The document discusses performance management and employee recognition. It covers initial expectations setting, ongoing performance feedback, annual reviews, and performance appraisals. It emphasizes providing specific feedback, addressing behaviors, and recognizing successes to encourage repeated good performance. It highlights the importance of recognition for motivating employees, improving productivity and retention. Some examples of deserving recognition include exceeding expectations or suggesting improvements.
This document discusses performance appraisal. It defines performance appraisal as evaluating individual job performance as a basis for personnel decisions. It notes that performance appraisal is important because it encourages employees to maintain desired behavior knowing their performance is monitored. The key processes in performance appraisal are establishing standards, setting goals, measuring performance, comparing to standards, discussing results with employees, and taking corrective action. The document also outlines various appraisal methods and sources, as well as common errors and how to overcome them.
Performance appraisal is a systematic process of evaluating an employee's work performance and potential. It involves establishing performance standards, communicating them to employees, measuring actual performance against the standards, and providing feedback. The objectives of performance appraisal include making compensation, promotion, training and development decisions. Common methods include essay evaluations, checklists, rating scales, forced choice, and management by objectives. Multiple raters and 360-degree feedback can also be used.
This document discusses performance management and appraisal in organizations. It describes performance management as the process of setting employee goals, developing skills, appraising performance, and rewarding employees based on their contributions. The key aspects of performance management include defining goals and expectations, conducting performance appraisals, and providing feedback interviews. The document outlines several methods for appraising performance, such as rating scales, rankings, and setting objectives. It also notes some challenges in ensuring appraisals are fair, accurate, and legally defensible.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
The document discusses various aspects of performance appraisals including common methods like rating scales and narratives, potential rater biases, best practices for effective appraisals, and characteristics of an effective performance appraisal process such as using job-related criteria and open communication between raters and employees. Performance appraisals are formal evaluations of employee job performance against standards with the goal of identifying development areas and providing feedback to improve performance.
Rewarding Employees for their efforts and inputs is a sure shot way to increase employee motivation and morale.An effective performance appraisal is a balanced finely tuned system that ensures a Win-Win situation to both the employer and the employee. Here are the basics decoded.
The document discusses various methods of performance appraisal used to evaluate employees. It describes past-oriented methods like rating scales, checklist methods and forced choice methods. Future-oriented methods discussed include management by objectives, psychological appraisal, assessment centers, and 360-degree feedback. Key factors measured in performance appraisals are listed as job knowledge, quality and quantity of work, initiative, and dependability. The purposes of performance appraisal are identified as communication of performance, training and development, and determining effectiveness of HR programs.
This document provides information about performance appraisal. It discusses the objectives, process, methods, and errors of performance appraisal. It also covers topics like job evaluation, organizational strategies related to appraisal, psychological appraisal and assessment centers. Different analytical and non-analytical methods of job evaluation are described along with the process of employee classification. The document is presented by Group 3 and contains an outline and explanations of key areas regarding performance appraisal.
This document discusses performance appraisal. It defines performance appraisal as evaluating individual job performance as a basis for personnel decisions. It notes that performance appraisal is important because it encourages employees to maintain desired behavior knowing their performance is monitored. The key processes in performance appraisal are establishing standards, setting goals, measuring performance, comparing to standards, discussing results with employees, and taking corrective action. The document also outlines various appraisal methods and sources, as well as common errors and how to overcome them.
Performance appraisal is a systematic process of evaluating an employee's work performance and potential. It involves establishing performance standards, communicating them to employees, measuring actual performance against the standards, and providing feedback. The objectives of performance appraisal include making compensation, promotion, training and development decisions. Common methods include essay evaluations, checklists, rating scales, forced choice, and management by objectives. Multiple raters and 360-degree feedback can also be used.
This document discusses performance management and appraisal in organizations. It describes performance management as the process of setting employee goals, developing skills, appraising performance, and rewarding employees based on their contributions. The key aspects of performance management include defining goals and expectations, conducting performance appraisals, and providing feedback interviews. The document outlines several methods for appraising performance, such as rating scales, rankings, and setting objectives. It also notes some challenges in ensuring appraisals are fair, accurate, and legally defensible.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
The document discusses various aspects of performance appraisals including common methods like rating scales and narratives, potential rater biases, best practices for effective appraisals, and characteristics of an effective performance appraisal process such as using job-related criteria and open communication between raters and employees. Performance appraisals are formal evaluations of employee job performance against standards with the goal of identifying development areas and providing feedback to improve performance.
Rewarding Employees for their efforts and inputs is a sure shot way to increase employee motivation and morale.An effective performance appraisal is a balanced finely tuned system that ensures a Win-Win situation to both the employer and the employee. Here are the basics decoded.
The document discusses various methods of performance appraisal used to evaluate employees. It describes past-oriented methods like rating scales, checklist methods and forced choice methods. Future-oriented methods discussed include management by objectives, psychological appraisal, assessment centers, and 360-degree feedback. Key factors measured in performance appraisals are listed as job knowledge, quality and quantity of work, initiative, and dependability. The purposes of performance appraisal are identified as communication of performance, training and development, and determining effectiveness of HR programs.
This document provides information about performance appraisal. It discusses the objectives, process, methods, and errors of performance appraisal. It also covers topics like job evaluation, organizational strategies related to appraisal, psychological appraisal and assessment centers. Different analytical and non-analytical methods of job evaluation are described along with the process of employee classification. The document is presented by Group 3 and contains an outline and explanations of key areas regarding performance appraisal.
L14 performance management and appraisalJags Jagdish
The document discusses key concepts in performance management including performance management, performance appraisal, and their definitions. It outlines the purpose of performance appraisal as clarifying objectives, motivating employees, identifying strengths and weaknesses, and more. Traditional and modern methods of performance appraisal are described such as graphic rating scales, forced distribution, behavioral anchored rating scales, and 360 degree feedback. Problems with performance appraisal like subjectivity and focus on symptoms rather than causes are also mentioned. Key result areas and key performance areas are defined.
This document discusses performance appraisals. It defines performance appraisals as the systematic evaluation of employee performance and abilities for growth. The objectives of appraisals are to determine compensation, identify strengths/weaknesses, provide feedback, and review training programs. Advantages include promoting employees, determining compensation, developing employees, validating selection processes, motivating employees, and improving communication. The document outlines the performance appraisal process and various methods used, such as rating scales, checklists, forced choice, and behavioral anchored rating scales. It also discusses future-oriented methods like management by objectives and 360-degree feedback. The document notes common problems with appraisals and how to appraise manager performance.
