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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

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Employee Appraisals

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  1. Employee Appraisals

  2. Performance Appraisals • The formal structured system for measuring, evaluating, & influencing an employee’s job related attributes, behaviors, and outcomes

  3. Why do them? • To make management decisions • Training…developmental • Retaining…developmental • Promoting…administrative • Rewarding…administrative

  4. What should be evaluated • Job specific competencies • Written & oral communication • Supervision & leadership • Management & administration • Avoid personality unless it impacts job performance

  5. 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

  6. Appraisal Systems • 3 basic needs • A description of relevant behaviors that everyone agrees is critical to job performance (core & job specific) • A method to collect & evaluate data on the behavior of the person being evaluated • The ability to have a constructive discussion

  7. Appraisal Systems • 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: ________

  8. 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: ________

  9. Appraisal Systems • A method to collect & evaluate data on the behavior of the person being evaluated • Rating scales • Forced distribution • Critical incidents • MBO • 360 degree evaluations

  10. Rating Scales • Form with listed criteria • Submits reports promptly Excellent Good Fair Poor 4 3 2 1 • Examples

  11. 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

  12. Rating Scales • Problems with rating scales • Different perceptions • Impartiality is difficult • CPD – compete for $ with other depts. • Excessive leniency or strictness

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

  14. Forced Distribution • Weaknesses • Assumes not everyone can be top performers • May penalize workers meeting all expectations

  15. 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….

  16. Critical Incidents • Weaknesses • Mgr too focused on recording people’s actions • Seen as keeping a file on the ee

  17. MBO • Look at org & indiv g & o • Evaluate on mutually agreed upon objectives • Beneficial to both agency & ee • Individual has control over eval

  18. 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 • Have to be able to write quality, measurable objectives

  19. 360 Evaluation Direct supervisor, peers & subordinates Helps ee see themselves as others see them Gives a better perspective of performance Biggest issue: confidentiality

  20. Appraisal Systems • The ability to have a constructive discussion • Tips….

  21. Appraisal Systems • 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

  22. Appraisal Systems • Constructive discussion tips… • 30 minute screening period for the employee • Why?

  23. Appraisal Systems • Constructive discussion tips… • Conduct 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

  24. Appraisal Systems • 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

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