PERFORMANCE APPRAISALS

PERFORMANCE APPRAISALSWHAT ARE THEY GOOD FOR?

Why is Performance Appraisal Important?

Administrative purposesDevelopmental purposesLegal defensibility

Rational PerspectivePolitical Perspective

Assumes the value of each employees performance can be evaluated Assumes that the value of each employees performance depends on the agenda or goals of the supervisor

Focus is measuring performance

Focus is managing performance

Performance is clearly definedPerformance is ambiguous to allow flexibility in promoting supervisors agenda

Supervisors make dimensional and overall assessments based on behavioral observationsOverall assessment is used to derive and justify specific assessments

WHAT IS PERFORMANCE APPRAISALS?IdentificationMeasurementManagement

Components of Performance Appraisal

DimensionsAn aspect of performance that determines effective job performanceJob analysis is the mechanism by which dimensions should be identifiedCompetencies characteristics associated with successful job performanceCompetency model -set of competencies associated with a jobQuality of WorkQuantity of WorkInterpersonal Effectiveness

Measuring Performance

Label rankings excellent, good, average, poorNumerical rankings 1, 2, 3,4Narrative

Appraisal ReviewsSelf-review ratingPeer-review ratingSubordinate review rating360o Feedback combination of peer, subordinate and self-review

Measurement ToolsRelative judgement - an appraisal format that asks supervisors to compare an employees performance to the performance of other employees doing the same jobAbsolute judgement -an appraisal format that asks supervisors to make judgements about an employees performance based solely on performance standardsTrait appraisal instrument - an appraisal tool that asks a supervisor to make judgments about worker characteristics that tend to be consistent and enduringBehavioral appraisal instrument- an appraisal tool that asks managers to asses a workers behaviorsOutcome appraisal instrument - an appraisal tool that asks managers to assess the results achieved by workersManagement by objectives (MBO) a goal directed approach to performance appraisal in which workers and their supervisors set goals together for the upcoming evaluation period

Trait Appraisal Instrument

Measurement Tools: Summary and Conclusions

Choice of appraisal system is determined by purpose of appraisal and organization cultureAppraisal format does not have much impact on ratingsRatings quality is driven by rater Source of rating is more important than rating format

Challenges to Effective MeasurementRater error an error in performance appraisals that reflects consistent biases on the part of the raterComparability in performance ratings the degree to which the performance ratings given by various supervisors in an organization are based on similar standards

Influence of LikingStudies show a strong correlation between liking and biasBias perception can hinder effectiveness in managing performance

Frame-of-reference (FOR) training a type of training that presents supervisors with fictitious examples of worker performance, asks the supervisors to evaluate the workers in the examples and then tells what their ratings should have beenJournal of behavioral incidents

Superior Experienced WorkerPotential SuperiorNew PersonMeets ExpectationsBelow Expectations44431563321415,00010,00012,00012,0006004005805802160

9003003602401800

Performance ReviewsThe Most Abused Business Process

Not Done RightFew organizations and managers know how to do them the right wayNobody takes them seriouslyA good process that isn't enabled with skilled and willing practitioners will fail

Done RightTaking performance management seriously Those at the top of an organization ensure the requisite time, effort, resources and training necessary to yield a successful and meaningful resultsSuccessful performance management lies within the ability of the organization to unequivocally support it; and with people in the organization to commit to making the process meaningful, personal and a part of daily life. . Eric Britten Atlantic Business Monthly May 2011

Blowing Up the Annual Performance ReviewThomas Walsh Central New York Business Journal 24 June 2011Page 15

Case Against Performance Appraisal

On the positive side, we can conclude the following:

1. The interviews contain a diversity of topics which incites the employees to reflect profoundly on obvious, but also less obvious, aspects of their jobs and since these topics are based on the four competencies of the organization, this possibly urges the employees to internalize these competencies and the interview process may help them to put these skills into practice in their daily work routine.

2. The use of a well-defined agenda that is identified a long time before the actual interview has a structuring function, especially since it helps the interlocutors to break down abstract notions into smaller, graspable chunksA Discourse Analytical Perspective on the Professionalization of the Performance Appraisal InterviewDorien Van De Mieroop and Eveline VrolixInternational Journal of Business Communication 2014, Vol. 51(2) 159182

Ethnographic Study of the Performance Interview

On the negative side, we can conclude the following:

1. The whole process, both regarding preparatory and interviewing time, seemsvery time consuming, and this is also confirmed in the ethnographic interview.