The document outlines the objectives and key aspects of conducting performance evaluations for supervisors and mid-level managers. It discusses establishing clear goals and objectives, observing and documenting performance, providing ongoing feedback, using different evaluation models such as formal, 360-degree, or competency-based appraisals, rating performance in categories such as goals, duties, skills, and relationships, and ensuring supervisors and evaluators are properly trained in conducting effective evaluations. The overall purpose is to improve communication, measure and develop performance, and link evaluations to compensation, advancement, and retention decisions.
This document discusses performance appraisal, which it defines as the systematic, periodic, and impartial evaluation of an employee's job performance and potential. It describes the objectives, process, techniques, and essential elements of performance appraisal. Some key points covered include: the goals of performance appraisal include assessing work efficiency, career development, communication, and organizational objectives; the process involves establishing standards, measuring performance, comparing to standards, and corrective actions; and techniques range from traditional methods like graphic scales and critical incidents to modern approaches like 360-degree feedback and behavioral anchored rating scales. Advantages are identified as employee development and use in promotion decisions, while limitations include rater errors and biases.
This document discusses the characteristics of an effective performance appraisal system. It defines performance appraisal as a process by which an employee's job performance is evaluated against standards, the results are documented, and feedback is provided. Performance appraisals are used to determine training needs, promotions, demotions, retention, or termination. Key characteristics include being relevant to job performance, acceptable to all parties, practical and unambiguous, reliable and consistent, able to differentiate performance levels objectively, having clear objectives, valid and reliable data, well-defined performance criteria, economical and time efficient, and including follow-up discussions.
The checklist method is used to rate employee performance. A checklist contains statements describing job characteristics and behaviors. The rater indicates whether an employee's behavior for each statement is positive or negative. The employee's performance is rated based on the number of positive checks. There are three types of checklists - simple, weighted, and forced choice. A simple checklist contains yes/no questions. A weighted checklist assigns different weights to traits like attendance, quality of work, and interpersonal skills. A forced choice checklist provides options to choose from for each trait.
The document discusses performance appraisals. It notes that performance appraisals serve three main purposes: as a basis for rewards, identifying development needs, and validating other HR processes. It defines performance as doing a job effectively and efficiently with minimal disruptions. The appraisal process involves establishing standards, communicating expectations, measuring performance, comparing to standards, discussing with employees, and taking corrective action if needed. Performance is measured through personal observation, reports, and written evaluations. Factors like involvement, constructive attitudes, goal-setting, and job awareness are important for effective appraisals. Common appraisal methods include essays, checklists, rating scales, and management by objectives. The summary concludes by discussing factors that can distort app
The document provides an overview of staff performance appraisals, including why they are conducted, the performance appraisal cycle and form, tips for conducting appraisals, and contract requirements for addressing unsatisfactory work performance. Performance appraisals are used to communicate expectations and feedback, identify training needs, and improve employee performance. The performance cycle involves setting expectations, ongoing feedback, and reviewing performance against expectations. The appraisal form is used to formally evaluate performance against established standards. Contract requirements mandate attempts to correct unsatisfactory work through a corrective action plan before termination can occur.
Principles of Management - Performance Appraisal methodsemralddenin
This document discusses various methods for performance appraisal in organizations. It describes methods such as confidential reports, essay evaluation, critical incidents, checklist methods, behaviorally anchored rating scales, graphic rating scales, and management by objectives. For each method, it provides details on the process, advantages, and disadvantages.
This document provides an overview of performance management best practices. It discusses setting clear performance standards and goals, providing regular feedback, and using a performance management calendar. The agenda includes defining key terms like job factors, goals, and performance standards. It also addresses reducing biases in evaluations and sample performance logs, forms, and a management calendar. Quizzes are included to check understanding of topics like conducting annual reviews, providing ongoing feedback, and addressing unsatisfactory performance.
Performance appraisals assess an employee's performance in a systematic way to help with development. They measure factors like quality, quantity, skills, and more. Performance appraisals have evolved over time from early studies breaking down tasks to more modern methods like 360-degree feedback. Traditional methods focus on ratings and rankings but have limitations like bias, while newer approaches emphasize goals and behavioral observations. The objectives are to review, provide feedback, identify training needs, and help management and employees.
This document discusses performance appraisal and management. It defines performance appraisal as measuring and assessing an employee's job performance, while performance management integrates appraisal with other HR systems to align employee work with organizational goals. The key functions of appraisal are employee development through goal-setting and feedback, and administrative uses like determining rewards. Effective appraisal systems are valid, reliable, free from bias, and practical. Performance can be measured by results, behaviors, or traits, with results and behaviors usually being most appropriate. Common appraisal methods include objective metrics, subjective ratings scales, and management by objectives. Evaluators should have opportunity and ability to observe performance, as well as motivation to provide an accurate evaluation.
Performance management involves systematically evaluating employee job performance and providing feedback to improve performance. It includes performance appraisals that measure performance relative to standards, as well as developmental feedback. Effective performance management benefits employees through improved performance, fairness, and motivation. It also provides administrative benefits to organizations and legal protections when implemented properly.
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It has several objectives, including providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, identifying training needs, aiding in career planning, improving communication, and developing relationships. The process involves establishing performance standards, communicating them, measuring actual performance, comparing to standards, and providing feedback. It benefits both employees and organizations by improving performance, motivation, and development opportunities. Multiple methods can be used, including essays, checklists, ratings scales, and management by objectives.
This document discusses performance appraisals and provides information on various aspects of the performance appraisal process. It begins by defining performance appraisal and outlining some key factors that influence employee performance such as motivation and ability. It then describes different methods that can be used for performance appraisals, including traditional methods like graphic rating scales and forced choice descriptions, as well as modern methods like behavioral anchored rating scales. The document also discusses the purpose, objectives, elements, guidelines, and obstacles of effective performance appraisals.
This document discusses performance appraisals and answers 8 questions about them. It explains that performance appraisals are used to evaluate an employee's job performance against quality, quantity, cost, and time metrics, typically by a manager or supervisor. They are used in many organizations and industries for purposes like determining raises, bonuses, promotions, training needs, and obtaining feedback. The document also outlines different methods for conducting performance appraisals, such as behavior observation scales, as well as advantages like goals/motivation and disadvantages like potential biases.
