ODEON TOURS

EMPLOYEE PERFORMANCE EVALUATION TRAINING

- 2013 -

Performance Management

Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.

The communication process includes:• Setting Objectives • Discussing Expectations and Performance

Standards• Identifying Goals • Providing Feedback• Evaluating Results

• The process by which an employee’s contribution to the organization during a specified period of time is assessed.

Lets employees know how well they have performed in comparison with the standards of the organization

Performance Appraisal

Performance Feedback

STRATEGIC IMPORTANCE

• Consistency between job

behavior and

– Organizational strategy

– Organization values

• Performance Management as an

– Employee development tool

– Administrative tool

Performance Management

1. Develop/Review Position Description

2. Establish Performance Expectations

3. Identify Tools and Training Needed

4. Ongoing Feedback and Communication

5. Handle Issues as they Arise.

6. Adjust Assignments as Needed

7. Formal Performance Evaluation (no surprises!)

8. Discuss Possible Professional

Development Plan

9. Merit Rewards Process

The Annual

Performance Management

Process

Performance Management Process

A GOOD APPRAISAL SYSTEM

Criteria

• Validity

• Reliability

• Freedom from bias: errors

• Practicality

Competency Application in Human Resources System

Competency

Reward

PerformanceManagement

Selection

Trainingand

Development

Career andSuccession

Plan

Recruitment

High Performing Organization

OrganizationalPerformance

Individual Competencies

Job CompetencyRequirements

OrganizationalClimate

ManagerialStyle

Important Factors in Performance

• Organizational Climate has a direct impact to organizational performance (I.e., profit, ROI, ROA etc.). A good organizational climate will motivate employees to work better and this will improve individual and organizational performance

• Most organizational climate are determined by Managerial Style of the unit manager. Managerial styles perceived by his/her subordinates influence the climate dimension of the unit.

• For managerial style to be effective, the manager needs go align his/her style with the individual competencies and the job requirements.

• The greater the alignment between individual competencies and job requirement, the bigger the individuals work better.

Competency......the ability to do something successfully or efficiently.

Any characteristic of a person that differentiates levels of performance Demonstrably Related to Superior Performance in

a Job Characteristic that Enables Superior Performers to

Demonstrate Critical Behaviors:� more often� in more situations� with better results

Iceberg Model of Competency

Easier to be developed Necessary but not sufficient

Social RoleSelf Image

TraitsMotives

SkillKnowledge

More difficult to be developed

Underlying characteristics necessary for success

Sample Competency

• Graduated from the best medical school

• 20 years experience

Doctor A Doctor B

• An “Expert”

• “I am a specialist”

• Perfectionist

• Achievement Drive

• A “Healer”

• “I heal”

• Emphatic

• Influence Drive

• Graduated from the best medical school

• 20 years experience

Social RoleSelf Image

TraitsMotives

SkillKnowledge

Competencies

Job Competencies - ManagementSuccess factors that differentiate performance

across levels or functions (e.g. First-Level, Middle, Executive)

Job Competencies - TechnicalSuccess factors that distinguish functional groups

Sales

Legal

Customer

Service

Marketing

Information

Systems

Hum

an Resources

Finance

Purchasing

Core CompetenciesRequired for excellent performance across all levels and functions

EmployeeCompetencies

Leader / Managerial Competencies

Innovation and OpennessInternal and External Customer FocusCooperationConvincing and InfluenceStress ManagementResult OrientationWork OwnershipAdaptation to Changing ConditionsIndividual Awareness / MaturityRelation Development

Innovation and OpennessInternal and External Customer FocusCooperationConvincing and InfluenceStress ManagementChange ManagementInitiative UsageRelation DevelopmentIndividual Maturity / Being a modelDeveloping OthersMotivating

COMPETENCIES -ODEON TOURS

Competency Dictionary

Employee Performance Evaluation Form

Unclear Language

Mgr not taking PA seriously

Mgr not prepared

No on-going feedback

Mgr not honest orsincere

Ineffective discussion

Lack appraisal skills

Mgr Lacks Infor.