2. The focus is sometimes quite strongly on the transfer of information and it is particularly at these points that the employees role is reduced to that of a passive recipient to whom information, but also institutional norms and expectations, are transferred

3. The terminology is sometimes needlessly difficult, which also entails a lot of local explanatory work and terminological disambiguation

4. The amount of the employees participation in the interaction fluctuates & this seems causally related to the orientation of the talk - shifts from the personal level to the organizational level; former entails high employee involvement, the latter often does not.

Peoplemanagement.co.uk

For managers, it was time-consuming and not adding value. For HR, it was a high administrative burden. Forthe employee, it was a disengaging conversation around a numerical rating.Because it happens in the here-and-now, continuous feedback ismore likely to be honest and fair. Research by insight firm CEBrevealed that almost 90 per cent of HR professionals felt conventionalappraisals were inaccurate.According to Sheila Heen, coauthor of Thanks for the Feedback, people require three types of feedback: appreciation, coaching and evaluation. Traditional appraisals tend to muddle them together, so staff find it difficult to learn from coaching because they feel criticized from evaluation. Regular catch-ups allow bosses to concentrate on development.

GE Kills Annual Performance Reviews

Why GE had to kill its annual performance reviews after more than three decadesMax Nisen August 13, 2015 http://qz.com/428813/ge-performance-review-strategy-shift/

General Electric practiced a rigid system of ranking employees hinged on the annual performance review. It boiled the employees performance down to a number on which they were judged and ranked against peers. A bottom percentage (10% in GEs case) of underperformers were then fired.Along with its rank and yank policy, GE also subscribed Six Sigma, a protocol known for ruthlessly boosting quality control by eliminating mistakes.

Numerical rankings and pay differentiation are the most damaging parts of the system, and that any regime that preserves them cant hope to truly changeInstead of drills on Six Sigma, executives can now take courses on mindfulness.Star employee is clearly defined as someone who does great work and who helps others succeed as well

ConclusionsPerformance management needs to be geared to employees future potentialPerformance management requires resourcesPerformance management requires commitment

Manager Performance Evaluation

Presented by:

Irma RamosAdministrative Dean, Human Resources

Linda UmbdenstockAdministrative Dean, Planning

December 7, 2005

Statement of PhilosophyThe Annual Performance Evaluation Procedure is designed to improve District services by:

Setting individual objectives and strategies.Assessing the progress of the objectives and strategies.Conducting a comprehensive evaluation of performance.

Recognize excellence.Provide rational for evaluation decisions.Identify performance areas needing improvement.Identify areas of general management development training.Managers Performance Evaluation

Purpose

Who: All employees holding a manager/supervisor or administrativeappointment will be evaluated by their immediate supervisor utilizing the new Evaluation Performance instrument.

When:Evaluations will be completed on a calendar year basis.Annual evaluations must be submitted to Human Resources no later than: January 15

Managers Performance Evaluation
Introduction

Managers Performance Evaluation

ProceduresFive Easy Steps!

Manager (evaluee) notificationInitial meetingSupervisor (evaluator) preparationFinal meetingEvaluation documents sent to HR

Step One
Manager NotificationSupervisor schedules initial meeting.Manager receives employee performance evaluation packet containing:Performance evaluation proceduresPerformance evaluation formsEducation Master Plan goalsBoard of Trustee goalsSuperintendent-President goalsSupervisor goals

Step Two
Initial Performance Evaluation MeetingInitial meeting agenda:Supervisor explains the process.

Supervisor provides an over-view of the District-wide goals (i.e. goals the employee received in the initial packet).

Supervisor charges manager with the task of developing objectives that align with District goals for upcoming year.

Supervisor and manager collaboratively discuss options for developing the managers Objectives Action Plan.

Within two weeks of initial meeting:Manager develops and returns the first draft of goals to the Supervisor.

Step Three
Supervisor Final Meeting Preparations Supervisor receives, reviews and (if needed) revises 1st draft of manager Objectives Action Plan. Manager previously submitted within 2 weeks of initial meeting

Supervisor completes the performance evaluation for previous year which includes:Three-part evaluation formsEvaluation of managers previous year Objectives Action PlanManagers proposed Objectives Action Plan for upcoming year

Supervisor schedules managers final performance evaluation meeting.

Step Four
Final Performance Evaluation MeetingSupervisor and manager finalize managers objectives for next year.

Supervisor reviews/discusses managers performance evaluation for previous year.

Manager has opportunity to respond and/or comment in writing (within five days). Supervisor and manager sign off on documents.

