1. Measuring Results and Behaviors: Overview
Measuring Behaviors

2. Measuring Results: Overview
Accountabilities
Objectives
Performance Standards

3. Key questions Where should each individual focus efforts?
What are the expected objectives?
How do we know how well the results were achieved?

4. Accountabilities
Broad areas of a job for which employee is responsible for producing results

5. Objectives
Statements of important and measurable outcomes

6. Performance Standards
Yardstick used to evaluate how well employees have achieved objectives

7. Determining Accountabilities
Collect information about job (Job Description)
Determine importance of task or cluster of tasks
% of employee’s time spent performing task
Impact on unit’s mission if performed inadequately
Consequences of error

8. Determining Objectives
Purpose: to identify
Outcomes
Limited number
Highly important
When achieved
dramatic impact on overall organization success

9. 10 Characteristics of Good Objectives
Specific and Clear
Challenging
Agreed Upon
Significant
Prioritized

10. 10 Characteristics of Good Objectives (continued)
Bound by Time
Achievable
Fully Communicated
Flexible
Limited in Number

11. Determining Performance Standards
Standards refer to aspects of performance objectives, such as:
Quality
How well the objective is achieved
Quantity
How much, how many, how often, at what cost
Time
Due dates, schedule, cycle times, how quickly

12. Standards must include:
A verb
The desired result
A due date
Some type of indicator
Quality and/or
Quantity

13. Good Performance Standards: 6 Characteristics
Related to Position
Concrete, Specific, Measurable
Practical to Measure
Meaningful
Realistic and Achievable
Reviewed Regularly

14. Measuring Behaviors: Overview
Identify competencies
Identify indicators
Choose measurement system

15. Identify Competencies
Measurable clusters of KSAs
Knowledges
Skills
Abilities
That are critical in determining how results will be achieved

16. Types of Competencies Differentiating Threshold
Distinguish between superior and average performance
Threshold
Needed to perform to minimum standard

17. Identify Indicators Observable behaviors
Used to measure extent to which competencies are present – or not

18. Necessary Components for Describing Competencies
Definition
Description of specific behaviors
When competency demonstrated
When competency not demonstrated
Suggestions for developing the competency

19. Comparative Systems Simple rank order Alternation rank order
Paired comparisons
Forced distribution

20. Choose Measurement System
Comparative system
Compares employees with each other
Absolute system
Compares employees with pre-specified performance standard

21. Advantages of Comparative Systems
Easy to explain
Straightforward
Better control for biases and errors found in absolute systems
Leniency
Severity
Central tendency

22. Disadvantages of Comparative Systems
Rankings may not be specific enough for
Useful feedback
Protection from legal challenge
No information on relative distance between employees
Specific issues with forced distribution method

23. Absolute Systems Essays Behavior checklists Critical incidents
Graphic rating scales

24. Essays Advantage: Disadvantages:
Potential to provide detailed feedback
Disadvantages:
Unstructured and may lack detail
Depends on supervisor writing skill
Lack of quantitative information; difficult to use in personnel decisions

25. Behavior checklists Advantage: Disadvantage:
Easy to use and understand
Disadvantage:
Scale points used are often arbitrary
Difficult to get detailed and useful feedback

26. Critical incidents Kinds of measurement
Report of specific employee behavior
Allows focus on specific behavior
Very time-consuming
Examples of behavior illustrative of core competencies
Easier to use
Describes behavior desired

27. Graphic rating scales Clear meaning for each response category
Consistent interpretation by outside readers
Supervisor and employee should have same understanding of rating

28. Graphic rating scales: BARS improvement
Behaviorally Anchored Rating Scales (BARS)
Use critical incidents as anchors
Involves multiple groups of employees in development
Identify important job elements
Describe critical incidents at various levels of performance
Check for inter-rater reliability

29. Measuring Performance
Several types of methods
Differ in terms of:
Practicality (time and effort)
Usefulness (quantifiable)

30. Quick Review Measuring Results Measuring Behaviors
Identify accountabilities
Set objectives
Determine standards of performance
Measuring Behaviors
Identify competencies
Identify indicators
Choose measurement system