OH 9-1 Evaluating Employee Performance Human Resources Management and Supervision OH 9-1

OH 9-2 Evaluating employees Purpose Compares employee performance against standards Discuss strengths & opportunities for improvement Usually tied to compensation: wages, salary, merit increases & bonuses Basis for decisions regarding training/coaching Employee’s immediate supervisor is responsible for preparing and conducting the evaluation

OH 9-3 Evaluating employees Who should do the evaluation: Employee’s immediate supervisor is responsible for preparing and conducting the evaluation When should the evaluation be done: Done Regularly As needed to discuss employee performance Minimum 1 time/year Where and how: One on one meeting Quite, private space, no interruptions Objective as possible

OH 9-4 Obstacles to Effective Performance Evaluations Unskilled supervisors Ineffective forms Inadequate procedures Infrequent evaluation Fear of unfairness Failure to follow up

OH 9-5 Obstacles to Effective Performance Evaluations Fear of offending employees: When evaluating an unsatisfactory performer, concentrate on criticizing the poor performance, not the employee When evaluations are tied to compensation, employees often challenge supervisors. Make sure that the goals set are measurable (observable), keep accurate records, give frequent feed back during evaluation period

OH 9-6 Common Performance Evaluation Errors Recency – Remember recent or “Best” Past-anchoring errors: tie to past performance Halo errors: One trait “raises” employee, evaluate all areas fairly Leniency errors: More lenient than deserve Severity errors: To Severe Central Tendency: Score everyone in the middle

OH 9-7 Absolute Standards Methods of Evaluating Performance Critical Incidents: Supervisor keeps a “diary” of incidents that indicate acceptable job performance Weighted Checklist: Develop checklists of tasks, each is weighted to represent “good” and “bad” Forced Choice: Requires the supervisor to select one statement (among several) that describes performance. Excellent, Above Average, Average, Below Average, Unacceptable Graphic Rating Scale: Rank employees on a 1-10 scale: Behaviorally Anchored Rating Scale: Rate employees on a scaled continuum.

OH 9-8 Management by Objectives – M.B.O. Goals are set with the employee. Strategies for training, coaching, etc. are built into the plan. Next evaluation compares goals reached with goals originally set. New goals and strategies for attaining them are set from the next evaluation period.

OH 9-9 Before the Evaluation Session Review the previous evaluation Share previous evaluation with employee Complete a first draft of a new evaluation Schedule a time and place for the session Prepare by focusing on the results you want to achieve List questions to ask Focus on improved performance and further improvements

OH 9-10 During the Evaluation Session Create a friendly, relaxed atmosphere Conduct the evaluation and note agreements/disagreements Get feedback from employee Focus on performance, not on personalities Take notes on important issues Clarify your expectations Have the employee sign the evaluation End on a professional note

OH 9-11 After the Evaluation Session Review your notes and add to them Complete forms/route copies Give employee a copy of the evaluation Follow up with appropriate coaching Discuss important issues with your own supervisor

OH 9-12 Information Required on Employee Evaluations Evaluation should include: Name of Employee Date Current Position Evaluation date: From – To Job Specific goals Standard performance standards Comment space, supervisor & employee Total rating Follow-up or action Signature of both supervisor & employee

OH 9-13 Timing for Employee Evaluations Consistent Procedure for Evaluation: Timing for evaluation: 90 days, 6 months, annually On anniversary date, hire date in position, first of the year – all employees, etc. What is tied to evaluation: compensation, training plan, developmental plan