Understanding Performance Appraisals

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					     Understanding
Performance Appraisals




       copyright© 2012 CPE HR, Inc. All rights reserved
                                                     Your Host

Linda Robinson, PHR
        Training & Development Manager, CPEhr
        20+ years of HR and managerial
         experience in hospitality, food & beverage,
         gaming and manufacturing industries
  copyright© 2012 CPE HR, Inc. All rights reserved
                                       Why Appraisals?
 Measures      performance against
      previously clearly defined goals
             Reduces discrimination and bias
 Provides productive coaching
   Confirms company goals and employee’s

    value
   Allows employee to grow through new goals


 Provides                                    an opportunity to reward
copyright© 2012 CPE HR, Inc. All rights reserved
          When to Conduct Appraisals

 The first evaluation: 30-90 days
 Annually on anniversary date
 PIP
 “Mini” appraisals
              Always document



copyright© 2012 CPE HR, Inc. All rights reserved
                                       How To Prepare

 Starts                        with the job description
              Defines basic qualifications
              Describes minimum expectations
              Establishes goals

copyright© 2012 CPE HR, Inc. All rights reserved
                  Measuring Performance

 Basic  job standards
 Individual performance standards
 Department goals
copyright© 2012 CPE HR, Inc. All rights reserved
              Effort, Results, Knowledge
 Effort- measures HOW work is done and
  involves observation and documentation of
  behavior
 Results- measures WHAT work is done and
  involves documentation of results
 Knowledge- measures specific knowledge
  gained and involves documentation of
  application of gained knowledge
copyright© 2012 CPE HR, Inc. All rights reserved
           Criteria Checklist
•   Job Knowledge
•   Attendance
•   Communication (oral/written)
•   Interpersonal Skills
•   Dependability
•   Planning & Organization
•   Initiative     copyright© 2012 CPE HR, Inc. All rights reserved
                           Gathering the Facts

 Ongoing                             process by managers:
       Observations
       Communications
       Reports and paperwork
            •Signed documentation in files
            •Recognition documented and placed in
             employee files
  copyright© 2012 CPE HR, Inc. All rights reserved
                     Objective and Specific

 Use facts, not opinions
 Focus on behavior as it applies to job
  performance and company policy
 Be specific in observations

copyright© 2012 CPE HR, Inc. All rights reserved
                                             Fact or Opinion?


                     “Tom has a bad attitude”



copyright© 2012 CPE HR, Inc. All rights reserved
        Fact or Opinion?

“Sam tried to solve the late shipment
problem by reviewing all incidents and
  talking to shipping personnel, truck
        drivers, and customers”
            copyright© 2012 CPE HR, Inc. All rights reserved
       Fact or Opinion?

“Maria is an employee I can count
on. She has the potential to go far”

           copyright© 2012 CPE HR, Inc. All rights reserved
                                                   Be Specific
 Vague: “I really like the way you handle the
  phones.”
 “You could do a better job”


 Specific: “When you answer the phones you
  are always polite and speak clearly.”
 “The phone is to be answered by the second
  ring” (and then give reasons)
copyright© 2012 CPE HR, Inc. All rights reserved
                                           Rating Systems
 Numerical rating                                      scales
   Quantitative


 Descriptive                                      rating scales
   Qualitative


 MBO
 BARS
copyright© 2012 CPE HR, Inc. All rights reserved
                                                   Pitfalls

 Most  recent events
 Halo/Horn effect
 Similar to me/different than me
 Competitive rating
 Leniency error/central error
 Cultural noise
 “Old-timer” bias
copyright© 2012 CPE HR, Inc. All rights reserved
                       Preparation:
                   The Employee’s Role

 Self             evaluation
       2 weeks in advance
       Sense of teamwork
       Sense of “control”


  copyright© 2012 CPE HR, Inc. All rights reserved
                                 Preparation:
                              The Manager’s Role

 Review  pertinent records and material
 Ask other managers and supervisors for
  their opinions—if appropriate
 Notify employee of time and place

copyright© 2012 CPE HR, Inc. All rights reserved
                  Legalities Considerations


 Communicate                                      job expectations from the very
  beginning
 Keep up-to-date job descriptions
 Give employees the opportunity to note their
  comments on their evaluations
 Make no promises/watch your language
copyright© 2012 CPE HR, Inc. All rights reserved
                  Honesty is the Best Policy
      Rebecca has four employees. Jan
      generally does outstanding work, Cindy
      does good work, Art does good work and
      John is well below average. At review
      time she rates them as:
      Jan - Outstanding                            Cindy - Good
      Art - Excellent                              John - Satisfactory
copyright© 2012 CPE HR, Inc. All rights reserved
                                                   Honesty   (cont.)



