to come up with ways of phrasing behaviors for

the behaviorally anchored rating scale. Even with the task statements provided it was difficult to

distinguish between behaviors that meet expectations, and behaviors that exceed expectations.

Performance appraisals are difficult to design and are prone to many biases. It seems almost impossible

to design an appraisal system that everyone will be satisfied with. However, grounding the appraisal

process on objective behaviors seems to be the best approach. I do feel more confident in my abilities to

conduct a performance appraisal and I felt like this project has really helped me for any future situations

where I will need to design an appraisal system.

DEREK The process of designing a performance appraisal system for NASA’s Organizational

Development Specialist position was challenging by requiring a lot of research and judgment. In the first

phase of establishing a design for the system, my partner and I sifted through many different scales used

to evaluate performance. While we wanted to use a behavioral observation scale at first, we decided to

create a behaviorally anchored rating scale it allowed for more objectivity and the potential to avoid

biases. The one part that we struggled with while creating the BAR scale was coming up with the

different behaviors that the appraiser could evaluate. I was very happy that we conducted a thorough

job analysis because our tasks statements directly helped us write these behaviors. In addition, it was

extremely hard to come up with words other than “Does not”, “Fails to”, and “Neglects to” when writing

up behaviors placed in the “Does not meet expectations”. While creating this performance appraisal, I

found it very helpful to play devil’s advocate by questioning everything I wrote that may be

misinterpreted or may lead to unwanted consequences. This also helped prepare the performance

appraisal to be legally sound. It took a great deal of effort to provide the thoroughness that we included

in our system through detailed wording and even including electronically interactive forms, but in the

end I know that this will benefit NASA if they choose to use our system. Last, I truly believe that being

thorough allowed us to gain the most experience while creating a performance appraisal system that we

may take with us in future jobs.

25

Endnotes

1 McCormack S. & McMullen, D.J. (2014). Job Analysis Report For the Classification of: Organizational

Development Specialist. Unpublished manuscript, University of Central Florida.

2 Murphy, K. R., & Cleveland, J. (1995). Understanding performance appraisal: social, organizational, and

goal-based perspectives / Kevin R. Murphy, Jeanette N. Cleveland. Thousand Oaks, Calif.: Sage

Publications, c1995.

3 State Personnel Department. Indiana State Personnel Department, (n.d.). Behaviorally anchored

ratings scale (bars) guide. Retrieved from Indiana State Personnel Department website:

http://www.in.gov/spd/2394.htm

organizational development specialist … · organizational development specialist performance...

Documents