PresentationPerformance evaluation process

as a way to empower your employees and help them to grow

Introduction

Over 6 years experience in IT

C++ Developer

Product manager

QA manager

CPE and RnD manager

Currently managing team of 11 engineers at HP SiteScope/Lohika

Kateryna Lukashevych

Agenda

Why we need PE?

Growing and retaining your people

Medium

Low

High

Medium

Employee's performance

Skills

Motivation

1 2

3 4

Why we need Performance Evaluation?

Why we need a formal process? I am doing it informally

You need to provide both Formal and Informal feedback

! No need to wait till the next PE. Communicate employee on a regular and

frequent basis.

To insure objectivity of the process with involvement HR and higher management

This improves employee: •motivation, •focus, •insights, •growth

Why we need Performance Evaluation?

Benefits for manager Benefits for employee

Focus on employee’s performance Everyone needs feedback. Without it, you have no way to learn, grow, and fully reach your potential.

Define strength/weakness Wakeup call

Defining a career path Clear career goals/roadmap

Improves employee motivation, focus, insights, and growth

Project needs and personal development goals and plans are aligned

What are we going to measure?

Leadership

Quality of work

Job knowledge

Identify set of skills important for your project

Soft skills Hard skills

• Communication• Problem Solving Ability

• Job Knowledge• Quantity of work

What are we going to measure?Quality and quantity of work

Communication and interpersonal skills

Planning, administration and organization

Leadership

Job knowledge and expertise

Attitude

Ethics

Creative thinking

Self-development and growth

Example of measurements are from "Performance Appraisals & Phrases for Dummies“ Ken Lloyd

Gathering data

Relevant data

You, manager

Relevant contact points

Self evaluation

Self-Evaluations

RnD engineers used to measure their performance only from technical perspective.

It is a SURPRISE for them that attitude, communication, collaboration and etc. are also measured.

Self-Evaluations

Contact points feedback

The data from relevant contact points feedback can help support the ratings that you provide.

Techniques to measure the performance

Choosing checklists

Forced distribution

Forcing the choice

Finding critical incidents

How are we going to measure?

Behaviorally Anchored Rating Scales (BARS)

&

Mark in color success/failure

Example: Alex is doing OK in general with Defect resolving. Is able to resolve complicated issues. But sometimes solutions are not well thought-out. Example CR “#AB1010", Alex missed dynamic counters, as a result - the module regression.

Behaviorally Anchored Rating Scales (BARS)

• According to the current position (Junior, Senior) standards• Keep transparent the way you set up the marks. • Several examples (success and failures)

– They turn employees around.– Wakeup call that they need to get refocused and reenergized

How are we going to measure?

3 - Excellent performance

2 - Fully competent performance

1 - Marginal performance

Rates

For each rate provide comments and examples

Make sure you are able to explain what needs to be done to have a higher rate

Make sure all grades are aligned with your team/department policy.

All Excellent marks mean that you are going to promote/recognize engineer

Halo/horns effects

Goal for the next period

Issue / Low rate

Employee’s preferences

Project/Company objectives

Goals for the next periodPerformance

Output and results

Competency

Behavioral

Development

Training program

Not relevant for newcomer

Setup S.M.A.R.T. GoalsSpecific

Measurable

Achievable

Relevant

Timely

Who are the relevant participants?

Employee

Holding the Meeting

Start

•Explain the purpose of the meeting•Time period that is taken into account•Grades•Areas that will be evaluated

Review employee’

s feedback

• Review self-appraisal, questionnaire

• Let your employee talk

Go over performance results

•Be prepared to explain each rate•Focus on points of disagreement•Be ready that employee may dispute about rates

Goals

from previous period

Goal for the next period

•Make sure employee understands why you set up this goal

•Make sure that employee agrees that this goal can be reached during next evaluation period

Questions?