Performance appraisal (PA) is used to evaluate employee behavior and job performance both quantitatively and qualitatively. PA is used for compensation decisions like pay raises and promotions, as well as for training, development, and personal growth. The PA process involves establishing performance standards, measuring actual performance, comparing to standards, and taking corrective actions if needed. PA can appraise behaviors, objectives, and traits. Supervisors, peers, subordinates, and self-appraisals are common rating sources. Common individual PA methods include confidential reports, essays, critical incident techniques, checklists, graphic rating scales, and forced choice methods. Group methods include ranking, paired comparison, and forced distribution. Modern methods include human resource accounting, field reviews
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
L14 performance management and appraisalJags Jagdish
The document discusses key concepts in performance management including performance management, performance appraisal, and their definitions. It outlines the purpose of performance appraisal as clarifying objectives, motivating employees, identifying strengths and weaknesses, and more. Traditional and modern methods of performance appraisal are described such as graphic rating scales, forced distribution, behavioral anchored rating scales, and 360 degree feedback. Problems with performance appraisal like subjectivity and focus on symptoms rather than causes are also mentioned. Key result areas and key performance areas are defined.
This document discusses performance appraisals. It defines performance appraisals as the systematic evaluation of employee performance and abilities for growth. The objectives of appraisals are to determine compensation, identify strengths/weaknesses, provide feedback, and review training programs. Advantages include promoting employees, determining compensation, developing employees, validating selection processes, motivating employees, and improving communication. The document outlines the performance appraisal process and various methods used, such as rating scales, checklists, forced choice, and behavioral anchored rating scales. It also discusses future-oriented methods like management by objectives and 360-degree feedback. The document notes common problems with appraisals and how to appraise manager performance.
The document outlines the objectives and key aspects of conducting performance evaluations for supervisors and mid-level managers. It discusses establishing clear goals and objectives, observing and documenting performance, providing ongoing feedback, using different evaluation models such as formal, 360-degree, or competency-based appraisals, rating performance in categories such as goals, duties, skills, and relationships, and ensuring supervisors and evaluators are properly trained in conducting effective evaluations. The overall purpose is to improve communication, measure and develop performance, and link evaluations to compensation, advancement, and retention decisions.
This document discusses performance appraisal, which it defines as the systematic, periodic, and impartial evaluation of an employee's job performance and potential. It describes the objectives, process, techniques, and essential elements of performance appraisal. Some key points covered include: the goals of performance appraisal include assessing work efficiency, career development, communication, and organizational objectives; the process involves establishing standards, measuring performance, comparing to standards, and corrective actions; and techniques range from traditional methods like graphic scales and critical incidents to modern approaches like 360-degree feedback and behavioral anchored rating scales. Advantages are identified as employee development and use in promotion decisions, while limitations include rater errors and biases.
This document discusses the characteristics of an effective performance appraisal system. It defines performance appraisal as a process by which an employee's job performance is evaluated against standards, the results are documented, and feedback is provided. Performance appraisals are used to determine training needs, promotions, demotions, retention, or termination. Key characteristics include being relevant to job performance, acceptable to all parties, practical and unambiguous, reliable and consistent, able to differentiate performance levels objectively, having clear objectives, valid and reliable data, well-defined performance criteria, economical and time efficient, and including follow-up discussions.
The checklist method is used to rate employee performance. A checklist contains statements describing job characteristics and behaviors. The rater indicates whether an employee's behavior for each statement is positive or negative. The employee's performance is rated based on the number of positive checks. There are three types of checklists - simple, weighted, and forced choice. A simple checklist contains yes/no questions. A weighted checklist assigns different weights to traits like attendance, quality of work, and interpersonal skills. A forced choice checklist provides options to choose from for each trait.
The document discusses performance appraisals. It notes that performance appraisals serve three main purposes: as a basis for rewards, identifying development needs, and validating other HR processes. It defines performance as doing a job effectively and efficiently with minimal disruptions. The appraisal process involves establishing standards, communicating expectations, measuring performance, comparing to standards, discussing with employees, and taking corrective action if needed. Performance is measured through personal observation, reports, and written evaluations. Factors like involvement, constructive attitudes, goal-setting, and job awareness are important for effective appraisals. Common appraisal methods include essays, checklists, rating scales, and management by objectives. The summary concludes by discussing factors that can distort app
The document provides an overview of staff performance appraisals, including why they are conducted, the performance appraisal cycle and form, tips for conducting appraisals, and contract requirements for addressing unsatisfactory work performance. Performance appraisals are used to communicate expectations and feedback, identify training needs, and improve employee performance. The performance cycle involves setting expectations, ongoing feedback, and reviewing performance against expectations. The appraisal form is used to formally evaluate performance against established standards. Contract requirements mandate attempts to correct unsatisfactory work through a corrective action plan before termination can occur.
Principles of Management - Performance Appraisal methodsemralddenin
This document discusses various methods for performance appraisal in organizations. It describes methods such as confidential reports, essay evaluation, critical incidents, checklist methods, behaviorally anchored rating scales, graphic rating scales, and management by objectives. For each method, it provides details on the process, advantages, and disadvantages.
This document provides an overview of performance management best practices. It discusses setting clear performance standards and goals, providing regular feedback, and using a performance management calendar. The agenda includes defining key terms like job factors, goals, and performance standards. It also addresses reducing biases in evaluations and sample performance logs, forms, and a management calendar. Quizzes are included to check understanding of topics like conducting annual reviews, providing ongoing feedback, and addressing unsatisfactory performance.
Performance appraisals assess an employee's performance in a systematic way to help with development. They measure factors like quality, quantity, skills, and more. Performance appraisals have evolved over time from early studies breaking down tasks to more modern methods like 360-degree feedback. Traditional methods focus on ratings and rankings but have limitations like bias, while newer approaches emphasize goals and behavioral observations. The objectives are to review, provide feedback, identify training needs, and help management and employees.
This document discusses performance appraisal and management. It defines performance appraisal as measuring and assessing an employee's job performance, while performance management integrates appraisal with other HR systems to align employee work with organizational goals. The key functions of appraisal are employee development through goal-setting and feedback, and administrative uses like determining rewards. Effective appraisal systems are valid, reliable, free from bias, and practical. Performance can be measured by results, behaviors, or traits, with results and behaviors usually being most appropriate. Common appraisal methods include objective metrics, subjective ratings scales, and management by objectives. Evaluators should have opportunity and ability to observe performance, as well as motivation to provide an accurate evaluation.
Performance management involves systematically evaluating employee job performance and providing feedback to improve performance. It includes performance appraisals that measure performance relative to standards, as well as developmental feedback. Effective performance management benefits employees through improved performance, fairness, and motivation. It also provides administrative benefits to organizations and legal protections when implemented properly.
