Mc connell pp_ch16

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell


Chapter 16

Performance FeedbackPerformance Feedback


Performance Feedback --

-- is an important responsibility of

those who manage the work of

others; unfortunately, it is

frequently under-utilized and

sometimes ignored altogether.


Formal Performance Evaluations

Regularly scheduled, formal evaluations

are important, but they should not be

relied on alone. All employees—though

perhaps some more or less than others

—need to know how they are doing on

an ongoing basis.


Performance Evaluation

A good evaluation meeting

concludes with both parties feeling

they have accomplished something

positive; specifically, an

understanding that includes mutual

expectations.


Purposes of Performance Evaluation

Ensure understanding of performance expectations by management and employees,

Identify training and development needs, Ensure fair administration of rewards, Provide recognition for past service, and

Assist employees with career development.


Evaluation is Preceded by:

Review and clarification of

performance expectations based on

job descriptions, work standards,

rules and policies, and previously

formulated objectives


Inappropriate Evaluation Systems

Older forms of performance evaluation

are based primarily on personality

characteristics, requiring the supervisor

to “rate” each employee on the likes of

“attitude,” “cooperativeness,”

“adaptability,” and such.


Personality Judgments

The more personality judgments

required or the more subjective

assessments made, the weaker and

less defensible the final evaluation.


Peer Reviews

Often peer reviews are much more

accurate and acceptable than

individual reviews; they can help to

reinforce the emphasis on collective

responsibility.


360-Degree Feedback

In the 360-degree multisource

feedback approach, managers flesh

out the evaluation process by

obtaining input from colleagues,

subordinates, and sometimes

customers.


Preparing to Evaluate

• Review the evaluation form

• Obtain employee input

• Review the employee’s file

• Schedule a conference

• Prepare some key remarks


The Evaluation Interview

Review/revise the position description

and performance standards

Discuss the performance ratings to be

used

Critique accomplishments related to

previously set objectives

Discuss future performance


“SCRAM” for Good Objectives

Specific, focusing on concrete and observable

behavior

Challenging; If not challenging, is not worth

much

Relevant; related to the person’s

responsibilities.

Achievable; challenging but doable

Measurable; to the extent possible


Concluding the Interview

End the session with an affirmation,

an expression of confidence in the

ability of the individual to achieve

the new objectives.


Follow-Up

monitor the person’s progress congratulate the individual on reaching

each objective or showing improvement; confirm promised support or offer more

support modify, replace, or cancel objectives as

appropriate document the employee’s achievements


Appraising Teams --

-- involves the “what” and “how” of

team efforts and key results that

the team and each individual have

achieved.


Evaluation Pitfalls

The process is not taken seriously by either party

The manager has only superficial knowledge of the employee’s performance

Documented work standards or objectives do not exist

The evaluation consists of highly subjective assessments


Evaluation Pitfalls (more)

The evaluator employs excess judging

and too little listening

There is insufficient positive feedback

or respect for the employee’s self-

esteem

The evaluation consists of generalities

The evaluation forms are inadequate


Evaluation Pitfalls (more)

The “score” is used primarily to allocate salaries instead of to improve performance

New objectives are nonspecific or weak The employee has little or no

opportunity to participate in formulating objectives

Reprimands, criticisms, etc. were never been discussed prior to the evaluation


An Evaluation Should Never Be A --

“Gotcha!”

Business

Mc connell pp_ch16