Insuff. Rewards

Why Performance Appraisal May Fail

Planning the Review & the Environment

• Advance planning –

• Plan for open dialogue – opportunity to review performance, consider lessons learned, progress for period, and establish goals and objectives for next period.

• Lay out plan for performance discussions – collect and review notes, statistics, citations and performance based examples.

• Schedule sufficient time to focus on the review.

• Prepare to discuss the full range of issues which may arise in the performance management discussion.

• Don’t exhibit defensiveness – if employee criticism is justified due to management failure or lack of resources, accept, and move on to next area of review.

• Respect confidentiality of the review discussion when possible. If unlimited confidentiality cannot be promised, advise employee accordingly.

• No cell phones, no emails, no text messaging, no electronic devices, no interruptions

Planning the Review & the Environment

Planning the Review & the Environment

• Job description/addendums should tie together with performance management.

• Handle dissent professionally – disagreements should be noted as a matter of record.

Difficult Evaluations• Describe unsatisfactory

performance/behavior• Cite specific observed examples – past

incidents or lack of meeting goals and impact on employee, team, customer, department, et al.

• Solicit constructive employee action plan to resolve or ameliorate the performance failures or behavioral issue.

• Review action plan and establish milestone date(s) to review progress.

Planning the Review & the Environment

Developing “Ongoing” Performance Communications

• Recognize performance management is a continuing process to assist everyone in enhancing performance and development.

• Establish milestone dates for periodic monitoring of performance objectives and progress reports in objective terms.

• Be aware of the potential and, when necessary, take corrective action, if goals/objectives need to be changed or re-targeted during the review period.

• Maintain open communication channels to ensure that issues are elevated quickly and resolved expeditiously.

• Coach, assist, and/or re-direct employees who request assistance and those who are failing to meet standards.

Objectives / Goals• Identify S.M.A.R.T. (Specific, Measurable, Attainable, Relevant

and Time-Based) objectives for the employee

• Write performance objectives so that both parties understand its meaning and will know whether progress has been made or whether objective has been reached.

• A performance objective describes the specific areas in which the employee needs to focus and describes the specific actions that will be taken by the supervisor and/or the employee to develop and strengthen these areas, any training required, and the deadline for reaching the performance objective.

• In setting the objectives, be as specific as possible using quantitative (e.g., numbers, data, quotas, dates) and/or qualitative measures or feedback where helpful.

• The number of objectives should be based on the outcomes of the performance planning discussion; you may add and/or modify objectives as necessary throughout the review period.

• Define and establish specific goals/objectives for the review period.

• Create mutually agreed time lines of break out data for progress reports on goals and objectives.

• Communicate changes or redirection of goals and objectives in a timely manner.

Goal Setting/Setting Standards

Goal Setting/Setting Standards

• Align goals with the organization’s business plan.

• Establish mutually agreed to goals which add value.

• Recommend and recognize behaviors that are aligned with organizational business plans.

• Establish milestone review dates.

Developing Performance Goals/Objectives

 Example

GoalGo through PPS training refresher course, in order to keep up to date and get a reminder of the intricacies of the system (by November 2012).

OutcomeSkills to enter payroll into the PPS system, on time, with a lower rate of error, in order to free up time for other administrative tasks.

Common Appraisal Errors

• Halo/Horn Effect – rate employees the same on every trait (The halo effect or halo error is a cognitive bias in

which one's judgments of a person’s character can be influenced by one's overall impression of him or her. )

• Central Tendency – lack of rating differentiation between employees

• Leniency – avoids honest ratings to avoid conflict

• Recency – narrow focus on recent events

• Similarity/Like me – favorable rating to employees who have similar values or interests to the rater

• Constancy – rate employees via rank order