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It has several objectives, including providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, identifying training needs, aiding in career planning, improving communication, and developing relationships. The process involves establishing performance standards, communicating them, measuring actual performance, comparing to standards, and providing feedback. It benefits both employees and organizations by improving performance, motivation, and development opportunities. Multiple methods can be used, including essays, checklists, ratings scales, and management by objectives.
This document discusses performance appraisals and provides information on various aspects of the performance appraisal process. It begins by defining performance appraisal and outlining some key factors that influence employee performance such as motivation and ability. It then describes different methods that can be used for performance appraisals, including traditional methods like graphic rating scales and forced choice descriptions, as well as modern methods like behavioral anchored rating scales. The document also discusses the purpose, objectives, elements, guidelines, and obstacles of effective performance appraisals.
This document discusses performance appraisals and answers 8 questions about them. It explains that performance appraisals are used to evaluate an employee's job performance against quality, quantity, cost, and time metrics, typically by a manager or supervisor. They are used in many organizations and industries for purposes like determining raises, bonuses, promotions, training needs, and obtaining feedback. The document also outlines different methods for conducting performance appraisals, such as behavior observation scales, as well as advantages like goals/motivation and disadvantages like potential biases.
Performance appraisal (PA) is used to evaluate employee behavior and job performance both quantitatively and qualitatively. PA is used for compensation decisions like pay raises and promotions, as well as for training, development, and personal growth. The PA process involves establishing performance standards, measuring actual performance, comparing to standards, and taking corrective actions if needed. PA can appraise behaviors, objectives, and traits. Supervisors, peers, subordinates, and self-appraisals are common rating sources. Common individual PA methods include confidential reports, essays, critical incident techniques, checklists, graphic rating scales, and forced choice methods. Group methods include ranking, paired comparison, and forced distribution. Modern methods include human resource accounting, field reviews
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
The document discusses various aspects of talent development and performance management in organizations. It outlines the classic approach to talent development which includes performance management, talent reviews, potential assessments, training, stretch role assignments, and succession planning. It also discusses developing competency models and identifying individual development needs. The performance management cycle is described as involving objective setting, mid-year reviews, and annual performance appraisals where employee and supervisor agree on objectives and review achievements. The purpose of performance management is also summarized.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
The document summarizes key aspects of performance appraisals including:
- An overview of the current performance appraisal system including parts that evaluate achievements, overall rating, and annual goals.
- Guidance on completing performance appraisals including rating scales, reviewing job descriptions, and setting SMART goals.
- Common errors to avoid such as halo effects, leniency bias, and being unprepared.
- Tips for legal and effective performance appraisal meetings including focusing on behavior, being consistent and fair, and using appraisals as mentoring opportunities.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
Contents
Introduction.
Definition of controlling.
Control process and types of control.
Definition of performance appraisal.
The Purposes of a Performance Appraisal.
Who Performs the Appraisal?
What Makes an Effective Appraisal System?
Conducting an Effective Performance Appraisal Meeting.
Bias in Performance Appraisals.
The document provides guidance on effective goal setting for employees. It outlines the MyGoals tool, which allows employees to align their goals with business priorities and strategic initiatives. It discusses the importance of establishing SMART goals and provides tips for writing clear, measurable goals. The process for discussing goals with managers and getting feedback is also summarized.
The document provides guidance on how organizations can survive economic downturns through quality improvement. It recommends listening to customer needs, establishing strategic objectives, mapping key processes, measuring performance metrics, identifying issues and their causes, prioritizing the most important problems, involving employees, eliminating waste from processes, standardizing procedures, and demonstrating the business case for quality improvement. Quality improvement is presented as a way for organizations to adapt, change, improve performance and competitiveness, and ensure long-term survival during difficult economic times.
The document discusses various topics related to career management including the roles of employers, employees, and managers in career development. It defines key terms like career, career management, and career planning. It also describes traditional HR approaches focused on seniority versus more modern approaches focused on career development. Promotion decisions, transfers, and finding new jobs are also addressed.
Tying employee performance to compensation in a high involvement organizationbillmarkis
“Tying Employee Performance to Compensation in a High Involvement Organization”
I wrote a Google Knol and have lectured at California Power Exchange, at the “Training, Productivity and Development Regional Forum", at the International Maize and Wheat Improvement Center and to Cal Poly H.R. students.
Business Succession Planning PowerPoint Presentation Slides SlideTeam
This document provides an overview of succession planning for a company. It covers key topics such as identifying critical positions, assessing employee competency and potential, developing succession and career plans, managing ongoing processes, addressing roadblocks, and evaluating succession planning. Various templates and charts are presented, such as an employee assessment grid, succession plan flowchart, and tables for tracking succession planning tasks and backup candidates for key positions. The goal is to help ensure leadership sustainability and continuity within the organization.
This document summarizes a presentation on developing employee and organizational performance through performance appraisals and coaching. It discusses:
1) Linking performance appraisals and goal setting to coaching practices to improve employee performance, satisfaction, and retention.
2) Key elements of effective performance appraisal and coaching systems including feedback, clear expectations, and a continuous performance development cycle.
3) Barriers to performance management like inadequate manager skills and disconnect from organizational strategy.
Business Succession Planning Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Succession management is a basic piece of working together, regardless of how certain your future shows up. Along these lines, our expert designs have come up with Succession Planning PowerPoint Presentation of 24 slides to satisfy all your significant succession management need. This human resource planning PPT presentation deck features the different slides, for example, succession and career planning overview, identify the critical position, employee competency and assessment grid, planning metrics, risk of loss, the impact of loss, managing ongoing processes, roadblocks to succession and career planning and so forth. Succession planning can be a significant method to distinguish representatives who have the present abilities to create aptitudes that can enable them to climb on to different positions. Download this talent management & career planning PPT slideshow to recognize different zones of execution. Our succession planning PPT theme could be very useful for the human resources team. Your innings will be a glowing example for all due to our Business Succession Planning Powerpoint Presentation Slides. Be able to build a chequered career. https://bit.ly/3q91Qlf
The document discusses performance evaluation, including defining it as a process to measure an employee's work and results, listing its purposes such as providing feedback and determining training needs, and outlining the typical steps in conducting an evaluation such as setting standards, reviewing performance, and providing feedback.
