Evaluate Staff Performance

8/3/2019 Evaluate Staff Performance

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EVALUATE STAFF

PERFORMANCE

Conduct Staff Evaluation

Monitor Staff Performance

By : Nor Arniza Binti Jamil
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Agenda

CHAPTER OVERVIEW

APPRAISAL PROCESS

BENEFITS OF CONDUCTING A PERFORMANCEAPPRAISAL

AVOIDING DISCRIMINATION IN PERFORMANCEAPPRAISALS

44

33

22

11

TYPES OF APPRAISALS

TECHNIQUES FOR APPRAISING PERFORMANCE6

55

BIAS IN APPRAISING PERFORMANCE7

PERFORMANCE APPRAISALS INTERVIEW8


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CHAPTER OVERVIEW

Performance appraisal is a powerful tool

to help the supervisor meet the objectives

of the department and organization.The benefits of conducting performanceappraisals include providing information necessaryfor improving performance and motivatingemployees.

Performance appraisals also provide importantrecords for the company.

Managers use this information for decisions on raises,promotions, and discipline.


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Performance Appraisal:

Annual Performance Evaluation will be done during the month ofApril every year for each employee having been employed forsix months or longer.

The evaluation period will cover the period 1st April through 31st

March.

Self Appraisal forms will be given to each employee to appraisethemselves on what their accomplishments were during theAppraisal Year.

Completed forms have to be returned, through appropriate

channels, to the HR Team.Upon receipt of the evaluation form, the following actions will beaccomplished :-


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The Immediate Supervisor will:

a) Complete the evaluation form as promptly as possible. Exceptional must bediscussed in Comments section of the evaluation form. Describe whyperformance is not satisfactory and specify how performance can be improved,or explain why performance is outstanding.

b) Discuss evaluation with the employee emphasizing strong and weak points injob performance. Commend the employee for a job well done if applicable anddiscuss specific corrective action if warranted. Set mutual goals for theemployee to reach before the next performance evaluation. Recommendationsshould specifically state methods to correct weaknesses and/or prepare theemployee for future promotions.

c) Allow the employee to make any written comments he/she desires. Haveemployee sign the evaluation form and initial after supervisor's comments.

d) Forward the original copy of the evaluation form to the HR Department. Retaina copy of the completed form for the department and the employee.

e) Subsequent to the completion of this evaluation by the supervisor, and reviewby the employee, revisions must be discussed by both parties. In addition, ifchanges in the form are made after the employee has signed the form, thelevel of authority making the changes must notify the immediate supervisor andgive the employee and supervisor copies of the revised evaluation.
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The Director will:

Review each form to ensure further actions on theappraisal.

See that proper actions have been taken to resolve anyidentified conflicts.

Account for all evaluation forms in his area of

responsibility.

Forward all original forms together as a group to the HRDepartment.

HR Team will:

Review for completeness and accuracy. Any unresolvedproblems will be brought to the attention of the concernedline of authority. The completed form will be placed in theEmployee's Permanent Personnel File.


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Job DescriptionAt the time of joining the employee will be given with a set ofJob Description, that he needs to perform at the Job. In additionto it, according the employee position in the Organisation and

the requirements of the company, the employee may be a givena new set of Job Description discussed mutually by theemployee and the supervisor. Signed Job Description sheet hasto be submitted to the HR Department which will be placed inthe Employee's Permanent Personnel File and will be usedfor future appraisals.

Promotions: Based on your Performance Appraisals,accordingly you might be promoted to a senior position asdecided by the Company.


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BENEFITS OF

CONDUCTING APERFORMANCE

APPRAISAL


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Benefits of Conducting a

Performance Appraisal

Performance Appraisal: Formal feedbackon how well an employee is performing his or

her job.Performance appraisals may be accomplishedwith the use of a standard form, which includesquestions or items to guide the process.

On the other hand, performance appraisal can beaccomplished without a standard form.

