Transcript Performance Appraisals and

Performance Appraisals,
Effective Hiring, et al.
Doing Our
Jobs
Better!
NASJE Conference
2002
Pam Stepien, HR Manager
The National Judicial College, Reno, Nevada
Objectives
1. Learn Effective Hiring Skills
Logical aspects not commonly discussed
2. Expand your knowledge about RR & R
Retention, Rewards and Recognition
3. Perform Meaningful Performance
Appraisals
“Meaningful” and “Performance Appraisal” is not an
oxymoron
4. Learn about Goal Setting
Making fine wine from sour grapes
Back to the Basics
• Job Descriptions
– Are they really important?
– What are your expectations?
– Re-evaluate and revise job descriptions as
necessary
– Are your Employees classified correctly?
Exempt versus Non-Exempt
Key Elements
Job Description
– Education
– Experience
– Physical Requirements
– Essential Job Functions
– Interpersonal skills/behavioral
competencies
Interpersonal/Behavioral
Competencies
Accommodating
Adaptable
Aggressive
Analytical
Calm
Dependable
Diplomatic
Direct
Dynamic
Empathetic
Enthusiastic
Firm
Judicious
Patient
Persuasive
Practical
Self-directed
Sympathetic
Tactful
Tolerant
Key Elements
Job Description
– Education
– Experience
– Physical Requirements
– Essential Job Functions
– Interpersonal skills/behavioral
competencies
– Catch all phrase/Disclaimer
Selection of Interviewees
– Past behavior is the best indicator of
future
– Application Requirements –
did you get what you asked for?
– Minimum Requirements
– Document Exceptions
??? for the Interviewer
While conducting interviews ask yourself:
1. Can this person do the job?
(KSAs – Knowledge, skills and ability)
2. Will this person do the job?
(Attitude, motivation level)
3. Will this person do the job well?
(Behavioral competencies)
Interview
Uniform Questions
PROS
Unconscious questions asked
More likely to ask closed question if a person is
different from them
All applicants have the same opportunity
Gear questions specifically to your perfect
world job description
Let the applicant know that they are uniform
questions, less likely to encounter
discrimination claim
Interview
Uniform Questions
CONS
 Boring
 Too Regimented/Structured
 Not participatory
Reference Checks
– Negligent Hiring
– ? % of applicants have criminal
convictions
– ? % of applicants
misrepresent themselves on
their resume
Retention
How do you keep ‘um?
First Impressions
• Help them feel at home
• Resources are ready to go
• Discuss Expectations –
Supervisor’s and EE’s
• Live up to your promises –
• “walk the talk”
Retention
How do you keep ‘um?
• No news is good news? Not
necessarily
• Be sincerely interested in your
EEs all the time, not only when a
problem arises
• Respect and Appreciate your
employees
Integrity + Trust = Loyalty/Ownership
Retention
How do you keep ‘um?
• Notification versus Education
Recognition/Rewards
• Praise only if praise is deserved
• Reward Fairly – No favorites or makeup praises
• Pick a personal reward
• Rewards are not always monetary
• A reward system will only be viewed
favorably if the reward is
proportionate to the action
That Time of the Year…again
Performance Appraisal Definition:
Process of evaluating how well employees
perform their jobs when compared to a
set of standards.
All those in Favor?
Any Opposed?
Should Performance Appraisals
be done at all?
Objectives
Employee:
– Confirm where they stand and how
they are performing
– Identify their strengths and
weaknesses of employees
– Self development by agreeing on
realistic goals
– Discuss challenges/opportunities
Objectives
Organization (Supervisor):
– Receive Feedback
– Make the organization more productive
– Develop your employees by agreeing on
realistic goals
– Data for compensation
– Protect the organization
– Fair
Preparation
– Gather facts and documentation that
pertain to the evaluation period
– Prepare a DRAFT of the Appraisal form
– be specific
– Prepare a DRAFT of goals
– Decide on time/place of the interview
– Make an appointment with the EE
– Plan the interview – set an agenda
Doing your Homework
Usually it is the unprepared Supervisor
who dislikes Performance Appraisal
Interviews.
The Performance Appraisal interview
should be a positive time for recognition
and discussion or just an opportunity
reiterate important points
Bias
Tendencies of the Supervisor that
influence his/her view of an
employee’s performance. May have
positive or negative effect.
– Halo/Horns Effect - Rater gives high or low
ratings because of one characteristic
– Central Tendency - Rating all employees as
average, never an extreme
Bias (continued)
– Recency Effect - Give greater weight to
recent events
– Rater Bias - Rater’s values or prejudices
distort ratings
– Contrast Error (Average Tendency) Rate people relative to others,
not performance
Bias (continued)
– Leniency Tendency - Raters don’t want
conflict/confrontation and do not want
to point out weaknesses.
– Strictness Tendency - Opposite of
Leniency. Very high standards,
over-demanding and critical.
Goals . . . Objectives
– Key element to Performance Plans
– Are they synonymous?
Objective
Something to aim or strive for
Goal
The specification of an objective
SMART Goals
Specific
Measurable
Action-oriented
Realistic
Time-oriented
Why have SMART Goals?
– “Buy In” created because of commitment
by EE and ER to meet goals
– WIN-WIN situation if goals have been
mutually agreed upon
– Performance is evaluated consistently
because it is measurable
– There is accountability
– Opens communication between
Supervisor and EE
Do you have to be smart to
create SMART Goals?
Different Types of Goals:
1. Fixed Goal – Directive and Clear
2. Flexible – Creative, gets EEs more
involved and committed
3. Fuzzy – Unclear
Which Goal type is Best?
Pick the Right Words…
Use ACTION oriented words
Obtain
Design
Conduct
Direct
Increase
Establish
Create
Monitor
Coordinate
Example: I will implement our new
distance learning course entitled “Security
in the Courtroom” by December 31, 2002.
SMART Goal Process
1. Decide what you need to
accomplish
2. Formulate a plan of action to
get you there
3. Evaluate your success
4. Reward/Recognize EE’s
accomplishment
Helpful Hints for Conducting a
Performance Appraisal Interview
– Job-related
– Establish rapport
– Explain purpose of interview and
agenda
– Encourage the EE to participate
– Be an active listener
– Performance, not personality
– Do not be confrontational or
attack
Hint, Hint
– Do not accept complete agreement
– Emphasize strengths and discuss
weaknesses
– Be honest - it will only help them in
the future - nothing should be a
surprise
– Don’t Confuse -- Activity and
Productivity
Hint, Hint, Hint
– Strengths, Weaknesses,
Compliments (+, -, +)
– Gut feelings - Don’t use
appraisal to justify general
feelings without considering
specific performance
characteristics
– Focus on future and emphasize
solutions not problems.
Hint, Hint, Hint, Hint!
– Praise employee for any goals
met
– Explain why improvement is
important, how it affects
individual, department and
organization
– Explain consequences of
performance, good and bad
Whew…Last of the Hints
– Ask how you can help the
employee to accomplish goals
(resources, training, etc.)
– Terminate the interview if
needed
– Schedule follow-up meeting if
necessary
– Finish on a positive note
Critique the Interview
– Were the objectives accomplished?
– What would you do differently next
time?
– Was it a lecture or a discussion?
– Is the EE clear regarding future
expectations?
– Am I satisfied with the interview?
Key Points
– Be a good communicator –
Timely and honest feedback – no surprises
– Be realistic
– Follow-up with your EEs
– Remember that you do have the right to
expect good performance from your
Employees
– Document, Document, Document
Resources
– Society for Human Resource
Management
www.SHRM.org
– Pamela Stepien
The National Judicial College
[email protected]