The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
37. Employee Recognition Training for Supervisors Finally, the recognition I deserve!
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43. 80/20 Rule of Engagement Can’t Make It 10% Manager behavior – Don’t take time for these workers 80/20 Rule
44. 80/20 Rule of Engagement Can’t Miss 10% Manager behavior – spend too much time, over supported, favored employees 80/20 Rule
45. 80/20 Rule of Engagement Reachable Majority 80% Manager behavior – untouched employees, huge potential for development through coaching
46. 80/20 Rule of Engagement 10% 10% 80 % of Employees Mgmt behavior – Don’t have time for these Can’t Make It! Over -supported by mgmt Can’t Miss! Reachable Majority Untouched by Managers
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Editor's Notes
Welcome to Performance Improvement. Managing employee performance is the most important part of a managers job. A manager, by definition, does not get paid for what he does, but for what the employees who work for him do. Recognizing this, good managers do everything in their power to help employees succeed. Yet, even for successful managers, some employees are simply more difficult. Successful managers recognize that there are far fewer truly difficult employees than there are problematic behaviors. A managers job is not actually managing people, but managing peoples behavior within the restricted parameters of the business environment. Q: What percentage of recognition would you say is through the informal process of regular, frequent feedback? A: 80 % to 100 % For those who are on time …share “Improving Accountability ”
During this course, we will explore the following topics: Performance management, Initial exchange of expectations, Ongoing performance feedback, Annual reviews, Performance appraisals, and Employee recognition
A performance appraisal is an annual, formal, and documented event during which a supervisor provides an employee with a summary of his or her performance for the previous year. A performance appraisal is one of the tools that is utilized in performance management. SPEAKERS NOTES : Refer to … “ Performance Review Checklist” – something to help you and to share with your employees to make the annual appraisal a great experience. “ Documenting Your Accomplishments ” – for employees to track their own accomplishments or for managers to make notes for the next appraisal, Should employees do self appraisals? – “The Benefits of Self Appraisal” “ Performance Objectives ” - planning tool to use with employees to keep them focused and on track, “ Coaching Log ” - for supervisor’s note taking on employees conversations about what was discussed and “Performance Appraisal ” – for your annual formal appraisals HANDOUT: “ An Alternative Performance Appraisal” “ Take the Pain out of Conducting Employee Evaluations” in workbook
Performance management is a process that allows a supervisor and an employee the opportunity to manage the performance of the employee. Specifically, performance management addresses all the contributions the employee has made toward moving the tribe forward as well as their own progress fulfilling personal and professional development goals. A performance management process should be designed with the tribe’s needs, goals, and values in mind. Who is familiar with the Vision Statement of the Washoe Nation? Vision Statement of the Washoe Nation Preserving, reviving and living the Washoe culture and traditions Where respect for one another and tribal values promote our spiritual, physical and environmental wellness Where educational opportunities are available for all tribal members and descendants Where a solid economic foundation ensures self-sufficiency for tribal success Where responsive government promotes teamwork, professionalism and accountability On safe and secure tribal lands SPEAKER NOTES: Refer to “ Benefits of Performance Management”
Unlike a performance appraisal, performance management is a process and not a one-time event. Performance management includes the following components: Initial exchange of expectations , Ongoing performance feedback, Annual reviews , and Performance appraisals.
Unlike a performance appraisal, performance management is a process and not a one-time event. Performance management includes the following components: Initial exchange of expectations , Ongoing performance feedback, Annual reviews , and Performance appraisals.
An exchange of expectations should occur during the initial meeting between a new employee and a supervisor. The employee may be a new hire at the tribe or may have transferred from another department. The initial exchange of expectations should take place soon after the employee begins his or her new role. The purpose of the discussion relates to expectations for performance, objectives, and interpersonal relationships. The initial exchange of expectations should be a mutual exchange highlighting what the supervisor is expecting from the employee, as well as what the employee can expect from the supervisor. This dialogue will ensure that there are clear expectations prior to the employee’s first performance review. This allows the supervisor and employee relationship to begin with the same expectations.
During the initial exchange, expectations should be discussed and agreed on. When setting expectations, consider including the following components: The results or outcomes that the employee is expected to achieve The quality and quantity standards of the role; Performance expectations and the standard of the job, team, supervisor, and how the employee fits in; Expectations for personal and professional development; and The importance of the employee’s role to customers, tribal members, their team, and the overall organization.
The purpose of ongoing performance feedback is to provide a clear picture of the current reality of an employee’s performance. Ongoing performance feedback is required for employees to determine whether or how to adjust their behavior to meet expectations and goals. Ongoing performance feedback should be a give-and- take exchange that provides the employee with a clear picture of what behavior he was observed doing.
The purpose of ongoing performance feedback is to provide a clear picture of the current reality of an employee’s performance. Ongoing performance feedback is required for employees to determine whether or how to adjust their behavior to meet expectations and goals. Ongoing performance feedback should be a give-and- take exchange that provides the employee with a clear picture of what behavior he was observed doing. SPEAKERS NOTES : Refer to “Is the Way You’re Working Working?”
Supervisors provide ongoing feedback in an effort to help the development of an employees’ attendance, performance, and behavior. In addition, supervisors should solicit performance feedback from their employees in an effort to continue their own development. When providing ongoing performance feedback, supervisors should: Provide examples of specific , observed actions or behaviors without interpreting the employee’s intent; Focus on the present examples, not examples from the past; Remain calm and non- judgmental ; When delivering constructive feedback, make it a private conversation; and Address observable behavior that the employee can change.
Supervisors provide ongoing feedback in an effort to help the development of an employees’ attendance, performance, and behavior. In addition, supervisors should solicit performance feedback from their employees in an effort to continue their own development. When providing ongoing performance feedback, supervisors should: Provide examples of specific , observed actions or behaviors without interpreting the employee’s intent; Focus on the present examples, not examples from the past; Remain calm and non- judgmental ; When delivering constructive feedback, make it a private conversation; and Address observable behavior that the employee can change.