In either case, the evaluation should be based onpredetermined performance expectations that arecommunicated to employees.


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Performance appraisals provide informationnecessary for employees to improve thequality of their work.

It can help motivate employees.

Employees like to hear how they are doing, andbehaviors that are evaluated or measured tend to getmore attention from individuals.

Therefore, when it is useful to the organization tohave special attention directed at a goal, it is

useful to have that item on a formal appraisal.For example, if the quality of a product or service isimportant, it is worthwhile to have a section on theperformance appraisalon quality.


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Another reason for conducting performanceappraisals is that they provide important

records for the organization.They are a useful source of information whendeciding on raises, promotions, and discipline, andthey provide evidence that these wereadministered fairly.

In the case of employee behavior or performanceproblems, an appraisal documents the problem.


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APPRAISALPROCESS


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Appraisal Process

1.Establish and communicate

expectations for performance.

2.Observe and measure individual

performance against standards.

3.Reinforce performance to provide

remedies


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1. Establish and Communicate

Expectations

During the planning process and relatedaction plans, the supervisor spells out

who is to do what in order to accomplishthe department objectives.

This information will indicate what eachemployee must do in order to help the

department or work group meet itsobjectives.

One approach is to list three to five majorresponsibilities of each position; then focus onthese responsibilities.


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It is important that each employeeknows and understands what is

expected.

The supervisor must communicate theobjectives effectively.

Employees are most likely to understandand be committed to objectives when they

have a say in developing.


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2. Observe and Measure

Individual Performance

Through the control process, the

supervisor should continuously gather

information about each employee sperformance.

This is an ongoing process, not something

the supervisor saves to do when filling outappraisal forms.


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You can monitor performance in a number

of ways:

- Collect or have the employee collectperformance data

- Meet face-to-face to review progress

- Physically check the work on a regular basis

- Gather data at predetermined times.


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Performance appraisals should focus onbehaviorand results.

Focusing on behavior means the appraisal

should describe specific actions or patternsof behaving.

Focusing on results means describing theextent to which the employee has satisfied

the objective for which he or she isresponsible.


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Sometimes a supervisor needs toappraise personal characteristics, for

example, an employee s dependability

or attitude.While such ratings are necessarilysubjective, the supervisor can try to basethem on observations about behavior andresults.


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3. Reinforce Performance

To keep employees motivated and

informed, the supervisor needs to tell

them when they are doing somethingright, not just when they are making a

mistake.

Reinforce good performance by pointingout to employees the areas in which theirperformance is good.


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In areas where the employee falls short

of the standards, he or she needs to

know how to improve.

An effective way to help the employee isfor the supervisor and employee to worktogether in solving performance problems.


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To move beyond discussing symptoms to uncover

the underlying problems, the supervisor can askwhich of the following kinds of causes led to thepoor performance:

(1) Inadequate skills.The supervisor should see that the employee gets thenecessary training.

(2) Lack of effort.The supervisor may need to apply the principles ofmotivation.

(3) External Additions.

If the problem is something beyond the control of thesupervisor and employee, such as a poor economy or lack

of cooperation from another department, the appraisalstandards and ratings should be adjusted so that they arefair to the employee.

(4) Personal problems.The supervisor should handle the situation WISELY.


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Evaluation Tips

Be specific

Give deadlines

Be realistic

Be honest

Be complete

Evaluate performance, not personality

Listen to your employees


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Avoiding

Discrimination inPerformance

Appraisals


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Avoiding Discrimination in

Performance Appraisals

The Equal Employment OpportunityCommission (EEOC) is the government

agency charged with enforcing federallaws against discrimination.

The EEOC has published the UniformGuidelines of Employee Selection

Procedures, which include guidelines fordesigning and implementing performanceappraisals.


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In general, the behaviors or

characteristics measured by a

performance appraisal should berelated to the job and to succeeding on

the job.