      John’s work gets worse, not better and
      Rebecca finally gets fed up and fires him. A
      month later he files a lawsuit. His lawyer
      says that Rebecca fired John because he is
      over 40 and that Rebecca’s reason stated is
      a pretext.
          Can Rebecca prove her decision to fire
                        John?
copyright© 2012 CPE HR, Inc. All rights reserved
                                                   Honesty   (cont.)




      Cindy finds out that Art, doing the same
      quality of work as she has done,
      receives an “excellent” rating at his
      review, while she only receives “good”.

     How do you think this will impact Cindy’s
              future performance?
copyright© 2012 CPE HR, Inc. All rights reserved
                                 Opening Comments


 Establisha relaxed, professional
  meeting and get to the point
 Explain how the interview will proceed
 Encourage participation
copyright© 2012 CPE HR, Inc. All rights reserved
                                         Joint Assessment

 For a satisfactory performance, offer
  praise and point out a few areas in which
  there could be improvement, if any
 For differences of opinion, try to reach
  some level of agreement with the
  employee
 Employee must “own” all aspects of the
  evaluation for it to be effective
copyright© 2012 CPE HR, Inc. All rights reserved
                   Appraisals Are Teamwork

 Together go over goals from last
  evaluation-what has been achieved?
 Determine whether goals have changed
  along the way
 Have employee clarify any statements
  you don’t understand
copyright© 2012 CPE HR, Inc. All rights reserved
                                        Setting New Goals

 Realistic,                                       measurable, observable
               Specific steps to take to improve or build
               How much improvement is expected
               Options if problems occur
               Time frame (other than next review)
 Mutually                                         agreed upon
copyright© 2012 CPE HR, Inc. All rights reserved
                          Closing the Meeting

 Summarize   what you and the employee have
 agreed upon--BE CLEAR!
   Target goals and dates

   Sign the form

   Thank the employee and express your

    desire to work with the employee to achieve
    these new goals
  copyright© 2012 CPE HR, Inc. All rights reserved
                                         Special Situations

 The            employee who is failing
              This should not be a surprise
              Encourage the employee to talk
              Clarify expectations
              Set goals for success (PIP)
              Clearly define consequences
copyright© 2012 CPE HR, Inc. All rights reserved
                          Special Situations       (cont.)




 The                  angry employee
              Diffuse employee—allow to vent
              Remain calm, don’t take criticisms
               personally
              Use facts and specifics only
              Coach for solutions

copyright© 2012 CPE HR, Inc. All rights reserved
                               Special Situations   (cont.)




 The             employee who wants too much
               Discuss compensation
               Should never be expected
               Must demonstrate ability
               Make no promises
               Discuss future growth plan

copyright© 2012 CPE HR, Inc. All rights reserved
                                Common Mistakes

 Spending  more time on performance
  appraisal than on performance
  PLANNING or ongoing performance
  communication
 Comparing employees to each other
 Forgetting appraisal is about
  improvement, not blame
copyright© 2012 CPE HR, Inc. All rights reserved
                                    Common Mistakes

 Believing                                  a rating form is objective and
  impartial
 Cancelling or postponing meetings
 Thinking that all employees and all jobs
  should be assessed in the same way
  with the same procedure
 Surprising employees during appraisals
copyright© 2012 CPE HR, Inc. All rights reserved
                                The Next Step…

 Measure  and observe
 Communicate
 Motivate
 Coach and mentor
 Document
 We WANT our employees to succeed!
copyright© 2012 CPE HR, Inc. All rights reserved
                                                   Remember…

     PeopleWANT to know where they stand
   They will make great effort to improve IF
       they understand what is expected
     Consistent guidance as they strive to
       accomplish the goals is important
   Appreciation of their efforts is a powerful
                    motivator
copyright© 2012 CPE HR, Inc. All rights reserved
                                                    HRCI Credit

 Program   ID: ORG_PROGRAM - 127441
 Title: Understanding Performance
  Appraisals
 Start Date: October 25, 2012
 End Date:     October 25, 2012
 Recertification Credit Hours Awarded: 1.0
 Specified Credit Hours: General

Copyright © 2012 CPE HR, Inc. All rights reserved
                       Presented by:


         Linda Robinson, PHR
Training & Development Manager
      lrobinson@cpehr.com
          310-270-9806
   Copyright © 2012 CPE HR, Inc. All rights reserved

				
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Description: Understand the importance of conducting timely performance appraisals, what to do and what not do.