Transcript Performance Appraisals - Kansas State University

Performance Appraisals
A formal, structured system of
measuring and evaluating an
employee’s job related behaviors and
outcomes...so that the employee and
organization benefit
W.E. Demming on Appraisals
 “The
single biggest problem in
American management today is the
performance appraisal.”
 “The
average worker takes 6 months to
recover from a performance appraisal.”
Appraisal Value
 “The
appraisal can be a means of
conveying praise and positive feedback
to the employee: a means of telling the
employee that he or she is valued by the
agency. The performance appraisal can
also focus the employee on areas of his
or her performance that may need
improvement or more attention.”
An effective appraisal system includes
the following
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Written evaluations.
Easy to understand evaluation forms.
Perform evaluations regularly.
Being candid, but objective.
Telling employees in advance of the review.
Being specific about problems and offer concrete ways to
improve.
Having more than one management person review an
evaluation.
Gain employee participation by encouraging written responses
on the evaluation form.
Performance Appraisals
an ongoing process that involves several
sequential steps
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1. assign duties to
employee (job description)
2. determine criteria for
measuring performance
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set by self, peers and
adm (includes job
behaviors, personality
traits, productivity
outputs and objectives)
can be weighted to reflect
importance
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3. Gather information
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evaluations by superiors
peer evaluations
other data
4. Evaluate information
gathered
5. Provide feedback
6. Make adjustments
Components of the appraisal form
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Identification
 Name of employee
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job class, title, etc,
reviewer
 time period
Position review
 Allows for
comparison of
instrument/criteria
to job description
and comment (BLM)
critical
 incidental
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Appraisal Section
 Summary (total)
 singular factors
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Performance Analysis
 signatures and
comments from both
supv and employee
on levels of
agreement
Gathering appraisal information
 Place
burden on employee to provide
evidence
 Evidence might include:
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correspondence, conference programs,
articles written, programs developed,
incident reports
 faculty
submit student evaluation scores as
evidence
Cautions
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Personality traits have been historically used as
criteria. (Leadership, initiative, dependability, attitude,
loyalty, enthusiasm) They are important elements in
some positions today (park ranger, rec leader, coach).
The problem lies in part in the vague nature of these terms
If you decide or inherit the use of these criteria,
ensure that extra measures are taken to explain and
define the traits so that vagueness is reduced.
It is probably better to focus on what people do (job
behaviors) rather than what people are (personality).
Criteria
 Job
Behaviors and Work Characteristics
 examples include:
 effectiveness
in planning
 compliance with instructions
 relationship with the public
 management of fiscal resources
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properly posts prices
does not overrun budget
accurate in cost estimates
Criteria
 Performance/Outcome
Objectives
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related to
focuses on productivity or output
 did
the employee offer enough programs, or
 write enough articles, or
 attract enough visitors, or
 conduct frequent enough evaluations, etc.......
Do the criteria and methods help
in reducing subjectivity ?
 hope
to set a standard for comparison that is
repeatable and reliable
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subjectivity relies on feelings or ideas rather than
the preferred objectivity, which relies on facts and
measurable levels of performance
Criteria problems to avoid (continued)
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Rate an employee on the following
DEPENDABILITY:
Unsatisfactory
Satisfactory
Outstanding
This is extremely difficult because the term can be interpreted
differently as can the levels (e.g. S=satisfactory)
Criteria problems to avoid (continued)
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Now, rate the same employee, aided by the use of these descriptive
statements:
DEPENDABILITY
Accepts assigned
responsibilities and
effectively
accomplishes duties
in approved manner
within timeline
U
Employee cannot
be relied upon;
must be closely
supervised;
frequently late or
absent
S
Employee requires
the usual amount
of supervision;
usually has good
work habits and is
on time
O
Employee is unusually
self motivated and
reliable; far exceeds
expectations regarding
initiative and work
habits
Recording information Devices
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Rating Scales
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degrees from excellent to
poor (COLO, BLM)
3-5 pt scales most
popular
Need to use descriptive
statements to clarify
factors
Weighted Checklist
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Select factors from list
those more important are
given more weight (2x,
3x)
popular for seasonals
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Rankings
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Critical incident
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regular record of work
incidents (good and bad)
Essay
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employee that best
demonstrates a factor
gets the highest rating
requires good writing
skills for supervisor
Comparison to pre-set
objectives
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requires flexibility due to
change
Techniques worth mentioning
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Use of percentages (KDWP)
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Manual explaining appraisal process (BLM)
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allows for thorough analysis of criteria (9 criteria in management)
Weighted checklist (Colorado)
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Uses critical and non-critical factors
manual would help other agencies to standardize method
Multiple sub-criteria (Colorado)
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helps analyze job’s key elements, importance and time required
essay format allows form to be modified to match each person, but
requires better writing/assessment skills than guided form(BLM)
allows for criteria to be assigned various levels of importance and
flexibility to match with various jobs (interpersonal category might be
3x for a ranger and a 1x for research)
3, 5 or 9 pt scales
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smaller 3pt scale (Olathe, KDWP) or 5 pt scale (BLM/COLO) is
often preferred as it spreads out employees
9 pt scale (Jackson CO) seldom used
Rating Scales - BLM example
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5=Outstanding performance
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4=Exceeds fully successful
performance
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3=Fully successful performance
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2=minimally successful
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1=unacceptable performance
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Exceeds “fully successful” for all critical elements,
with no lower than a “fully successful” rating on
any non critical element. Overall performance is of
rare, very high quality, producing an exceptional
quantity of work, significantly ahead of established
deadlines, with very little supervision.
Exceeds “fully successful performance for most but
not all elements and no lower than “fully
successful” for all noncritical elements. Overall
performance is of unusually good or exceptional
quality, producing a high quantity of work ahead of
established schedules....
“Fully successful performance for all critical and
non critical elements …performance is of good
quality, producing the expected quantity of work on
time
“Fully successful” for all critical elements and “less
than fully successful “for one or more non critical
elements. The performance needs improvement to
meet the “fully successful” level.
“Unacceptable” for at least one critical element.
When performance is unacceptable, corrective action
must be taken consistent with required procedures.
9pt Rating Scale: Jackson Co, Missouri
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0-1 Unsatisfactory
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2-3 Marginal
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4-5 Satisfactory
6-7 Commendable
8-9 Exceptional
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Poor quality of work; continually
makes errors; requires excessive
checking and rework
Sometimes careless; inclined to make
mistakes; work below acceptable level
Meets minimum requirements of
accuracy and neatness; average quality
of work; needs normal supervision
Exceeds minimum requirements of
accuracy and neatness; very few errors;
needs minimal supervision
Consistent high degree of accuracy and
neatness; work can be relied upon;
seldom needs supervision
Suggestions
 retreat
to a solitary place
 give yourself plenty of time
 develop a strong, clear rationale for
decisions (form should reflect this)
The appraisal interview
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Once you have completed the form, schedule an
interview with each employee
 clearly set the objectives of the meeting
 try to get the employee to talk about their
performance and give feedback.....discuss any
differences....if evidence is sufficient change ratings
 set mutually agree upon goals for next period