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Sample Completed Written Employee Performance Evaluation

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Sample Completed Written Employee Performance Evaluation Powered By Docstoc
					Performance Evaluation &
        Planning
                   Program Outline
I. TODAY’S MANAGEMENT EXPECTATIONS
    • Supervisors’ Accountability For Employee Performance
    • The Supervisor As Coach
    • What Does The Company Need From The Employment Relationship?
    • What Do Employees Really Want From The Employment Relationship?
II. PROBLEMS WITH PERFORMANCE MANAGEMENT PROGRAMS
     • Why Do Performance Appraisals?
III. QUALITIES OF A SUCCESSFUL PROGRAM
      • Top Level Support
      • Involvement
      • Training
      • Accountability
IV. DESIGNING THE PERFORMANCE MANAGEMENT PROGRAM
     • Performance Management System Philosophy & Objectives
     • Job Descriptions
     • Five Steps To Managing Performance
     • The Supervisor’s Most Valuable Resource
     • SMART Objectives
V. MONITORING THE PERFORMANCE SYSTEM FOR RESULTS
 TRADITIONAL MANAGEMENT
 Planning
     Define Goals for Future Performance
     Determine Tasks Needed to Meet Goals
     Determine Available Resources

 Organizing
     Assign Identified Tasks
     Allocate Needed Resources

 Leading
     Inspire Employees to Achieve Goals

 Controlling
     Monitor Employee Activities to Assure Progress
ENHANCEMENTS TO TRADITIONAL
       MANAGEMENT

 Decentralized Decision Making
 Flexible, Skilled & Involved Workforce
 Increased Sensitivity in Work
  Relationships
SUPERVISORS’ ACCOUNTABILITY FOR
    EMPLOYEE PERFORMANCE
Supervisors’ Job Description - Supervise
  the Work of Other Employees:
     Set Objectives
     Hire Employees
     Train Employees
     Assign Tasks to Employees (Delegate)
     Measure Performance of Employees
     Reward/Discipline Employees
    SUPERVISORS’ RESPONSIBILITIES

 Meet Their Own Performance Objectives
 Maintain Accurate and Timely Records of Employee
     Performance Throughout the Appraisal Period
 Complete the Forms Used in Appraising Employees
    and Return Them to HR on time
 Maintain Their Knowledge and Understanding of
     the Performance Appraisal Process
 Review Appraisals Together With Employees
   THE COMPANY WANTS...
 Maximum Employee Productivity
 Employees to Focus on Organization’s Objectives
 Employees to Take Responsibility for Their
     Performance
 Management to Understand How to Manage
     Performance Effectively
 Coaching, Counseling and/or Discipline for Poor
     Performers
 Protection From Legal Liability
 An Objective Basis for Development, Compensation
  and Rewards
    Coaching, Instead of “Managing” or
“Supervising” Is a Key Concept for Achieving
             Top Performance
  (Management is often one-way; coaching is two-way,
 with the coach and the employee constantly giving and
                  receiving feedback)


Supervisors Become Coaches When They Use
Feedback on a Continuous Basis to Reinforce
 Positive Behavior or Counsel Employees to
  Correct Actions That Do Not Further the
            Organization’s Goals
DYNAMICS OF COACHING

  Be There For Them

  Give Them What They
    Really Want
  Reward Them With Ownership
BE THERE FOR THEM!




   (Will They Be There for You?)
75% of respondents in a study
 of employee communications
     indicated that internal
 communication has a positive
     influence on employee
          performance.
(Conducted in 1991by William M. Mercer, Inc. for the Council of Communications

                                  Management)
  The Supervisor is the Link
Between Top Management and
         Employees
     Keeping Employee
 Communications “up front”
  and honest helps to build
employee morale, contribute to
company loyalty, and increase
        productivity
     List the Kinds of Things
     Employees Need to Know
   __________________________________
   __________________________________
   __________________________________
   __________________________________
   __________________________________
   __________________________________
   __________________________________
    INCREASE EMPLOYEE
      ENVOLVEMENT!
 Encourage activities that make employees
  feel more participative in the business.
 Reward people who learn more about their
  jobs, new trends, solve problems, and are
  willing to make changes.
 Employees who feel empowered are far less
  likely to become chronically absent or quit.
 GIVE EMPLOYEES
WHAT THEY REALLY
      WANT
What Do Employees Want
 From the Employment
     Relationship?