Contrary to misconceptions, ongoing performance feedback is not only meant to fix problem behavior. In fact, the most valuable opportunities for providing ongoing performance feedback are when employees have successes. Positive performance feedback increases the likelihood the behaviors that brought the success will be repeated because the employee was recognized. So increase the likelihood of repeated behavior. What gets rewarded gets done…what gets recognized gets repeated. Without ongoing performance feedback, directed to reinforce or eliminate behavior, employees may be uncertain about repeating behaviors or developing new ones, even if the supervisor wants the behaviors repeated. It is important to document ongoing performance feedback since it will assist the employee and the supervisor when conducting annual reviews and performance appraisals. Lastly, immediate feedback has the greatest impact because it allows the employee to understand what behavior is being observed. Although the feedback may need to be discussed in a private place, it doesn’t need to be scheduled in advance. When performance feedback cannot be given at the moment, provide it as soon as possible . Timeliness increases the effectiveness of the performance feedback for development purposes. SPEAKER NOTES: Refer to “ Performance Management Exercise #1 ” – Methods of ongoing performance feedback
Contrary to misconceptions, ongoing performance feedback is not only meant to fix problem behavior. In fact, the most valuable opportunities for providing ongoing performance feedback are when employees have successes. Positive performance feedback increases the likelihood the behaviors that brought the success will be repeated because the employee was recognized. So increase the likelihood of repeated behavior. What gets rewarded gets done…what gets recognized gets repeated. Without ongoing performance feedback, directed to reinforce or eliminate behavior, employees may be uncertain about repeating behaviors or developing new ones, even if the supervisor wants the behaviors repeated. It is important to document ongoing performance feedback since it will assist the employee and the supervisor when conducting annual reviews and performance appraisals. Lastly, immediate feedback has the greatest impact because it allows the employee to understand what behavior is being observed. Although the feedback may need to be discussed in a private place, it doesn’t need to be scheduled in advance. When performance feedback cannot be given at the moment, provide it as soon as possible . Timeliness increases the effectiveness of the performance feedback for development purposes. FACT : 80 – 100% of Recogniton is through informal and regular ongoing feedback SPEAKER NOTES: Refer to “ Performance Management Exercise #1 ” – Methods of ongoing performance feedback
Remember… if you want some type of behavior repeated the best rule of thumb is… What gets rewarded …gets done! What gets recognized …gets repeated !
Remember… if you want some type of behavior repeated the best rule of thumb is… What gets rewarded …gets done! What gets recognized …gets repeated !
The purpose of a annual review is to go over the expectations set in the initial exchange and monitor progress toward those expectations. The annual review is a formal event. Annual reviews allow supervisors and employees to monitor, track, and manage ongoing development and goal obtainment. Recommended components of the annual review include: Review the expectations of the employee and the job as discussed during the initial exchange of expectations, or the deliverables and goals discussed during the previous year’s performance appraisal, whichever is most recent ; Review any additional feedback that has been provided to the employee since the last formal performance management discussion; Discuss specific areas where performance has met or exceeded the expectation and areas that require future improvement; Develop action plans for ongoing development or performance improvements as needed; and Provide the employee with changes to the expectations of the role, if any, that were driven by a change in business needs, etc.
The purpose of a annual review is to go over the expectations set in the initial exchange and monitor progress toward those expectations. The annual review is a formal event. Annual reviews allow supervisors and employees to monitor, track, and manage ongoing development and goal obtainment. Recommended components of the annual review include: Review the expectations of the employee and the job as discussed during the initial exchange of expectations, or the deliverables and goals discussed during the previous year’s performance appraisal, whichever is most recent ; Review any additional feedback that has been provided to the employee since the last formal performance management discussion; Discuss specific areas where performance has met or exceeded the expectation and areas that require future improvement; Develop action plans for ongoing development or performance improvements as needed; and Provide the employee with changes to the expectations of the role, if any, that were driven by a change in business needs, etc.
If the appraisal process is so useful, maybe we should consider using it in our personal lives. Would we say something like this to our spouse or significant other… Dear (spouse), It is time for your annual performance appraisal. For the sake of our relationship and the well-being of the family unit, I want you to prepare for a discussion of your strengths and weaknesses and the ways you have fallen short of your goals for the year. ‘ Also, honey, I would like you to define some stretch goals for the coming year.’ Some people may feel performance appraisals are a waste of time and that they’re actively harmful to motivation and happiness at work. They aren’t …if they are done right. That’s why we’re here today. What is wrong with the way this one is done.
As stated earlier, a performance appraisal is an annual, formal, and documented event during which supervisors provide employees with summaries of their performances for the previous year. When the supervisor has shared ongoing feedback throughout the year, there shouldn’t be any surprises during the performance appraisal discussion. It’s common to overemphasize recent events and de-emphasize earlier ones when writing a performance review. This is a mistake . It should be balanced for the entire year’s events If an employee previously shined in his job and has lately had more trouble, the annual performance review should address both periods.
As stated earlier, a performance appraisal is an annual, formal, and documented event during which supervisors provide employees with summaries of their performances for the previous year. When the supervisor has shared ongoing feedback throughout the year, there shouldn’t be any surprises during the performance appraisal discussion. It’s common to overemphasize recent events and de-emphasize earlier ones when writing a performance review. This is a mistake . It should be balanced for the entire year’s events If an employee previously shined in his job and has lately had more trouble, the annual performance review should address both periods.
Recommended components of the performance appraisal in this order include: Make a note that it is always good to start off on a positive note and ease into the negative and how they can improve the negative. Business results achieved — make a list of which goals, objectives, expectations, and results were achieved. Also, explain how each impacted the tribe if possible. How the results were achieved — Provide specific, dated explanations of each goal, objective, expectation, or result achieved. Describe the behaviors that were demonstrated or the actions taken that led to the achievements. What was not achieved — Review what didn’t go well during the prior period. Specifically, what goals, objectives, expectations, or results were not achieved? Why weren’t they met? Goal setting — The performance appraisal discussion should focus on planning for future development and goal achievement. Limit time spent on judging past performance. This discussion should include new business goals, objectives, or results that are to be achieved during the next review period. Effective business goals support the goals and objectives of the team, the department, and the tribe.
Recommended components of the performance appraisal in this order include: Make a note that it is always good to start off on a positive note and ease into the negative and how they can improve the negative. Business results achieved — make a list of which goals, objectives, expectations, and results were achieved. Also, explain how each impacted the tribe if possible. How the results were achieved — Provide specific, dated explanations of each goal, objective, expectation, or result achieved. Describe the behaviors that were demonstrated or the actions taken that led to the achievements. What was not achieved — Review what didn’t go well during the prior period. Specifically, what goals, objectives, expectations, or results were not achieved? Why weren’t they met? Goal setting — The performance appraisal discussion should focus on planning for future development and goal achievement. Limit time spent on judging past performance. This discussion should include new business goals, objectives, or results that are to be achieved during the next review period. Effective business goals support the goals and objectives of the team, the department, and the tribe.
Let’s re-visit repeat performances…Fill-in the blanks. How do we get good things repeated. What gets rewarded …gets done. What gets recognized … gets repeated .
Let’s re-visit repeat performances…Fill-in the blanks. How do we get good things repeated. What gets rewarded …gets done. What gets recognized … gets repeated .
