The Performance Evaluation has two objectives:
1. Review and record the past year’s performance against the job description and against the goals and objectives laid out in the previous year’s evaluation;
2. Discuss and record goals and objectives for the next year as based on a current job description, department goals and career development.
2. Discuss and record goals and objectives for the next year as based on a current job description, department goals and career development.
Examples of the Two Objectives:
Objective 1:
Using the job description from the previous year and the performance evaluation form completed the year before, the supervisor will rate and comment on how the employee performed against the expectations.
Example: Expectation: Complete reports thoroughly and in a timely manner.
Performance against expectation: Rating – ME (Meets Expectations)
Comment - Employee generally completed reports by the timelines established. Employee is aware of deadlines and is very conscientious about telling me if the report will be late. Employee is proficient at gathering the numbers and is very accurate in the construction of the report. Employee has expressed frustration that he doesn’t know where the numbers come from and how they fit into context therefore limiting his abilities to improve his reporting capabilities.
Objective 2:
Discussion and recording of goals and objectives for the next year as based on a current job description, performance against goals and career development.
Example: Goal: Understand context for report numbers.
Expectation: Employee will arrange meetings with employees within our department and other departments as necessary to discuss the context of the report numbers. The supervisor will meet with the employee after these meetings to discuss next steps and to answer the employee’s questions. In addition, employee will review reports in light of information gathered to suggest changes he might recommend.
Using the job description from the previous year and the performance evaluation form completed the year before, the supervisor will rate and comment on how the employee performed against the expectations.
Example: Expectation: Complete reports thoroughly and in a timely manner.
Performance against expectation: Rating – ME (Meets Expectations)
Comment - Employee generally completed reports by the timelines established. Employee is aware of deadlines and is very conscientious about telling me if the report will be late. Employee is proficient at gathering the numbers and is very accurate in the construction of the report. Employee has expressed frustration that he doesn’t know where the numbers come from and how they fit into context therefore limiting his abilities to improve his reporting capabilities.
Objective 2:
Discussion and recording of goals and objectives for the next year as based on a current job description, performance against goals and career development.
Example: Goal: Understand context for report numbers.
Expectation: Employee will arrange meetings with employees within our department and other departments as necessary to discuss the context of the report numbers. The supervisor will meet with the employee after these meetings to discuss next steps and to answer the employee’s questions. In addition, employee will review reports in light of information gathered to suggest changes he might recommend.
Supervisory preparation for the Performance Appraisal:
• Review and revise the employee’s job description. Supervisor should discuss possible revisions to the job description with the employee prior to the performance evaluation meeting.
• Gather information in regards to the employee’s performance over the last year including reviewing project lists, training records, management file notes, etc. Supervisor may also ask the employee to complete a review on the past year. This gives the employee the opportunity to highlight performance and assures that the supervisor will not forget an incident the employee holds in high regard.
• Draft the written performance evaluation review. Tie goals and objectives for next year to previous performance.
• Gather information in regards to the employee’s performance over the last year including reviewing project lists, training records, management file notes, etc. Supervisor may also ask the employee to complete a review on the past year. This gives the employee the opportunity to highlight performance and assures that the supervisor will not forget an incident the employee holds in high regard.
• Draft the written performance evaluation review. Tie goals and objectives for next year to previous performance.
 |
| performance evaluation |
Review Session:
• Schedule review with employee in advance. Let them know if there is anything they need to prepare or bring with them.
• Schedule a time when the employee will have your full attention and there is enough time to allow for employee questions or general discussion.
• If the employee has completed a review form, reference it. Let them know where you agree and where you disagree with their review. If they have not completed the form, ask for their feedback. How did the year go for them? What were some highlights of the year?
• Summarize performance in the beginning, set the tone. Proceed to discuss specifics relating to each job description responsibility and goals from previous years. Summarize again in the end.
• Link the employee and their work to the work of the college and to your department specifically. Let them know how they fit into the larger picture.
• Ask for employee feedback and questions during the review. Listen! Assure the employee has the same understanding of performance expectations as you do. Do this by asking them to restate the expectation. Gauge their questions to make sure they understand what you are saying.
