Performance Evaluation of Employee

8/11/2019 Performance Evaluation of Employee

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Performance Evaluation of Employee

I. Purpose of Performance Evaluations

1. Formal evaluations of employee work behavior helps the employer and

employee build on the strengths of the employee and identify thoseareas the employee needs improvement to be more eective andecient in his/her job.

2. erformance evaluations enable the creation of reasonableperformance standards so that both supervisor and employee areaware of work that is considered !acceptable performance.! "ecause ofthe active involvement of both the supervisor and the employee inperformance evaluations# an important channel of two$waycommunication is opened. %ommunication can result in increasedcooperation and understanding between supervisors and employees#which in turn can enhance work performance and work environmentthus providing better customer service to our community and eachother.

&. 'sed properly# the erformance (valuation will)1

1. Inform - *t allows the supervisor and employee to communicateopenly about performance. +his should happen throughout the yearand not only at this time. *ssues discussed now should not beune,pected to the employee. *t also provides supervisors theopportunity to hear employees- views of the work situation.

2. Set Goals -+he supervisor and employee mutually establish goalsfor progress. oals should be realistic# measurable# and obtainablewithin si, months to one year.

&. Develop - +he supervisor and employee identify actions that canbe taken to enhance development and performance of theemployee.

. Evaluate -+he supervisor and employee evaluate results based onpreviously established goals and performance standards# which

provides a basis and documentation for transfer# promotion#reassignment# or disciplinary action.

0. Provide - tandards for decisions on merit advances

II. Process

. +he performance of employees shall be determined by their supervisor.

". olicies and procedures re3uire that performance evaluations be

prepared on the third month and during the si,th month of continuousservice for all probationary classi4ed employees.

%. *n order to be granted regular tenured status# an employee5s workperformance# as measured in his/her si,th month performanceevaluation# must meet acceptable standards. +he supervisor shouldcomplete the evaluation with utmost deliberation. 6nce grantedregular tenured status# the employee will be evaluated on a yearly


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basis on his/her current classi4cation date. dditional evaluations maybe re3uired upon re3uest of the %ity 7anager# 8uman 9esources7anager# or the appropriate :epartment 8ead. (,empt employees willbe evaluated once a year in ;une.

III. Preparation of Performance Evaluation

erformance evaluations involve making judgments about employeeperformance and behavior. n eective and e3uitable performanceevaluation program re3uires that all supervisors evaluate their employees insubstantially the same manner. +he following is presented as a guide toevaluating an employee.

. Familiari


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&. +alk about the employee5s strengths as well as his/her weaknesses. major purpose of a performance evaluation is to acknowledge andencourage high 3uality performance.

. >hen discussing weaknesses# be able to include speci4csuggestions for improvement. ?ou and the employee should agreeon speci4c actions to be taken and goals for the upcoming year.

0. 9emember# a major goal of performance evaluations is to open aneective channel of communication between the supervisor andemployee. +herefore# let the employee do most of the talking= donot dominate or cross$e,amine the employee# and be willing tolearn from the employee.

Performance Evaluation Criteria of Employee

1. Ambition / Initiative $ (mployee demonstrate ambition in theposition and take initiative to improve the process# product# or overall

work environment.

2. Attendance$ 8as the employee5s attendance @even within companyguidelinesA had a negative impact on the department productivity ormoraleB 8as the employee5s attendance been e,emplaryB

&. Attitude / Cooperation $ +he employee reasonably Ce,ible whenasked to perform a job function outside his or her normal duties# or towork outside his or her normal hours for a special project. +heemployee5s attitude towards peers# towards the work in general. 8e orshe a pleasure or a chore to work with.

. Communication Skills$ +he employee have the ability to ade3uatelycommunicate with peers# managers# and customers. +here been anyissues created# or solved# due to the employee5s communication skills.

0. Department and Company riented $ +he employee have abroader view and deeper understanding than simply his or her ownduties. 8e or she speak of the department or company with pride.

D. !ocus$ +he employee able to maintain focus on the task at hand. 8eor she have diculty prioriti


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11. Productivity / Deadlines$ +he employee able to consistentlymeet productivity re3uirements and project deadlines.

12. (uality of )ork$ +here been positive or negative feedbackfrom customers regarding the 3uality of the employee5s work. >hathave you observed regarding the employee5s work 3ualityB

1&. *eliability $ +he employee is reliable. 8e or she consistentlydemonstrate competence and dependability.

1. Stress +ana"ement$ +he employee deal with changes in thework environment. 8e or she able to sift through the !noise! and focuson breaking down the task at hand in order to complete it on time. +heemployee interact with other members of the department whentensions are high.