As you begin to conduct your performance appraisal discussions, consider the following: Plan ahead — The general rule of thumb is to schedule a performance appraisal discussion 30 days in advance. This allows you time to prepare and, if requested, allows the employee time to complete his or her self-appraisal prior to the discussion. The self appraisal can help you determine if the employee understands how they are doing in your eyes. It also allows them to feel good about providing input for their own appraisal. You must get it back and review it before you complete your appraisal. The self-appraisal must be used in a positive light to get the employee’s buy-in to how they are doing and what needs to be accomplished. The self-appraisal can backfire if not used properly. If the self –appraisal is totally off base it will have the opposite affect. You must find ways to use it in a positive light. Thank them for their input and let them know that it helps you to better understand their view of their own accomplishments and challenges. Solicit feedback — Soliciting feedback from the employee’s co-workers, other departments, customers and/or tribal members will help to create an overall picture of the employee’s performance. This is called a 360 degree evaluation. This feedback must be kept anonymous and confidential to be effective. You may want to read them over but you probably shouldn’t share them with the employee. Do not use these against the employee as it will have a negative affect. Instead, try to gain insights from them of how other people perceive the employee. You are getting input from all sides which helps you evaluate them more objectively. Do not take overtake the conversation — The performance appraisal discussion is about the employee and how he or she is doing in the role. The conversation should be, at a minimum, a 50 / 50 discussion. Ask the employee leading questions, and build on his or her ideas and comments. Gain agreement — At the end of the performance appraisal discussion, reiterate the key points to ensure that there is a clear understanding of what is expected prior to the next review period. Clarify any action items and assign deadlines to items. Legal document — All performance documents, including the performance appraisal form, are considered legal documents. Document only observable, performance-based behaviors. Comments on the performance appraisal should not be subjective or personal, only performance-related.
As you begin to conduct your performance appraisal discussions, consider the following: Plan ahead — The general rule of thumb is to schedule a performance appraisal discussion 30 days in advance. This allows you time to prepare and, if requested, allows the employee time to complete his or her self-appraisal prior to the discussion. The self appraisal can help you determine if the employee understands how they are doing in your eyes. It also allows them to feel good about providing input for their own appraisal. You must get it back and review it before you complete your appraisal. The self-appraisal must be used in a positive light to get the employee’s buy-in to how they are doing and what needs to be accomplished. The self-appraisal can backfire if not used properly. If the self –appraisal is totally off base it will have the opposite affect. You must find ways to use it in a positive light. Thank them for their input and let them know that it helps you to better understand their view of their own accomplishments and challenges. Solicit feedback — Soliciting feedback from the employee’s co-workers, other departments, customers and/or tribal members will help to create an overall picture of the employee’s performance. This is called a 360 degree evaluation. This feedback must be kept anonymous and confidential to be effective. You may want to read them over but you probably shouldn’t share them with the employee. Do not use these against the employee as it will have a negative affect. Instead, try to gain insights from them of how other people perceive the employee. You are getting input from all sides which helps you evaluate them more objectively. Do not overtake the conversation — The performance appraisal discussion is about the employee and how he or she is doing in the role. The conversation should be, at a minimum, a 50 / 50 discussion. Ask the employee leading questions, and build on his or her ideas and comments. Gain agreement — At the end of the performance appraisal discussion, reiterate the key points to ensure that there is a clear understanding of what is expected prior to the next review period. Clarify any action items and assign deadlines to items. Legal document — All performance documents, including the performance appraisal form, are considered legal documents. Document only observable, performance-based behaviors. Comments on the performance appraisal should not be subjective or personal, only performance-related.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic . Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle . Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given . When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic. Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle. Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given. When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic. Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle. Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given. When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic. Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle. Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given. When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic. Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle. Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given. When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic. Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle. Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given. When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
To ensure the most effective performance appraisals and a performance management process that is fair and consistent, it is important to understand some biases that may interfere with providing performance feedback. Supervisors need to be aware of these biases and avoid them when evaluating employee performance. Halo effect — The halo effect refers to the tendency to rate an employee’s overall performance on an evaluation based on only one trait or characteristic. Leniency error — A leniency error occurs when a supervisor evaluates all employees at the high end of the performance scale. The effects of the leniency error are two-fold. First, it skews the results of the employee’s performance so drastically that the data is not valuable. Second, it creates unrealistic employee confidence in performance areas where improvement is needed. It puts them all on a pedestal and makes them out to be something they’re not. Central tendency — Occurs when all employees are evaluated at the center or average mark on the performance scale. This happens when the supervisor fails to collect enough detailed performance data to differentiate employees, or because it is easier to mark everyone in the middle. Recency error — The recency error occurs when performance feedback is not captured throughout the entire review period. When data is not collected throughout the entire period, the supervisor creates a performance appraisal based only on the last couple of months or whatever events he or she can remember. This error happens when the only performance data used for the review is data that has occurred recently. You don’t have all the pieces of the puzzle so you can’t see the whole picture. Rate to justify pay — Occurs when the supervisor rates the employee’s performance to match whatever pay increase is being given. When possible, separate the performance appraisal discussion from the wage review. Often times, pay is tied to budget or other financial considerations and not to performance only. This separation will lead to the elimination of the rate to justify pay error.
Performance feedback is critical to an employee’s development and success; therefore, it needs to be provided on an ongoing basis. Performance management provides informal performance feedback through ongoing performance feedback. In addition, formal performance feedback tools include: The initial exchange of expectations, Annual performance appraisals SPEAKER NOTES: Refer to “Performance Management Exercise #2” – Performance Scenarios Refer to Performance Management Exercise #3 - “ Intent of Performance Management”
Let’s Revisit Performance Appraisal Biases Refer to the worksheet in your workbook and fill in what you remember.
So let’s learn more about recognition for employees. Regular employee recognition can improve general overall morale and in turn makes you a better supervisor.
The goal of employee recognition is to show appreciation for an employee’s achievement and motivate employees to continue with good performance and loyalty to the tribe. Recognition also encourages employees to repeat the same performance. Successful employee recognition will help the organization to retain key employees and keep employees happy along the way. Keeping employees happy has been proven to improve performance and productivity as well, and it works in retaining employees much longer term than employees who are not happy. Speaker’s note: refer to article in workbook At Work, Feeling Good Matters for future reading. Engagement definition: meaningful work… OR …fulfilling one’s purpose, realizing personal values and achieving life goals through work… realizing one’s full potential, even having a social impact.
The goal of employee recognition is to show appreciation for an employee’s achievement and motivate employees to continue with good performance and loyalty to the tribe. Recognition also encourages employees to repeat the same performance. Successful employee recognition will help the organization to retain key employees and keep employees happy along the way. Keeping employees happy has been proven to improve performance and productivity as well, and it works in retaining employees much longer term than employees who are not happy. Speaker’s note: refer to article in workbook At Work, Feeling Good Matters for future reading. Engagement definition: meaningful work… OR …fulfilling one’s purpose, realizing personal values and achieving life goals through work… realizing one’s full potential, even having a social impact.