  From research entitled, ”2001Randstad North American Employee Review”
HOW DO EMPLOYEES DEFINE SUCCESS IN
             THE WORKPLACE?
      Being Trusted to Get the Job Done
      Opportunity to Do the Type of Work I Want
      Power to Make Decisions That Affect Their Own Work
      Finding a Company Where I Want to Work a Long
       Time
      Getting Raises
      Having Flexibility
      Many Different Job Options & Opportunities
      Getting Promotions
      Getting Praise & Recognition
      Managing (Leading) Other People
      Gaining Seniority
      Having Power to Make Decisions That Affect the
       Whole Organization


               (2001Randstad North American Employee Review)
            MATURE WORKERS
               (Age 55-69)
Overall, mature workers view themselves as "contributors,"
 while viewing their employers as a "benevolent master."
 Their greatest psychological need is "respect" and their
   overriding workplace characteristic is "dedication."
       BABY BOOMERS
               (Age 36-54)


Baby boomers are "adaptable" and in need
of "appreciation." They view employers as
"partners" while striving to be "recognized
               employees.”
                    GEN X-ERS
                         (Age 21-35)


Gen X-ers are "realists" in need of "security." The volatile
   nature of the new economy drives them to perceive
 employers as "terminators," while they view themselves
              as "employees with a future."
                GEN Y-ERS
                  (Under Age 21)

 Gen Y-ers see themselves as "entrepreneurs" and
their employers as "providers." They are in need of
      "attention" while remaining "cautiously
            optimistic" about the future.
1
    2   3   4   5
                    6   7   8   9
                                    10 11 12
  For All Employees, Most
    Important is TRUST
…even more than money or title
REWARD WITH
 OWNERSHIP
OPPORTUNITY TO BELONG
 Make them feel like members of the “Club”
 Ask for their ideas, suggestions for problem-solving
 Challenge them with new tasks, assignments,
     projects
 Involve them in setting performance criteria
 Encourage self-evaluation of their performance
 Work together to set performance objectives
          The
DYNAMICS OF PERFORMANCE
     MANAGEMENT

   BEING THERE
   GIVING EMPLOYEES WHAT THEY
       REALLY WANT
   REWARDING WITH OWNERSHIP
    Problems With Performance
       Appraisal Programs

 Inadequately Defined Standards of Performance
 Sketchy or Ambiguous Performance Documentation
 Inadequate Time Allotment for the Discussion
 Supervisor Bias in Judging Performance
 Reliance on Gut Feelings; Lack of Objectivity
 Lack of Timeliness of Performance Reviews
 Lack of Employee Involvement
Why Do Performance Appraisals?
  To Let Employees Know Where They Stand
       And To Give Them Feedback
  As A Basis For Compensation And Rewards
  As A Basis For Individual Training And
       Performance Improvement
  As A Basis For Career Planning
  As A Basis For Business Planning
  To Document HR Decisions, Placement,
       Promotions And Discipline
FIVE STEPS TO MANAGING
     PERFORMANCE
 Set Goals (Objectives) With Employee
 Monitor His/Her Performance
 Correct Performance Problems
 Compare Performance To Expected
   Results
 Reward or Take Corrective Action
 SET GOALS WITH THE
     EMPLOYEE
  Set S.M.A.R.T. Objectives & Clear
      Standards of performance
  Remember - Timing is Everything!
Determining Performance Criteria
 What are our organization’s goals?
 What are the key indicators of our success?
 How are these measured?
 What duties do you (the employee) perform to
    assure that our goals are met?
 How well must you perform them for the
    organization to meet its goals?
 What knowledge or skills must you have in order
    to accomplish your tasks?
 What goals should you set for the next
    performance period?
  MONITOR EMPLOYEE
    PERFORMANCE
 Base Performance Measures on S.M.A.R.T.
     Objectives and Clearly Defined Standards
 Be Sure Performance Measures Are Job-
     related
 Personally and Publicly Praise Good Work
 Personally and Privately Criticize Mistakes
 Keep a Written Record of Each Performance
    event in Your File or Log
The Supervisor’s Most Valuable
          Resource
THE EVENT FILE OR LOG - A confidential
file folder or notebook locked in your desk
containing notes documenting each
performance event (both positive & negative)
during the performance period.
Following discussion with the employee, each
note should include: Date, Time, Brief
Description and Results of Event; signed by
you.
  CORRECT PERFORMANCE
      PROBLEMS
 Provide Guidance and Counseling for Poor
  Performers
 Show Employees Examples of How Their
  Work Does Not Meet the Standards
 Have Measurement Documentation
     Available
 Make Sure You Have Documented Each
  Time You Have Spoken to Employees About
  Their Performance in Your Event File or Log
Most Employees Want To Perform
          Well, But...
   They may not know the rules
   They may not have clear goals
   They may lack confidence
   They may have limited ability
   They may be poorly trained
   They may not have the right equipment
   They may have limited communication
   They may be distracted by personal problems
 COMPARE PERFORMANCE
  TO EXPECTED RESULTS
 Assess Performance Objectively
 Describe Specific Performance Events in
  Support of Each Rating
 Determine Whether Performance Objectives
  Have Been Met
It’s the Job of the Supervisor to
   Help Employees Eliminate
these Obstacles to Performance
 REWARD OR TAKE
  CORRECTIVE ACTION
 Recommend Appropriate Pay Increase
  Based on Salary Guidelines
 Promote the Employee to a New Position
  in the Career Path
 Invoke the Company’s Progressive
  Discipline Procedures
Then...
 SET NEW GOALS
  Establish New Performance Objectives
  Set New Personal Development
      Objectives to Improve Performance

                   Set S.M.A.R.T.
 Remember:             Objectives
          THE RESULT?

