1 / 19

Performance Evaluation Time

Performance Evaluation Time. What is the performance evaluation process?. “A Waste of Time” w “Required at Most Companies” Source: About.com: Management. Why spend time evaluating performance?. Legal & policy compliance Performance management Productive work relationships

aretha-fernandez
Download Presentation

Performance Evaluation Time

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Performance Evaluation Time

  2. What is the performance evaluation process? “A Waste of Time” w “Required at Most Companies” Source: About.com: Management

  3. Why spend time evaluating performance? • Legal & policy compliance • Performance management • Productive work relationships • Positive employee morale • Retention of valued employees • Informed decisions by managers • Encourage career development

  4. What is effective performance evaluation? • Backward-glancing, yet forward focused • A learning opportunity • Increased communication • A collaborative process • An opportunity to build trust • Establishment of clear expectations

  5. What is effective performance evaluation? • Direct, constructive feedback • A vehicle to reinforce good performance • Accurate comparative data • Reinforcement of departmental & organizational goals • A process that fosters a spirit of cooperation & teamwork

  6. What is not effective performance evaluation? • One-sided conversations • Maintenance of status quo • A time to surprise employees • Conflict avoidance • Drop the grenade & run

  7. So What?The results of ineffective evaluation… • Failure to address performance issues that can impact employee and organizational effectiveness. • Insufficient documentation of poor performance or unmet expectations. • Failure to drive discussion of personal and professional development opportunities.

  8. So What?The results of ineffective evaluation… • Rewards "average" employees while de-motivating high performers. • Provides organizations with limited means to identify employees with potential. From “Opportunities in Performance Evaluation” by Lin Grensing-Pophal, July 2005

  9. The Evaluation Process • Identify unit goals and objectives • Identify employee goals and objectives • Analyze and describe jobs • Set expectations • Analyze performance • Review with HR administration • Conduct performance conversation

  10. The Ratings 1 = Does not meet expectations/Needs Improvement  Consistently performs below job requirements; continual performance at this level may result in termination from employment 2 = Sometimes Meets Expectations 3 = Meets Job Expectations/Fully Effective  Consistently embodies the values of the Medical Center; a valued employee 4 = Sometimes Exceeds Expectations  Example: special projects, interim duties taken on 5 = Consistently Exceeds/Role Model  Provides an example to which other Medical Center employees can aspire

  11. Example: “Employee communicates in a timely manner with co-workers.” • 1 [Needs improvement] = employee fails to return phone calls or email messages • 2 = answers phone calls and messages inconsistently, often a week later • 3 [Fully effective] = answers voice mail and email messages within 3 days • 4 = answers messages within one day • 5 [Role Model] = answers messages within hours

  12. BSD Merit Strategy Review each employee, asking: • Right Person? • Right Job? • Fairly Paid? • Criteria Used? • Likely to stay another fiscal year?

  13. Right Person? Does the employee possess the: • Skills • Performance • Training appropriate to the role?

  14. Right Job? Is the job: • Properly constructed? • Balanced in regard to workload? • Appropriate within department?

  15. Fairly Paid? • If union, does the pay comply with contractual provisions? • Is there equity compared to similar jobs within the section? • Is there equity compared to similar jobs within the department? • Where is salary relative to the midpoint of the range vs. qualifications for the role?

  16. When it’s all said & done, your employees should understand: • How their performance is helping the department achieve its goals • How their performance compares to others in the group • The strengths and weaknesses they bring to their role • What you will expect them to focus on in the coming year • What they need to do to improve their performance or get promoted

  17. Looking forward… • Consideration of a unified process that will comply with the policies of the medical center • Requirement of honest, consistent ratings • Integration of individual goals and objectives • Implementation of employee self-evaluation tool

  18. Things to keep in mind… • Bell Curve • Normal distribution relative to other employees within in the section • Pareto’s Principle: 80/20 Rule - 80% Meet Expectations - 20% Under/Over Expectations

  19. Things to keep in mind… • BSD Target for Start Date: • Planning should begin February 1 • Due dates: • HR Admin Review: March 24 • BSD Submission: April 1 • UHRM Submission: April 15

More Related