SPEAKERS NOTES : Show “ Engagement PPT”
80/20 Rule of Engagement 2600 US workers surveyed: Only one in every four (25%) employees indicated that their managers coach them to improve performance. Forty two percent (42%) say that their manager gives them regular feedback on their performance Just 29% say that they are rewarded when they do a good job. A survey of 35,000 US workers concluded only one fifth are highly engaged in their jobs
The bottom 10% don’t need help since they’ll never make it. Don’t give up on anybody since you don’t know for sure who will make the cut-off.
The top 10 % don’t need your help since they are self driven. They can’t miss. Everything they do, they do good.
The red line represents how managers typically coach. They coach the worst because they need the most help and they coach the best because they are the favorites, the top performers, the bosses pet.
80 % of your workers should get the majority of your time for coaching and effort to engage them. The bottom 10% don’t need help since they’ll never make it. Don’t give up on anybody since you don’t know for sure who will make the cut-off. The top 10 % don’t need your help since they are self driven. They can’t miss. Everything they do, they do good. The red line represents how managers typically coach. They coach the worst because they need the most help and they coach the best because they are the favorites, the top performers, the bosses pet. 2600 US workers surveyed: Only one-fourth of employees indicated that their managers coach them to improve performance. Forty two percent say that their manager gives them regular feedback on their performance Just 29% say that they are rewarded when they do a good job. Of 35,000 US workers surveyed only one-fifth say they are highly engaged in their jobs.
Participant involvement…Use flip charts to get input Give examples of reasons for recognition. List some types of employee recognition. Why is employee recognition important? What are some other ideas for recognizing your employees?
What is employee recognition? Acknowledgment of employee achievement or accomplishment Can be public or private . Sometimes it’s as simple as telling them what a “ good job they are doing ” or that you are “ happy to have them as part of your team ”. What is the best non-monetary reward? Do you know what your employees likes and dislikes are????? Build a relationship, get to know them.
What is employee recognition? Acknowledgment of employee achievement or accomplishment Can be public or private . Sometimes it’s as simple as telling them what a “ good job they are doing ” or that you are “ happy to have them as part of your team ”. What is the best non-monetary reward? Do you know what your employees likes and dislikes are????? Build a relationship, get to know them.
There are a lot of different reasons to give praise and recognize your employees. Almost any reason is a good reason to recognize them for accomplishments that benefit the tribe in some form or another. Of all the different reasons we are going to focus on recognition for their performance.
Why is recognition important? It helps to attract key employees when the word gets out that the tribe treats their employees well. It also helps retain employees that we don’t want to lose. Helps attract and retain key employees. It motivates employees to do better, higher quality work and perform a higher levels. It also motivates them be more productive ( increases employee productivity) which, in turn, can increase employee competitiveness . Increased competitiveness can, in turn, result in even higher productivity levels. Overall, this can all contribute to the tribe’s bottom line profitability. When that happens we all win!
Why is recognition important? It helps to attract key employees when the word gets out that the tribe treats their employees well. It also helps retain employees that we don’t want to lose. Helps attract and retain key employees. It motivates employees to do better, higher quality work and perform a higher levels. It also motivates them be more productive ( increases employee productivity) which, in turn, can increase employee competitiveness . Increased competitiveness can, in turn, result in even higher productivity levels. Overall, this can all contribute to the tribe’s bottom line profitability. When that happens we all win!
Employee recognition improves the overall quality of service we provide which improves the tribe’s public image. Recognition can also improve safety and security through a caring workforce. While positive recognition can lower stress levels it can also reduce absentee ism and turnover costs. It all makes for a healthier environment to work in. And finally, it encourages employees to continue education and training which fosters employment longevity and produces a more quality workforce.
Employee recognition improves the overall quality of service we provide which improves the tribe’s public image. Recognition can also improve safety and security through a caring workforce. While positive recognition can lower stress levels it can also reduce absentee ism and turnover costs. It all makes for a healthier environment to work in. And finally, it encourages employees to continue education and training which fosters employment longevity and produces a more quality workforce.
Some examples of performance that is deserving of recognition are: The employee goes above and beyond what is expected in their job. For this there is an outstanding service award submitted by directors. It includes a 2.5% pay increase. The employee suggests a new process or idea that saves time or effort , or positively impacts their department or team. The employee completes a significant project ahead of schedule or they do exceptionally well at their assignment.
Some examples of performance that is deserving of recognition are: The employee goes above and beyond what is expected in their job. For this there is an outstanding service award submitted by directors. It includes a 2.5% pay increase. The employee suggests a new process or idea that saves time or effort , or positively impacts their department or team. The employee completes a significant project ahead of schedule or they do exceptionally well at their assignment.
Offer employee reward options. Identify what's meaningful to your employees. Keep employee recognition fresh. Recognize all levels of employees. Make sure recognition is given consistently. Keep it simple. Keep it adaptable. Make it timely.
Some examples and ideas of employee recognition are very simple. So simple, in fact that you can’t cite lack of time as an excuse to not be using some of these all the time . And the more you use them the better and more loyal your team will become. Verbal, written or formal praise from managers from time to time is excellent reinforcement. Informal praise by peers should be encouraged when appropriate. Recognition from peers can go a long way to improve a stressful environment or just improve the overall employee morale. Whenever you can afford to offer your employees a choice of assignments as recognition it can serve as a huge motivator. Allowing an employee to attend a simple class that they want to take is a great way to recognize them. Allowing them to attend a conference or other trainings especially serves as significant recognition. Try giving them an opportunity to mentor other employees and work with people outside their department whenever possible. Call employee and thank them, with no other purpose for call…this is huge and it is so simple! Add a personal thank-you note to paycheck or just a thank you for your hard work on a sticky note has a big impact.
Have a personal thank-you sent from upper management, tribal administrator or chairman. Allow employees to clang bells or whistles when they reach a goal Tribal logo items? Name plate on plaque Catered lunch or out to lunch Anyone have any other suggestions? SPEAKER NOTES : Survey information “What do employees really want?”
Eligibility – all employees should be eligible for non-monetary recognition Awards should be made as close to the performance or result as possible. Award criteria should be consistent with tribal, department and employee goals and objectives. When appropriate, employee will be recognized at next staff meeting. Non-monetary rewards are encouraged and do not require a completed form or special approval.
Remember… What gets rewarded…gets done! What gets recognized …gets repeated !
Remember… What gets rewarded…gets done! What gets recognized …gets repeated !