The employee will know what he/she must:

         Continue Doing
            Stop Doing
           Start Doing
SMART OBJECTIVES
   SPECIFIC
   MEASURABLE
   ATTAINABLE (Yet
   Stretching)
   REALISTIC
   TIMELY
SPECIFIC
The objective is written in words, which are
Precise in their meaning, not ambiguous.

 EXAMPLE:

 Poor - "[Employee] will learn to use the PC.”

 Better - "[Employee] will learn EXCEL to the extent that
  he/she can format, input data, enter formulas, save and
  print an error-free spreadsheet showing monthly expense
  analysis over one fiscal year."
MEASURABLE
The objective is quantified and qualified. It
answers the questions: How Many? How Well?

 EXAMPLE:

 Poor - "[Employee] will attend department meetings and
  present a report.”

 Better - "[Employee] will attend each monthly department
  meeting and present at least two separate one-hour
  presentations, designed to inform department members of
  new developments in his or her specialty, during the 2004
  fiscal year."
ATTAINABLE, YET
STRETCHING
The employee can meet the objective, but he/she
MUST exceed past performance level.

EXAMPLE:

Poor - "[Employee] will generate no less than his/her
 1998 quarterly average of contacts by April 1, 2004."

Better - "[Employee] will exceed his/ her 2003 average
 monthly new doner contact volume of 15 by 5% with
 an interview rate of at least 10% during the six months
 period ending July 1, 2004.
REALISTIC
The objective is not too hard, not too easy. It is
renegotiable should conditions change.

 EXAMPLE:

 Poor - "[Employee] will not be absent from work for any
  reason during the next 12 month performance period."

 Better - "[Employee] will not exceed 5 absences for illness
  over the 12 month calendar year ending December 31,
  2004. All absences over 3 must be verified by a
  physician's written statement."
TIMELY
The objective is created with a definite time span
identified. It is self-liquidating.

   EXAMPLE:

   Poor - "[Employee] will complete a market analysis.

   Better - "[Employee] will perform a six-month market
    analysis by September 30, 2003, culminating in a written
    report of findings.
    Write A S.M.A.R.T. Objective
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
PERFORMANCE
MANAGEMENT
      

Implementation
     Steps
   Organizational Success Factors
 Top-level Executive Support
 Involvement at All Levels in the Organization
 Flexibility to Meet Changing Market and
  Strategic Objectives
 Training of Managers and Supervisors
 Clear Communication to Employees
 Defined Accountability for Program
  Administration and Maintenance
Performance Management System
         Design Steps
   Set Program Philosophy & Objectives
   Choose an appropriate appraisal method
   Develop complete and accurate job descriptions
   Determine performance criteria: goals, job
        standards
   Design procedures and forms
   Train supervisors
   Communicate appraisal process to employees
   Monitor the program for continuous
        improvement
         Performance Management System
PHILOSOPHY & OBJECTIVES
    Supports the company’s goals while providing employee
     career growth. A collaborative, continuous process of
       coaching employees, evaluating performance for
          improvement and support of pay decisions.