• Write up a final review making sure to incorporate employee’s questions and comments. Give the employee time to read the review in private and let them know they can add comments.
• Schedule a time when the employee will have your full attention and there is enough time to allow for employee questions or general discussion.
• If the employee has completed a review form, reference it. Let them know where you agree and where you disagree with their review. If they have not completed the form, ask for their feedback. How did the year go for them? What were some highlights of the year?
• Summarize performance in the beginning, set the tone. Proceed to discuss specifics relating to each job description responsibility and goals from previous years. Summarize again in the end.
• Link the employee and their work to the work of the college and to your department specifically. Let them know how they fit into the larger picture.
• Ask for employee feedback and questions during the review. Listen! Assure the employee has the same understanding of performance expectations as you do. Do this by asking them to restate the expectation. Gauge their questions to make sure they understand what you are saying.
• Write up a final review making sure to incorporate employee’s questions and comments. Give the employee time to read the review in private and let them know they can add comments.
Reviews are successful when:
• A clear understanding of the job responsibilities and expectations surrounding those responsibilities are established at the beginning of the review period.
• Employees understand the performance evaluation ratings assigned and the rational for the ratings.
• There are no surprises. Positive performance has been acknowledged. If there were expectations that were not being met they were brought to the employee’s attention and addressed immediately.
• The supervisor follows up on specific actions that come out of the review.
• Employee is held accountable to expectations.
• Plans for accomplishing employee’s development goals are made and progress toward the goals are reviewed throughout the year.
• Employees understand the performance evaluation ratings assigned and the rational for the ratings.
• There are no surprises. Positive performance has been acknowledged. If there were expectations that were not being met they were brought to the employee’s attention and addressed immediately.
• The supervisor follows up on specific actions that come out of the review.
• Employee is held accountable to expectations.
• Plans for accomplishing employee’s development goals are made and progress toward the goals are reviewed throughout the year.
Common Performance Evaluation Errors:
• Failing to allow time for proper evaluation preparation and not documenting examples of where performance met or exceeded expectations and where it fell below expectations.
• Rating employees against each other versus against the expectations of the job description and goals.
• Allowing biases to color performance evaluation
o Halo or Pitchfork – all dimensions of performance are rated the same as a single dimension that happened to leave an impression either favorably or unfavorably.
o Employee is just like me, or too different from me
o Belief that positive performance was attributable to circumstances beyond the employee’s control while negative performance was only attributable to aspects under their control.
• Unrealistic expectations – if expectations are seen as unachievable employee may stop trying. If expectations are too low they may not see a need to increase effort.
• All employees are rated the same. Individual contributions are not recognized, differences between employees are not recognized. No individual accomplishments or attributes are noted.
• Only recent performance is evaluated. The performance period is for the entire preceding year. Sometimes a supervisor will neglect to mention important performance factors that occurred in the beginning of the year. To avoid this, supervisors should maintain a management file and keep notes regarding the employee’s performance throughout the year.
Now, I think you know more about the performance evaluation process
• Rating employees against each other versus against the expectations of the job description and goals.
• Allowing biases to color performance evaluation
o Halo or Pitchfork – all dimensions of performance are rated the same as a single dimension that happened to leave an impression either favorably or unfavorably.
o Employee is just like me, or too different from me
o Belief that positive performance was attributable to circumstances beyond the employee’s control while negative performance was only attributable to aspects under their control.
• Unrealistic expectations – if expectations are seen as unachievable employee may stop trying. If expectations are too low they may not see a need to increase effort.
• All employees are rated the same. Individual contributions are not recognized, differences between employees are not recognized. No individual accomplishments or attributes are noted.
• Only recent performance is evaluated. The performance period is for the entire preceding year. Sometimes a supervisor will neglect to mention important performance factors that occurred in the beginning of the year. To avoid this, supervisors should maintain a management file and keep notes regarding the employee’s performance throughout the year.
Now, I think you know more about the performance evaluation process
Không có nhận xét nào:
Đăng nhận xét