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The supervisor and others responsiblefor the content of performanceappraisals should make sure that what

they measure is still relevant to aparticular job.Ratings of performance should not bediscriminatory.

That is, they should not be based on theemployee s race, sex, or other protectedcategory, but on whether the employee meetsstandards of performance.


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Types

ofAppraisals


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Types of AppraisalsTypes of commonly used performance

appraisal techniques include:

1.Graphic rating scales.

2.Paired-comparison approach.

3.Forced-choice approach.

4.Essay appraisal.


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1. Graphic Rating ScaleGraphic Rating Scale: A performanceappraisal that rates the degree to which the

employee has achieved variouscharacteristics.The graphic rating scale is the most common typeof appraisal used.

Various characteristics such as job knowledge or

punctuality are rated by the degree ofachievement.

The rate usually receives a score of 1 to 5, with 5representing excellent performance.

Some forms allow for additional comments.


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The advantage of this type of appraisalis that it is relatively easy to use.

However, the ratings themselves are

subjective.What one supervisor considers excellent mayseem just average to someone else.

Also, many supervisors tend to rate everyoneas being at least a little bit above average.

Additional descriptive information is an attemptto overcome these problems.


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Paired-comparison Approach: Aperformance appraisal that measures the

relative performance of employees in agroup.

This is a method of performance evaluation thatresults in a rank ordering of employees to comeup with a best employee.

This type of approach measures the relativeperformance of employees in a group.

2. Paired-comparison Approach


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Employees are ranked by comparing the firsttwo employees on the list.

The supervisor places a check mark next to thename of the employee whose performance isbetter.

The process is repeated, comparing the firstemployee s performance with that of the otheremployees.Then the supervisor compares the secondemployee on the list with all the others, and so on

until each pair of employees has been compared.The employee with the most check marks isconsidered the most valuable.


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The paired-comparison approach isappropriate when the supervisor needsto find one outstanding employee in a

group for a promotion or specialassignment.The fact that paired comparison makessome employees look good at the expense

of others makes this technique less usefulas a method of providing feedback toindividual employees.


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3. Forced-Choice ApproachForced-choice Approach: A

performance appraisal that presents the

appraiser with sets of statementsdescribing employee behavior; the

appraiser must choose which statement

is most characteristic of the employeeand which is least characteristic.


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This type of appraisal form gives thesupervisor sets of statements describingemployee behavior.

For each set of statements, the supervisor mustselect the one that is most and the one that isleast characteristic of the employee.

These questionnaires prevent the supervisor from sayingonly positive things about employees. It is used when an

organization finds that supervisors have been rating anunbelievably high proportion of employees as aboveaverage.


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4. Essay AppraisalSometimes the supervisor must write adescription of the employee s performance.

The essay appraisal is often used along with othertypes of appraisals, notably graphic rating scales.

They provide an opportunity for supervisors todescribe aspects of performance not thoroughlycovered by an appraisal questionnaire.

The disadvantage of this method is that theirquality depends on the supervisor s writing skills.


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5. Behaviorally Anchored Rating

ScalesBehaviorally Anchored Rating Scales: Aperformance appraisal in which the employee is ratedon scales containing statements describing

performance in several areas.This is a method of performance appraisal that is tailored tothe organization and positions within that organization.

Some organizations pay behavioral scientists ororganizational psychologists to create behaviorally anchoredrating scales.

These scales rate employee performance in several areas.

The supervisor selects the statement that best describeshow the employee performs.

Each job title in the organization has a different set of ratingstatements.


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The advantage of using this techniqueis that it is tailored to the organization sobjectives for employees.

It also tends to be less subjective thansome other approaches.

However, developing the scales is time-consuming and therefore relativelyexpensive.


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6. Checklist AppraisalA checklist appraisal is a record ofperformance, not an evaluation by the

supervisor.It contains a series of questions aboutthe employee s performance.

The supervisor checks boxes to answer

the questions yes or no.The human resources department has akey for scoring the items resulting in arating of the employee s performance.


