UnderstandingPerformance Appraisals       copyright© 2012 CPE HR, Inc. All rights reserved
Your HostLinda Robinson, PHR        Training & Development Manager, CPEhr        20+ years of HR and managerial         ...
Why Appraisals? Measures      performance against      previously clearly defined goals             Reduces discriminati...
When to Conduct Appraisals The first evaluation: 30-90 days Annually on anniversary date PIP “Mini” appraisals        ...
How To Prepare Starts                        with the job description              Defines basic qualifications         ...
Measuring Performance Basic  job standards Individual performance standards Department goalscopyright© 2012 CPE HR, Inc...
Effort, Results, Knowledge Effort- measures HOW work is done and  involves observation and documentation of  behavior Re...
Criteria Checklist•   Job Knowledge•   Attendance•   Communication (oral/written)•   Interpersonal Skills•   Dependability...
Gathering the Facts Ongoing                             process by managers:       Observations       Communications  ...
Objective and Specific Use facts, not opinions Focus on behavior as it applies to job  performance and company policy B...
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 shipmentproblem by reviewing all incidents and  talking to shipping personnel...
Fact or Opinion?“Maria is an employee I can counton. She has the potential to go far”           copyright© 2012 CPE HR, In...
Be Specific Vague: “I really like the way you handle the  phones.” “You could do a better job” Specific: “When you answ...
Rating Systems Numerical rating                                      scales   Quantitative Descriptive                 ...
Pitfalls Most  recent events Halo/Horn effect Similar to me/different than me Competitive rating Leniency error/centr...
Preparation:                   The Employee’s Role Self             evaluation       2 weeks in advance       Sense of ...
Preparation:                              The Manager’s Role Review  pertinent records and material Ask other managers a...
Legalities Considerations Communicate                                      job expectations from the very  beginning Kee...
Honesty is the Best Policy      Rebecca has four employees. Jan      generally does outstanding work, Cindy      does good...
Honesty   (cont.)      John’s work gets worse, not better and      Rebecca finally gets fed up and fires him. A      month...
Honesty   (cont.)      Cindy finds out that Art, doing the same      quality of work as she has done,      receives an “ex...
Opening Comments Establisha relaxed, professional  meeting and get to the point Explain how the interview will proceed ...
Joint Assessment For a satisfactory performance, offer  praise and point out a few areas in which  there could be improve...
Appraisals Are Teamwork Together go over goals from last  evaluation-what has been achieved? Determine whether goals hav...
Setting New Goals Realistic,                                       measurable, observable               Specific steps t...
Closing the Meeting Summarize   what you and the employee have agreed upon--BE CLEAR!   Target goals and dates   Sign t...
Special Situations The            employee who is failing              This should not be a surprise              Encou...
Special Situations       (cont.) The                  angry employee              Diffuse employee—allow to vent        ...
Special Situations   (cont.) The             employee who wants too much               Discuss compensation            ...
Common Mistakes Spending  more time on performance  appraisal than on performance  PLANNING or ongoing performance  commu...
Common Mistakes Believing                                  a rating form is objective and  impartial Cancelling or postp...
The Next Step… Measure  and observe Communicate Motivate Coach and mentor Document We WANT our employees to succeed!c...
Remember…     PeopleWANT to know where they stand   They will make great effort to improve IF       they understand what...
HRCI Credit Program   ID: ORG_PROGRAM - 127441 Title: Understanding Performance  Appraisals Start Date: October 25, 201...
Presented by:         Linda Robinson, PHRTraining & Development Manager      lrobinson@cpehr.com          310-270-9806   C...
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Understanding Performance Appraisals

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

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Understanding Performance Appraisals

