Teamwork Performance Evaluation

							Performance Evaluation
        Time
What is the performance
evaluation process?

   “A Waste of Time”
           w
   “Required at Most
      Companies”
       Source: About.com: Management
Why spend time evaluating
performance?
   Legal & policy compliance
   Performance management
   Productive work relationships
   Positive employee morale
   Retention of valued employees
   Informed decisions by managers
   Encourage career development
What is effective performance
evaluation?
   Backward-glancing, yet forward
    focused
   A learning opportunity
   Increased communication
   A collaborative process
   An opportunity to build trust
   Establishment of clear expectations
What is effective performance
evaluation?
   Direct, constructive feedback
   A vehicle to reinforce good
    performance
   Accurate comparative data
   Reinforcement of departmental &
    organizational goals
   A process that fosters a spirit of
    cooperation & teamwork
What is not effective
performance evaluation?
   One-sided conversations
   Maintenance of status quo
   A time to surprise employees
   Conflict avoidance
   Drop the grenade & run
So What?
The results of ineffective evaluation…
   Failure to address performance
    issues that can impact employee and
    organizational effectiveness.

   Insufficient documentation of poor
    performance or unmet expectations.

   Failure to drive discussion of
    personal and professional
    development opportunities.
So What?
The results of ineffective evaluation…

   Rewards "average" employees while
    de-motivating high performers.

   Provides organizations with limited
    means to identify employees with
    potential.

    From “Opportunities in Performance Evaluation”
          by Lin Grensing-Pophal, July 2005
The Evaluation Process

1)   Identify unit goals and objectives
2)   Identify employee goals and
     objectives
3)   Analyze and describe jobs
4)   Set expectations
5)   Analyze performance
6)   Review with HR administration
7)   Conduct performance conversation
The Ratings
1 = Does not meet expectations/Needs
    Improvement
       Consistently performs below job requirements; continual
        performance at this level may result in termination from
        employment
2 = Sometimes Meets Expectations
3 = Meets Job Expectations/Fully Effective
       Consistently embodies the values of the Medical Center;
        a valued employee
4 = Sometimes Exceeds Expectations
       Example: special projects, interim duties taken on
5 = Consistently Exceeds/Role Model
       Provides an example to which other Medical Center
        employees can aspire
Example: “Employee
communicates in a timely manner
with co-workers.”
   1 [Needs improvement] = employee fails to
    return phone calls or email messages
   2 = answers phone calls and messages
    inconsistently, often a week later
   3 [Fully effective] = answers voice mail and
    email messages within 3 days
   4 = answers messages within one day
   5 [Role Model] = answers messages within
    hours
        BSD Merit Strategy
Review each employee, asking:
     Right Person?
     Right Job?
     Fairly Paid?
     Criteria Used?
     Likely to stay another fiscal year?
Right Person?

Does the employee possess the:

    Skills
    Performance

    Training



appropriate to the role?
Right Job?


Is the job:
   Properly constructed?
   Balanced in regard to workload?
   Appropriate within department?
Fairly Paid?
   If union, does the pay comply with
    contractual provisions?
   Is there equity compared to similar
    jobs within the section?
   Is there equity compared to similar
    jobs within the department?
   Where is salary relative to the
    midpoint of the range vs.
    qualifications for the role?
When it’s all said & done, your
employees should understand:
   How their performance is helping the
    department achieve its goals
   How their performance compares to
    others in the group
   The strengths and weaknesses they
    bring to their role
   What you will expect them to focus
    on in the coming year
   What they need to do to improve
    their performance or get promoted
Looking forward…

   Consideration of a unified process
    that will comply with the policies of
    the medical center
   Requirement of honest, consistent
    ratings
   Integration of individual goals and
    objectives
   Implementation of employee self-
    evaluation tool
Things to keep in mind…

   Bell Curve
    -   Normal distribution relative to
        other employees within in the
        section

   Pareto’s Principle: 80/20 Rule
    - 80% Meet Expectations
    - 20% Under/Over Expectations
Things to keep in mind…

   BSD Target for Start Date:
       Planning should begin February 1

   Due dates:
       HR Admin Review: March 24
       BSD Submission: April 1
       UHRM Submission: April 15