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The advantage of this type of appraisalis that it is easy to complete.

However, it has several disadvantages.The checklist can be difficult to prepare,and each job category will probably requirea different set of questions.

Also, there is no way for the supervisor to

adjust the answers for any specialcircumstances that affect performance.


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7. Critical-Incident AppraisalCritical-incident Appraisal: A

performance appraisal in which the

supervisor keeps a record of incidentsthat show positive and negative ways

the employee has acted; the supervisor

uses this record to assess theemployee s performance.


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To conduct a critical-incident appraisal, thesupervisor keeps a written record of incidentsthat show positive and negative ways inwhich the employee has acted.

The record should include dates, people involved,actions taken, and any other details that arerelevant.At the time of the appraisal, the supervisor reviewsthe record to reach an overall evaluation of theemployee s behavior.

During the appraisal interview, the employee hasa chance to respond to each of the incidentsrecorded.


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The advantage of this method is that it

focuses on actual behaviors.

However, the recordkeeping is time-consuming, and since negative behaviorsare more likely to be recorded than positivebehaviors, it can be overly harsh.


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Work Standards Approach: A performanceappraisal in which the appraiser compares

the employee s performance to objectivemeasures of what an employee should do.

This type of appraisal requires the supervisor toestablish objective measures of performance.

A typical work standard would be the quantity producedby an assembly-line worker.

The supervisor then compares the employee s actualperformance with the standards.

This approach works best with production workers.

8. Work Standards Approach


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9. Management by Objectives

(MBO)In organizations where MBO is used to setgoals and objectives for employees, the

supervisor will use this approach forperformance appraisal also.

The appraisal is based on whether or not theemployee has met his or her objectives.

The advantage is that employees know what toexpect.

The supervisor focuses on results rather thanmore subjective criteria.


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10. Agents by Someone Other

than the Supervisor360-degree Feedback: Performance appraisal thatcombines assessment from several sources.

Because the supervisor cannot know all of an

employee s behaviors and their impact on others inthe organization, the supervisor may combine his orher appraisal with self-assessments by the employeeor with appraisals by peers or subordinates.

Combining several sources of appraisals is called 360-

degree feedback.The self-assessment may be done before the interview.

Then the supervisor and employee can compare theemployee s appraisal with his or her own evaluation.


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Peer Reviews: Performance appraisals

conducted by an employee s co-

workers.Peer appraisals are less common.

In organizations that use teams, themembers may appraise the

performance of their team members.


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TECHNIQUES

FORAPPRAISING

PERFORMANCE


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There are many techniques for appraising

performance.Usually the human resources department orhigher-level management dictates which type(s)

the supervisor will use.All supervisors will likely use the same approachbecause it is easier to keep records showingperformance over time.

The supervisor may be able to supplement the

appraisal format with other techniques if theyseem helpful by using the Comment section ofthe form or an attached addition.


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An increasing number of major

companies are having subordinates rate

how well their bosses manage.

The purpose is to give managersinformation they can use to supervise

more effectively and make theircorporations more competitive.


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Bias in

AppraisingPerformance


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Bias in Appraising

Performance

Performance appraisals should be free

of bias, but this is impossible.

There are several identifiable biases in theperformance appraisals by supervisors.

Harshness Bias: Rating employees moreseverely than their performance merits.

Leniency Bias: Rating employees morefavorably than their performance merits.


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There are also supervisors who tend toselect ratings that are related to the

structuring of answers on thequestionnaire.

A tendency may be to select ratings in themiddle of the scale, which is called central

tendency.This type of bias misses important opportunitiesto praise or correct employees.


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Proximity bias, or assigning similar scores toitems that are near each other on a

questionnaire, can result in misleadingappraisals.

If the supervisor is uncertain about specificquestions or wants to adjust a low score, he orshe may resort to making random choices.

This should be avoided by trying to apply objectivecriteria.


