Performance Evaluations

INDIVIDUAL & TEAM EVALUATIONS

AUTHORED BY:

CYNTHIA SMITH-WALKEREMAIL: csmithw@wgu.edu

Preparing Performance Appraisals

for Optimal Results

Performance Appraisal:

Identification of Performance Problems

Measure Employee Performance

Manage Employee Performance

Administrative Purposes:

Work Conditions

Promotions

Terminations

Rewards

Developmental Purposes:

Improvement of Skills

Feedback

Job Training

Learning Opportunities

Recommendations for Pre-Appraisal Activities

Job Training

Career development

Documentation

Review of Past Appraisals

Communication Loop between Employee and Supervisor

Work Rules and Procedures

Areas of Responsibilities

Job Description

Recommendations for Post Appraisal Activities

Supervisor

Create and Implement Action Plans for Improvement

Implementation of Organizational Changes

Available Resources

Performance Objectives

Recommendations for Post Appraisal Activities

Employee

Maintain Your Own Personnel File

Keep Calm, Polite Demeanor

During Interview

Provide Written Response to

Interview

Suggest Organizational

Changes

Feedback Mishaps

Rating Bias

Hypocrisy

Poor Informal Feedback

Poor Communication

During Formal Feedback

Sessions

Rater Errors

P A R A D E

Supervisors should:

Step one: repare.

Step two: ssess.

Step three: eview documents.

Step four: ppropriate setting.

Step five: eliver clearly.

Step Six: ncourage.

Step 1: Prepare

The critical step to success in any endeavor is preparation. For instance, preparation means sitting down and writing objectives for the performance period. Supervisors need to make sure that employees understand what is expected from them if they expect them to accomplish it. It is necessary to obtain workers' input on their own goals if supervisors desire to enhance their commitment in accomplishing those objectives. Providing workers a voice in their tasks, tends to increase their tenacity toward their tasks.

Step 2: Assessment

An important responsibility for supervisors is providing timely feedback to employees. Performance feedback provided instantly has proven to provide the best outcome. It is unfair and ineffective to tell someone how they messed up, or how well they performed, long after the task is completed. Informing employees promptly so that they can either address the issue or repeat the success is the best practice.

If the PA is the only time supervisors discuss how well employees are performing, and especially if workers feel that this meeting has profound impact on their compensation, the interview takes on enormous proportions. With all the tension in the room, how can it be a successful interchange? Many workers, when asked what the annual interview reminded them of, responded, "A trip to the principal's office." Continual communication is important to reduce the fear and anxiety associated with this interview for supervisors and the employees.

When questioned what employees want from the PA interview, both supervisors and employees most often answer, "No surprises." This is heard more frequently than hope for the highest rating. Employees want to know how well they are performing. They do not desire to have it sprung on them at the PA interview, when they no longer have the opportunity to produce positive outcomes. They desire to be respected as partners throughout the PA process. Continual measurement and feedback is important to eliminate surprises, which also decreases episodes of conflict. Surprises beget conflict. Communication prevents them.

Step 3: Review

Prior to interviewing the worker, inspect all the documentation from the past year. Take a gander at the goals that the supervisor and worker have agreed to and documented since the last appraisal, including commendations or letters received regarding the worker during the past year.

Review all records from the meetings with management. Then produce the first draft of the performance review. Some companies offer the worker the opportunity for self-appraisals. When this is all completed, then the supervisor and the worker should meet to go over the worker's development before the actual interview. This keeps the worker involved in the process and makes them feel that they are receiving a fair assessment. It is another great technique for reducing or eliminating surprises and conflict.

Step 4: Appropriate Setting

Supervisors should ensure they have an appropriate setting to deliver the PA and to conduct the interview. The most commonly used location, a supervisor's office, is often the worst choice. It is not perceived as a neutral meeting place (recall the principal's office analogy), and no matter how much rapport-building the supervisor does or how long they have worked with the employee, it remains the supervisor's “turf.”

A conference room is oftentimes the better choice. But there is room to be creative. The lunch room may not seem like a very private place, but between meal-times, it could be used. Supervisors want the setting to relax workers, not add to their anxiety. This is one reason to avoid restaurants. Some supervisors decide to render appraisals over lunch, believing it would be an appropriate method to reward the worker. However, eateries at lunch are far from private. Even workers who expect positive reviews seldom feel hungry when this interview begins.

Think about conducting the interview in the worker's office, if it has a door. Meeting on neutral ground, as opposed to the supervisor's office, also makes it easier to conclude the meeting. Getting an employee out of the supervisor's office when the interview has concluded, particularly if the employee believes there is additional matters to discuss, can become difficult. It tends to reek of dismissal. This can undercut even the most positive of appraisals.

Step 5: Deliver It Clearly

Step 6: Encouragement

At the end of the PA interview, which also marks the conclusion of one PA cycle and the beginning of the next, the supervisor's duty is to energize the employee. Supervisors should inspire the worker to continue doing that which they do well and make improvements in the areas where there is room for evolution. This is the best method to making these interviews beneficial and up-beat. When the employee's appraisal was not as great as they may have desired, advise the worker that they are still valued and that their development will be supported.

How to Determine & Remedy

Performance Shortfalls

Team Evaluations

TEAM APPRAISALS

Assessment

Strategy

Differences

between Team &

Individual

Appraisals

Assessing Team Performance

SOURCE: A Report on the Working Group on Evaluating Team Performance, August 31, 1993. Inter-agency Advisory Group Committee on Performance Management and Recognition. Retrieved September 1, 2012 from: http://www.opm.gov/perform/wppdf/teameval.pdf

Team Performance Strategies

Model # 2:

Employee's

Contribution

to the Team

Benefits:

Satisfies Mandates

Group Contribution is

Advocated

Advancement To A Group Focus.

Support for Quality Assurance

Disadvantages:

Training Expenditures

Assessment Obstacles

SOURCE: A Report on the Working Group on Evaluating Team Performance, August 31, 1993. Inter-agency Advisory Group Committee on Performance Management and Recognition. Retrieved September 1, 2012 from: http://www.opm.gov/perform/wppdf/teameval.pdf

Performance Management:Individuals vs. Team

Summary

Key Points

Implementation

Key Points

Implementation

References

Please see presenter’s notes for my list of References.

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Questions

Should you have any questions or

comments you would like to discuss, please

contact me at: csmithw@wgu.edu

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