Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse at Long Island Jewish Medical Center (L.I.J.M.C.) nearly 12 years ago, performance reviews were conducted using a 10-page paper form that asked managers to score her on qualities like "leadership" or "respectfulness." "They were very subjective," says Ms. Giraldo, who is now a nurse manager in the intensive-care unit at L.I.J.M.C. She was often graded on intangibles like how well she worked with others, which Ms. Giraldo says were important but open to interpretation. But three years ago her hospital implemented a new computer-based performance system that broke her job description down into quantifiable goals such as to keep infection rates for her unit low and patient-satisfaction scores high. When review time came, the discussion didn't dwell on how she had performed-either she had hit the goals or she hadn't. It's the same sort of hard-facts review system that many organizations in the U.S. are adopting. And it's changing the way companies and professionals view success and how to get ahead in a career. Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way that better separates top performers from underachievers. According to Hewitt Associates, 10% of managers and 11% of other employees are now judged based solely on the results they achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such as demonstrating corporate values or showing leadership, up from 7% and 8% , respectively, five years ago. Nearly a third of professionals at an executive level are evaluated based solely on results, up from a little more than a fifth in 2005. In the North Shore-LI Health System, the old, subjective evaluations had led to the corporate equivalent of grade inflation, say officials. The chance of eaming a good score was almost guaranteed," says loseph Cabral, chief human resources officer of the health system, which has 15 hospitals and 42,000 employees in New York and Long Island. Now, rather than a subjective score from a manager, nurse performance is directly judged by how high patient-satisfaction scores are, One key reason the hospital system changed its performance reviews: By October, many insurers plan to pay hospitals for care based in part on patient satisfaction-which will be collected by surveys after patients are discharged. If the North Shore-LD Health System's scores had stayed where they were, Mr. Cabral estimates the change would have cost it at least $55 million annually. The new performance management system at the Long Island Jewish Medical Center (L.I.J.M.C.) was specifically designed to address which of the following problems with traditional performance reviews? Traditional performance reviews are unfair to minorities. Managers cannot complete traditional performance reviews on time. Ratings of employee traits are not effective measures of performance. Performance reviews shoul.

1. Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse at Long
Island Jewish Medical Center (L.I.J.M.C.) nearly 12 years ago, performance reviews were
conducted using a 10-page paper form that asked managers to score her on qualities like
"leadership" or "respectfulness." "They were very subjective," says Ms. Giraldo, who is now a
nurse manager in the intensive-care unit at L.I.J.M.C. She was often graded on intangibles like
how well she worked with others, which Ms. Giraldo says were important but open to
interpretation. But three years ago her hospital implemented a new computer-based performance
system that broke her job description down into quantifiable goals such as to keep infection rates
for her unit low and patient-satisfaction scores high. When review time came, the discussion
didn't dwell on how she had performed-either she had hit the goals or she hadn't. It's the same
sort of hard-facts review system that many organizations in the U.S. are adopting. And it's
changing the way companies and professionals view success and how to get ahead in a career.
Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way
that better separates top performers from underachievers. According to Hewitt Associates, 10%
of managers and 11% of other employees are now judged based solely on the results they
achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such
as demonstrating corporate values or showing leadership, up from 7% and 8% , respectively, five
years ago. Nearly a third of professionals at an executive level are evaluated based solely on
results, up from a little more than a fifth in 2005. In the North Shore-LI Health System, the old,
subjective evaluations had led to the corporate equivalent of grade inflation, say officials. The
chance of eaming a good score was almost guaranteed," says loseph Cabral, chief human
resources officer of the health system, which has 15 hospitals and 42,000 employees in New
York and Long Island. Now, rather than a subjective score from a manager, nurse performance is
directly judged by how high patient-satisfaction scores are, One key reason the hospital system
changed its performance reviews: By October, many insurers plan to pay hospitals for care based
in part on patient satisfaction-which will be collected by surveys after patients are discharged. If
the North Shore-LD Health System's scores had stayed where they were, Mr. Cabral estimates
the change would have cost it at least $55 million annually. The new performance management
system at the Long Island Jewish Medical Center (L.I.J.M.C.) was specifically designed to
address which of the following problems with traditional performance reviews? Traditional
performance reviews are unfair to minorities. Managers cannot complete traditional performance
reviews on time. Ratings of employee traits are not effective measures of performance.
Performance reviews should not include self-evaluations. Which of the following problems
might occur with the new performance appraisal system at L.I.M.M.C.? Check all that apply.
Objective ratings, such as infection rates, might be influenced by something outside of the stalf's
control. Patient satisfaction ratings might be influenced by something that is not reloted to a
particular employee. The new standards are more subjective and less quantifiable than the old
standards. Patients who feel they received very good or very poor care are more likely to
complete surveys than other patients. Now answer several questions about performance apprasal
and employee development more generally. Erors, such as stereotyping, are more - likely to
occur when managers evaluate employees based on the specific traits and charactenstics they.
possess. The behaviorally anchored rating scale performance appraisal system thies to improve
performance ratings by forcing manegers to: Compare employees Rate employees based on
intuition Rate employces based on their actions, not their traits Include informotion from a wide
vanety of sources in the The behaviorally anchored rating scale performance appraisal system
tries to improve performance ratings by forcing managers to: Compare employees Rate

2. employees based on intuition Rate employees based on their actions, not their traits Include
information from a wide varicty of sources in their reviews Emergency medical tectinicians
(EMIs) not only need medical skills, they also have to work in high.stress situations. Which
training method would be best for training EMIs on content and context? Role:playing Assigned
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