10. 'eam$ork / Pitc%in" in $ >hen the department is short$handed# the employee willingly pitch in to 4nish tasks assigned toothers in the department as appropriate and the employee volunteerto assist.

,. Performance &evel

eeds Improvement $ (mployee has not fully mastered there3uirements of the job or is not able to perform in a way thatreCects understanding of the job duties. Ieeds additionaltraining or practice to meet standards.

+inimally Acceptable$ (mployee meets some of the essentialfunctions# but has not demonstrated mastery of all jobre3uirements.

+eets Standards$ (mployee has little or no diculty applyingthe technical/knowledge re3uirements of the position to performin a fully competent manner.

Eceeds Standards $ (mployee often e,ceeds standards in

some aspects of the job# and fully and consistently meetsstandards in all remaining aspects.

utstandin"$ (mployee possesses and applies a depth of jobknowledge that makes the job look easy. %ontinually enhancesknowledge and skills through self$study and structured training.7entors other employees# as appropriate.

Errors in Performance Evaluation of Employee

Scorin" Errors

coring is inaccurate when the manager rates too many performanceobjectives on one part of the rating scale $$ high# middle or low $$ withoutbasing the ratings on concrete data or knowledge. *f a manager rates theemployee in the middle of the scoring scale $$ meets e,pectations $$ on GHpercent or more of the objectives# the scoring is probably inaccurate#according to information from >estern >ashington 'niversity5s performancemanual. *f more than 2H percent of your ratings are at the high end of the


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scale# you may be rating too easily. *f more than 2H percent are located atthe low end# you may be rating too harshly. 7anagers can avoid inaccuratescoring trends by basing ratings on their knowledge of an employee5s actualperformance gathered through recorded data or personal observations.

*ecency

Focusing only on recent performance within the evaluation period is acommon error in performance evaluations. For e,ample# a manager shouldnot consider only an employee5s performance within the last three monthsduring an annual evaluation. +he entire period of employee performancemust be evaluated or the evaluation risks inaccuracy.

Contrast Errors

*f a manager focuses on a stereotype $$ due to race# religion# age orse,ual orientation $$ when rating# a contrast error results. (ach employee5sperformance# not his background# characteristics or lifestyle# should berated. lso# a contrast error can result when two employees with similarperformances are compared. +he error occurs when the manager rates oneemployee lower than the other because the manager likes the otheremployee better. iving ratings based on an employee5s traits or likability#rather than her performance# 3uali4es as job discrimination# which can leadto legal claims and other complications.

Similarity Errors

7anagers sometimes rate employees more favorably if the employeesconsistently perform job functions in the same style or by using the sameprocess as they do. *nstead# managers should focus on the outcome $$whether the employee was able to achieve the desired results in anacceptable way.

Annual vs. n"oin" *evie$s

7any managers conduct annual reviews instead of investing the timein ongoing reviews. nnual reviews must cover 12 months of performance#while ongoing reviews focus on smaller blocks of time. managerconducting an annual review can fail to address problematic issues thatoccurred 1H months prior to the review# which doesn5t help the employeeunderstand how to improve his performance in those areas. >ith ongoingreviews# managers can discuss performance goals and oer feedback in atimely manner to help improve the employee5s performance on the Cy.

Insu0cient &istenin"

Iot listening is a characteristic of poor interviewing skills $$ one of the1H most common errors of performance appraisals $$ according toinformation on the "elmont 'niversity website. Iot only is the manager5s jobto deliver feedback to an employee regarding performance# she should alsolisten. (mployees have the right to respond to the information presented tothem during a performance evaluation. +hey may have 3uestions orconcerns about the feedback you provide. fter listening to an employee5s


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response# you may 4nd he was justi4ed in his actions. ?ou also may decide toalter the results of the evaluation. *f you dominate the evaluations and don5tstop and listen to what your employees have to say# the employee may feelundervalued and misunderstood.

e"ative Approac%

ometimes managers begin a performance evaluation with a negativeslant. erhaps the employee has failed to apply managerial feedback. 6rmaybe her performance hasn5t been as good as it was in the past. (venthough you should address negative issues# don5t start the review with them.cting negative from the start can put the employee on the defensive.

Positive Generali1ations

n employee who is always willing to volunteer for e,tra work andundesirable tasks may make your life easier. 8owever# he may not performwell in some areas of his job. 7anagers who focus on the fact that anemployee e,ceeds e,pectations in one single area can overgenerali

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Performance Evaluation of Employee