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Personal preferences of the supervisor willbias performance appraisals also.

There is a tendency to judge others morepositively when they are like oneself.

There is also a tendency to place most weight onthe events that have occurred most recently.

This is called recency syndrome.

The supervisor should be careful to consider events andbehaviors that occurred throughout the entire periodcovered by the review.


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Similarity Bias: The tendency to judgeothers more positively when they are like

oneself.The halo effect refers to the tendency togeneralize one positive or negative aspect ofa person to the person s entire performance,

resulting in either a higher or lower ratingthan the employee deserves.


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Finally, the supervisor s prejudices aboutvarious types of people can unfairly influence

a performance appraisal.The supervisor must remember that eachemployee is an individual, not just a representativeof a group.

This is especially important in light of the EEOCguidelines discussed earlier in the chapter.


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PERFORMANCE

APPRAISALSINTERVIEW


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Purpose of Conducting

Interview

The interview between the supervisor

and employee is where performance is

reinforced or remedies are provided.The supervisor describes what he or shehas observed and discusses this appraisalwith the employee.

Together they agree on areas forimprovement and development.


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Supervisors often dread conducting

appraisal interviews.

Pointing out another person sshortcomings can be unpleasant at best.

To overcome these feelings, if helps to focuson the benefits of appraising employees.


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The purpose of holding an appraisal interviewis to communicate information about theemployee s performance.

An interview is an appropriate settingbecause if sets aside time to focus on anddiscuss the appraisal in private.

It is a two-way communication with the

supervisor and employee working together todevise ways to improve performance.


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Preparing for a Performance

Appraisal InterviewPreparation for the interview begins withcompleting the appraisal form.

The supervisor should allow enough timeto complete the form carefully andthoughtfully.

The supervisor should think about how the

employee is likely to react to the appraisaland should plan how to handle theemployee s reaction.

Also be ready with some ideas for how tocorrect problems noted in the appraisal.


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Notify the employee ahead of the time

of the interview.

Arrange for a private place to hold theinterview.

Make arrangements to preventinterruptions.

This is a very important event for both thesupervisor and the employee--treat it as such.


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In preparation for the appraisal interview, it isalso useful for the supervisor to review for

himself or herself why appraisals areimportant for the organization, department,and most of all for the supervisor to becompetent at the job.

When the supervisor is convinced theperformance is a positive enterprise and thatit can be a win-win situation, it will be easierto do the interview.


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Guidelines for Conducting the

InterviewBegin the interview session by an attempt to put theemployee at ease.

A refreshment and small talk may help break the ice.

Review the employee s self-evaluation first, if there isone.

Ask for reasons for the various ratings.

Then the supervisor describes his or her evaluation of theemployee.

Start with an overall impression, then explain the contents ofthe appraisal forms.

Most employees are waiting for the bad news, so it isprobably most effective to describe areas for improvement first.

Then describe the employee s strengths.


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Allow time for the employee to respond

to the performance appraisal.

The employee should be allowed to agreeor disagree with the supervisor sconclusions, as well as to ask questions.

It is important for the supervisor to keep an

open mind and listen to the employee.


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When the supervisor and employeeunderstand each other s point of view, theyshould reach a decision on how to solveproblems described in the appraisal.

At the end of the interview, the supervisor andemployee are usually required to sign theappraisal form.

By doing so, they acknowledge that the interviewhas been conducted and that the employee hasread and understood the form.


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After the interview is over, the

supervisor continues to appraise

performance.Training and coaching for improvementshould ensue.

The follow-up is an ongoing process.


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Summary

Prepare for the appraisal discussionDiscuss employee s dreams, goalsSet mutual goals; put them in writing

Give positive and corrective feedbackUse up-to-date job descriptionsEvaluate your performanceInvolve the employee in the discussion

Be open, candid and specificEvaluate performance not personalitySincerely care about your employees

Documents

Evaluate Staff Performance