• Means of measuring employee job performance
• Fair and objective evaluation of performance
• Basis for identifying training needs
• Provide rewards and recognition for good
      performance - support the pay program
• Help employees focus on Company goals
COMMON APPRAISAL METHODS
   Global essays and ratings
   Organizational records
   Critical incidents
   Behaviorally anchored rating scales (BARS)
   Multi-rater systems (360 Degree)
   Objectives and goal-setting procedures
   Trait rating
   Peer ranking
      Develop Job Descriptions
 For All Jobs, At All Levels
 Determine Best Job Analysis Method: Interview,
      Direct Observation, or Questionnaire
 Involve All Employees in the Process
 Indicate Essential Duties & Responsibilities
 Include Job Specifications & Relevant
      Compensable Elements
 Include ADA Compliance Elements
 Final Drafts Approved by Management
 Supervisors Review Them With Employees
 When a Job Changes, Job Description Must Be
     Updated
 Apply Process for All Newly Established Jobs, as
     well
   DESIGNING THE APPRAISAL
           FORMS
 KISS - keep them simple!
 Allow space for objective-setting and recording of
      results
 Allow plenty of space for written support for ratings
 Provide space for employee comments
 Include a process for establishing an overall rating
 Provide signature lines for: employee, supervisor,
      next management level and HR
 Set procedures for record retention and
      dissemination
DOCUMENT THE PROCESS
…To Assure Permanence and Consistency
The Performance Appraisal Process
   Forms Distributed By Human Resources:
       Employee Self-Appraisal Form
       Performance Appraisal Form
   Supervisor-Employee Meeting:
       Give Self-Appraisal Form to Employee to Do
       Set Appraisal Meeting Date and Time
   Employee Completes Self-Appraisal
       Forward Completed Form to Supervisor
   Supervisor Completes Performance Appraisal
       Meets With Employee to Discuss Review
       Forward Completed Form to HR
Employee Self-Appraisal Form
 Encourage the employee to rate him/her self
    Support each rating with specific instances

 In completing the form, ask the employee to:
    Evaluate how well objectives were met

    Suggest new objectives to be accomplished

    Suggest personal development objectives

    Evaluate the supervisor’s communication &

     cooperation
    Suggest how the supervisor can assist in

     improving the employee’s performance
 Performance Assessment Form
 Employee Performance Summary:
   List the employee’s objectives on the form

   Indicate the results of each

   Indicate the weight assigned to each

   Rate each using the rating code

   Multiply the weight by the rating

   Total the column and divide by 100 to get a total

    rating for this section
 Rate the employee on each of the factors
   Support each rating with specific instances

 Average A & B ratings to determine total
 Performance Objectives Form
 In preparation for the new performance period, ask
  objective-setting questions
 List up to five employee performance objectives
    Be sure they are SMART objectives

    At lease one should be a personal development

     objective
 Indicate weight for each: total equals 100%
 Indicate expected completion dates
 Write any relevant comments below
 Both supervisor & employee sign the form
     MONITORING THE
  PERFORMANCE PROGRAM
 Monitor Effectiveness of Supporting Comments
 Track the Timeliness of Performance Appraisal Events
 Perform Rating Distribution Analysis
 Track Employee Ratings Over Time - Analyze Trends
 Identify Variations in Ratings by Performance Criteria
 Recognize Differences in Ratings by Raters (In the case of
       multi-rater systems)
QUESTIONS
   &
ANSWERS
   HUMAN RESOURCES
     MANAGEMENT
    ASSOCIATES, INC.
“Helping You Manage Your Most Important Asset”


… looks forward to the opportunity to help you
achieve your organization’s strategies and goals
      through effective Human Resource
                Management.

                www.hrma.com
       PAY AS A MOTIVATOR
Pay must be directly related to job tasks
Pay must be based on understood and agreed-upon
     criteria
Pay must be based on actual performance
Pay must be timely related to performance
There must be perceived differences in pay related to
     performance
There must be perceived adequacy of actual pay
                            Perceived Appropriateness
                            and Understanding of Pay
                                     Criteria
                                                        Perceived Adequacy of
                             Perceived Accuracy of               Pay
 Perceived Pay of Others     Performance Appraisal      System Administration
     Inside - Outside

   Actual Pay Received       Perceived Adherence to
                                   Pay Policies
                             Policies and Procedures
                                                                     PAY SATISFACTION
  Perceived Pay History
                              Perceived Amount of
Perceived Comparative Job        Pay Received
Demands and Personal Job
          Inputs
                                                         Perceived Equity of
                                                        Amount of Pay Received
 Perceived Pay of Others
     Inside - Outside
                            Perceived Amount of Pay
                                      that
Perceived Financial Needs      Should be received
   Family Obligations
    Other Obligations


   Perceived Financial
  Condition of Employer     DETERMINANTS OF
 Perceived Non-Monetary
        Outcomes            PAY SATISFACTION
              Salary Guideline Matrix
                        (Sample)

                         Position in
                         Pay Grade
Performance      Min. ___________________________ Max.
  Rating            1       2        3     4       5
     5            6.00% 5.50% 5.00% 4.50% 4.00%

    4            5.00% 4.50% 4.00% 3.50% 3.00%

    3            4.00% 3.50% 3.00% 2.50% 2.00%

    2            1.50% 0.50% 0.00% 0.00% 0.00%

    1            0.00% 0.00% 0.00% 0.00% 0.00%
                 Compensation Program
             Pay For Performance
                             Pay Range
Minimum------------------------------------------------------->Maximum


       Employees can influence their advancement
        through the range by doing their jobs well.
      Good performance is the key to increased pay.

				
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Description: Sample Completed Written Employee Performance Evaluation document sample