• Prepared by: EVALUATING Ancel Lopez & Nielzen Joy Melo EMPLOYEEPERFORMANCE(Paul J. Jerome)
The Performance Management Cycle planning coaching evaluating
The Performance Management Cycle • Position description : define the responsibility of a job and include evaluation measurements • Performance Objectives: define individual objectives for which the employee will be held accountable,Planning in addition to the Position Description phase • Performance action Plan: explain how these objectives will be achieved.
The Performance Management Cycle •The agreed upon performance plans areCoaching implemented here phase
The Performance Management Cycle •Throughout the process you’re also documenting how yourEvaluating team members are phase doing
• Provides a way to describe your team members have performed on the job, and how they improve their performance in the future so that all will benefit. • It also provides opportunity to Purpose of mutually develop work objectives and ways to achieve themPerformance • It provides documentation to Evaluation support all personnel decisions (e.g., promotions, salary adjustments, terminations, etc.)
• Introductory Performance Evaluation • - conducted between 1 to 6 months after an employee ‘s hire date to determine if the employee is a match for the job. • Annual Performance Evaluation • - are what everyone usually get so Types of worked up about. This formalPerformance annual documentation of performance highlights or lowlights Evaluation strongly influences personnel decisions and ends up in a special employee file.
• Special Performance Evaluation • - similar to annual performance, except they’re conducted to an “as-needed” basis at the request of the teal leader or member. Usually these Types of evaluations supportPerformance employment status changes. Evaluation • Corrective Actions • - often called “reprimands”, these evaluations are a form of progressive discipline.
• Feedback Sessions • - an informal evaluation of on-the- job performance that take place during the day-to-day coaching process between team leaders and members. Types of • Status ReportsPerformance • - periodic (e.g., weekly, monthly, quarterly) progress reports that are Evaluation typically submitted to management to document key individual and team performance highlights.
• Performance will improve by redirecting undesirable behaviours through constructive feedback, and can be maintained and leveraged by reinforcing desirable behaviours through recognition and rewards. • Provides an opportunity to buildBenefits of strong working relationships between you and your team members EEP • Team members’ roles and responsibilities can be clarified, esp., those areas you consider strengths or those that need improvement.
• Plans can be created to develop team members’ performance in current assignments and prepare them for additional assignments • finally, performance evaluations become historical documents thatBenefits of can later support personnel decisions (e.g., promotions, EEP demotions, transfers, compensation adjustments, terminations, etc. )
Performance Evaluation Model Describe Conduct Collect Develop and andand select and review document summarize
•Gather information from as many resources as necessary •Brainstorm descriptions Collect of performance and select •Choose substantive data to record
•Describe performance with “the write stuff” •Connect behaviours, impacts, and examples Describe following “the 2.5 and rule” •Fit descriptions intodocument your form
•Identify opportunities for employee growth •Draft employee development profilesDevelop to enhance and performance •Seek support from your review organization
•Create a comfortable environment •Share highlights to build understanding Conduct and appreciation and •Finalize commitments and collaborate towardsummarize mutual goals
•Corrective action must be uniform and progressive, so that all employees in an organization knowCorrective what to expect Actions •Also known as ‘discipline’
• Step 1 Verbal Counseling • Step 2 Verbal Warning Standard • Step 3 Written Reprimandprocess for • Step 4 Suspension (optional) • Step 5 TerminationCorrective Actions
• First, describe the “Areas of Needed Improvement” --- what your team member is doing, the undesirable impacts from his behaviour, and examples. • Next, discuss alternative behaviours for the employee, you, and theirs to take to redirect hisStep 1: Verbal current behaviour and reach desirable results. Solicit and Counseling respond to your team member’s concern and suggestions. • Last, summarize key steps for you and your team member to take, and schedule a review session.
• Follow all the suggestions in step 1. Then inform the team member that due to unrepeated undesirable behaviour. • Ask the employee for any reasons for the lack of behavioural change.Step 2: Verbal • Note the dates, times, and key discussion points of this meeting Warning in your own file. Offer a copy of your notes to the team member. Give a verbal update to the next level of management and Human Resources.
• Your verbal and written communications should mirror one another. • The performance evaluation you write should have “2.5 rule” descriptions of team members’ Step 3: behaviour. • Follow all the suggestions in Step Written 1 and Step 2. then develop aReprimand written reprimand with the assistance of the next level of management and Human Resources.
• Following a lack of improvement and/or serious allegations (e.g., accusations of theft), the employee may be suspended from work without pay as disciplinary action, to allow for Step 4: further investigation. • This step is usually approve by HRSuspension in advance, and involves organization-specific steps, (optional) considerations and forms.
• Always consult to a senior management, HR, and legal counsel before proceeding with a termination of employment. • Again your organization will have Step 5: specific steps, considerations, and forms. Follow them.Termination
• Performance Evaluation is... An ongoing, interactive process, not a form of an annual meeting • Focused consistently and objectively on performance behaviours, not the person • A shared and participative process of documenting pastSummary performance and exploring future potential. • A helpful and necessary tool to reinforce or redirect performance