Lohika Odessa TechTalks

1. Presentation
Performance evaluation process
as a way to empower your employees and help them to grow

2. Introduction
Over 6 years experience in IT
C++
Developer
Product
manager
QA manager
CPE and RnD
manager
Currently managing team of 11 engineers at HP SiteScope/Lohika
Kateryna Lukashevych

3. Agenda
Why we
need PE?
Techniques
overview
BARS +
MBO
Process of
PE

4. Growing and retaining your people
Medium
Low
High
Medium
Employee's performance
Skills
Motivation
1 2
3 4

5. Why we need Performance Evaluation?

6. Why we need a formal process? I am doing it
informally
You need to provide both
Formal and Informal
feedback
! No need to wait till the
next PE.
Communicate employee on a
regular and frequent basis.
To insure objectivity of the
process with involvement HR
and higher management
This improves employee:
• motivation,
• focus,
• insights,
• growth

7. Why we need Performance Evaluation?
Benefits for manager Benefits for employee
Focus on employee’s performance Everyone needs feedback. Without it, you have no
way to learn, grow, and fully reach your potential.
Define strength/weakness Wakeup call
Defining a career path Clear career goals/roadmap
Improves employee motivation, focus, insights, and
growth
Project needs and personal development goals and plans are aligned

8. What are we going to measure?
Leadership
Quality of
work
Job
knowledge
Identify set of skills important for your project
Soft skills Hard skills
• Communication
• Problem Solving Ability
• Job Knowledge
• Quantity of work

9. What are we going to measure?
Quality and quantity of work
Communication and interpersonal skills
Planning, administration and organization
Leadership
Job knowledge and expertise
Attitude
Ethics
Creative thinking
Self-development and growth
Example of measurements are from "Performance Appraisals & Phrases for Dummies“ Ken Lloyd

10. Gathering data
Relevant data
You,
manager
Relevant
contact
points
Self
evaluation

11. Self-Evaluations
RnD engineers used
to measure their
performance only
from technical
perspective.
It is a SURPRISE for
them that attitude,
communication,
collaboration and etc.
are also measured.

12. Self-Evaluations
Focus on areas below:
You’ve rated
your employee
higher
You’ve rated
your employee
lower
Questionnaire / Self Evaluation Form

13. Contact points feedback
How to find this info?
Ask formally Gather emails during evaluation period
Contact points
Co-workers Customers Any other interfaces
The data from relevant contact points feedback can help support the ratings that
you provide.

14. Techniques to measure the performance
Choosing
checklists
Forced
distribution
Forcing the choice
Finding critical
incidents

15. How are we going to measure?
Behaviorally
Anchored Rating
Scales (BARS)
Managing by
objectives (MBO)&

16. Mark in color success/failure
Example: Alex is doing OK in general with Defect resolving. Is able to resolve complicated
issues. But sometimes solutions are not well thought-out. Example CR “#AB1010", Alex
missed dynamic counters, as a result - the module regression.
Behaviorally Anchored Rating Scales (BARS)
• According to the current position (Junior, Senior) standards
• Keep transparent the way you set up the marks.
• Several examples (success and failures)
– They turn employees around.
– Wakeup call that they need to get refocused and reenergized

17. How are we going to measure?
3 - Excellent performance
2 - Fully competent performance
1 - Marginal performance

18. Rates
For each rate provide comments and examples
Make sure you are able to explain what needs to be done to have a
higher rate
Make sure all grades are aligned with your team/department
policy.
All Excellent marks mean that you are going to promote/recognize
engineer
Halo/horns effects

19. Goal for the next period
Issue / Low rate
Employee’s
preferences
Project/Company
objectives
Goals for the
next period
Performance
Output and
results
Competency
Behavioral
Development
Training
program
Not relevant
for newcomer

20. Setup S.M.A.R.T. Goals
Specific
Measurable
Achievable
Relevant
Timely

21. Who are the relevant participants?
Employee HR
Your
manager
You

22. Holding the Meeting
Start
• Explain the
purpose of the
meeting
• Time period that
is taken into
account
• Grades
• Areas that will
be evaluated
Review
employee’s
feedback
• Review self-
appraisal,
questionnaire
• Let your
employee talk
Go over
performance
results
• Be prepared to
explain each rate
• Focus on points
of disagreement
• Be ready that
employee may
dispute about
rates
Goals from
previous
period
Goal for the
next period
• Make sure
employee
understands
why you set up
this goal
• Make sure that
employee agrees
that this goal
can be reached
during next
evaluation
period

23. Questions?