  1. 1. UnderstandingPerformance Appraisals copyright© 2012 CPE HR, Inc. All rights reserved
  2. 2. Your HostLinda 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
  3. 3. 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 rewardcopyright© 2012 CPE HR, Inc. All rights reserved
  4. 4. When to Conduct Appraisals The first evaluation: 30-90 days Annually on anniversary date PIP “Mini” appraisals  Always documentcopyright© 2012 CPE HR, Inc. All rights reserved
  5. 5. How To Prepare Starts with the job description  Defines basic qualifications  Describes minimum expectations  Establishes goalscopyright© 2012 CPE HR, Inc. All rights reserved
  6. 6. Measuring Performance Basic job standards Individual performance standards Department goalscopyright© 2012 CPE HR, Inc. All rights reserved
  7. 7. 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 knowledgecopyright© 2012 CPE HR, Inc. All rights reserved
  8. 8. Criteria Checklist• Job Knowledge• Attendance• Communication (oral/written)• Interpersonal Skills• Dependability• Planning & Organization• Initiative copyright© 2012 CPE HR, Inc. All rights reserved
  9. 9. 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
  10. 10. Objective and Specific Use facts, not opinions Focus on behavior as it applies to job performance and company policy Be specific in observationscopyright© 2012 CPE HR, Inc. All rights reserved
  11. 11. Fact or Opinion? “Tom has a bad attitude”copyright© 2012 CPE HR, Inc. All rights reserved
  12. 12. Fact or Opinion?“Sam tried to solve the late shipmentproblem by reviewing all incidents and talking to shipping personnel, truck drivers, and customers” copyright© 2012 CPE HR, Inc. All rights reserved
  13. 13. Fact or Opinion?“Maria is an employee I can counton. She has the potential to go far” copyright© 2012 CPE HR, Inc. All rights reserved
  14. 14. 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
  15. 15. Rating Systems Numerical rating scales  Quantitative Descriptive rating scales  Qualitative MBO BARScopyright© 2012 CPE HR, Inc. All rights reserved
  16. 16. Pitfalls Most recent events Halo/Horn effect Similar to me/different than me Competitive rating Leniency error/central error Cultural noise “Old-timer” biascopyright© 2012 CPE HR, Inc. All rights reserved
  17. 17. 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
  18. 18. 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 placecopyright© 2012 CPE HR, Inc. All rights reserved
  19. 19. 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 languagecopyright© 2012 CPE HR, Inc. All rights reserved
  20. 20. 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 - Satisfactorycopyright© 2012 CPE HR, Inc. All rights reserved
  21. 21. 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
  22. 22. 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
  23. 23. Opening Comments Establisha relaxed, professional meeting and get to the point Explain how the interview will proceed Encourage participationcopyright© 2012 CPE HR, Inc. All rights reserved
  24. 24. 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 effectivecopyright© 2012 CPE HR, Inc. All rights reserved
  25. 25. 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 understandcopyright© 2012 CPE HR, Inc. All rights reserved
  26. 26. 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 uponcopyright© 2012 CPE HR, Inc. All rights reserved
  27. 27. 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
  28. 28. 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 consequencescopyright© 2012 CPE HR, Inc. All rights reserved
  29. 29. 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 solutionscopyright© 2012 CPE HR, Inc. All rights reserved
  30. 30. Special Situations (cont.) The employee who wants too much  Discuss compensation  Should never be expected  Must demonstrate ability  Make no promises  Discuss future growth plancopyright© 2012 CPE HR, Inc. All rights reserved
  31. 31. 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 blamecopyright© 2012 CPE HR, Inc. All rights reserved
  32. 32. 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 appraisalscopyright© 2012 CPE HR, Inc. All rights reserved
  33. 33. 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
  34. 34. 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 motivatorcopyright© 2012 CPE HR, Inc. All rights reserved
  35. 35. 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: GeneralCopyright © 2012 CPE HR, Inc. All rights reserved
  36. 36. Presented by: Linda Robinson, PHRTraining & Development Manager lrobinson@cpehr.com 310-270-9806 Copyright © 2012 CPE HR, Inc. All rights reserved

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