Step Five
Final Performance Evaluation to HR

Signed final performance evaluation documents are submitted to Human Resources no later than

JANUARY 15

Managers Performance EvaluationTHREE FORMS

Form A Overall Performance & CriteriaForm B Individual Performance Objectives Action PlanForm C Performance Summary

PLUSForm B prior year Individual Performance Objectives Action Plan(Commencing with 2007 Performance Evaluation)

Probationary ___ Administrator ___Permanent: ___ Manager/Supervisor ___

Name:________________________________ Date Due: January 15, 2006Classification:__________________________ Review Period: _________to _________

Performance Evaluation Keys: O=Outstanding M=Meets Expectations NI=Needs Improvement U=Unsatisfactory NA/O=Not Applicable/ObservedComments: Other Performance Areas and Criteria >Leadership >Learning Outcomes >Planning and Review >Management >Decision Making Performance Areas and CriteriaSample Form A

Team WorkOMNIUNA/Oa. Works to achieve cross-unit objectives in support of institutional efforts.b. Contributes supportive attitudes and behaviors towards the organization and its goalsc. Works to establish and maintain cooperative and productive relationships.d. Consistently supports, motivates and encourages staff in work relationships.

FORM B Sample

Objectives Action PlanEmployee Name:NOTE: Major Performance Objectives must be: Date:a. Related to District and departmentb. Attainable and reasonablec. Realistic and measurabled. Items which are in addition to the day-to-day operational tasksStrategiesTimelineCommentsObjective Objective Objective Objective (Attach Additional Sheets if Necessary)

Considering both the performance goals outlined on the Goal/Objective Action Plan, and the competencies described in the Performance Evaluation Form, comment on the individuals overall contribution. (Attach additional sheets if necessary.)Performance Summary

Overall Performance Rating

Effective May include a professional Development PlanNeeds Improvement Must include a Professional Development PlanUnsatisfactory Recommendation Attached (May include a professional Development Plan)Employee Comments (Optional)

SignaturesAcknowledgement_________________________________________________________EmployeeDate_________________________________________________________SupervisorDateForm C SampleLBCCD Manager Performance Evaluation

FREQUENTLY ASKED QUESTIONSQ: How do we incorporate the Form B (Individual Performance Objective Action Plan) into this years evaluation process?

A. The 2006 Objective Action Plan will be developed for the 2006 Performance Evaluations. The next evaluation (due Jan 2007) will include both an evaluation of the previous years objectives and the development of the upcoming years objectives.

Q Can the supervisor schedule and invite all managers to the initial meeting (explanation of process), or must the supervisor meet individually with each manager?

A The Supervisor can structure the initial informational meeting in a manner that best fits the needs of that supervisors area, keeping in mind that the first draft of the individual managers objectives are a collaboration between the manager and supervisor.

Q January 15 is a busy time for many supervisors and managers and may create a scheduling hardship. Is there any flexibility with the January 15 due date?

A Performance Evaluations are due to Human Resources no later than January 15 of each year. To avoid January 15 time pressures, supervisors have the flexibility of completing evaluations a month or two prior to the due date.

FREQUENTLY ASKED QUESTIONSQ. Do all my objectives have to reference the objectives of the college, Board of Trustee, etc.?A. No, some will be specific improvements to your area.

Q. How many objectives are reasonable?A. There should be a few major ones with strategies that include sub tasks. There should not be a list of tasks.

Q. What if I cant accomplish my objectives due to another area (i.e. technology)?A. Objectives should be feasible and worked out with others involved do not presume you are on another areas priority list.

Q. How does this relate to the goals in my Program Review?A. To the extent you have good, concrete goals, it should expedite your statement of objectives for the next year or so.

Q. What happens if something else comes up mid-year that is a more important goal?A. If this should occur, you will need to discuss it with your supervisor. Objectives can be modified mid-year

FREQUENTLY ASKED QUESTIONS
Continued Q. How does a supervisor respond to the Performance Areas criteria (Form A) that are not applicable to the manager being evaluated? A. The rating of NA/O (not applicable/observed) is available for this purpose.

Q. Are there guidelines available to help the supervisor and manager develop objectives? A . Yes, page two of the Procedural Information handouts provide guidelines and definitions to assist you in this process. Q. Will the forms be available on the Intranet?A. Yes, the forms will be available on the Human Resources website.

Q. What Performance Evaluation Forms should be used to evaluate the Confidential Employees? Will the due date change from a fiscal to a calendar year as well? A. Confidential Employee Performance Evaluation Forms will not change. Supervisors will use the same forms from previously years. However, the due date will change to January 15.

Q. Who should I contact for answers to additional questions or concerns?A. Irma Ramos, Administrative Dean, Human Resources.

Irma RamosAdministrative Dean, Human Resources

Phone: X 4512 Email: iramos@lbcc.edu

Thank you!For Further Information