Elkins School District

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1 Elkins School District Alternate Method of Instruction (AMI) AMI Day # 2 School Name Teacher Name Subject / Course Name Assignment Description Elkins High School Mrs. Kichline Social Media & Communications ONLINE: Go to google classroom and complete the Evaluating Employees Assignment. PAPER HARD-COPY: Complete the worksheet using the PowerPoint slides. Contact Information PHONE/TEXT: (if teacher wants to give out this information ADDRESS: akichline@elkinsdistrict.org OTHER: (maybe website, google, remind app, etc.) Assignments will be graded and entered into the gradebook according to the teacher s grading system. Attendance will be recorded based upon completion of the assignment.

2 Evaluating Employees - Student Notes Directions: Fill in the blanks. Employee Performance Segment 1. Employee Performance Refers to an employee s of effectiveness Should be monitored by supervisors and managers Can be 2. Managing Employee Performance Is necessary in order for a business to be effective and efficient Can be completed by outlining employee performance expectations and employee productivity Can occur as a or informal assessment 3. Performance Expectations Are set by and managers Are the performance standards, criteria and goals for the task which the employee is to complete Must be for every employee and clearly understood 4. Reasons to Evaluate Employee Performance Keeps employees informed of employer s expectations and rewards hard work Helps supervisors recognize and remedy weaknesses in employee performance employees who need specific training 5. Reasons to Evaluate Employee Performance a record of an employee s performance history Serves as a guide to promotions, layoffs, transfers and other personnel actions whether an employee will be given a pay increase Evaluates the feasibility and appropriateness of performance expectations Accompanies: Evaluating Employees 1

3 Evaluating Employees - Student Notes 6. Reasons to Evaluate Employee Performance an employee in assessing skills Provides an opportunity for employers to assist in directing an employee s career path the accuracy of job descriptions and task regulations Examines the effectiveness of recruitment and training procedures Methods of Evaluation Segment 1. Employee Evaluations Are also known as Are of an employee s job performance Review how well an employee did toward achieving goals Provide employees feedback on performance Serve as a valuable assessment tool 2. Employee Evaluations & Appraisals Can be to employees Should emphasize positive accomplishments as well as deficiencies Help employees for future performance Can be used to assist in making company decisions 3. Types of Employee Evaluations Self-evaluations -evaluations Informal 4. Self-Evaluations Allow an employee to analyze their own performance an employee s defensiveness toward the appraisal process May suffer from inflated or biased scores and therefore should be used as a to formal appraisals 5. Peer-Evaluations Occur mainly when teams or work groups are formed Allow teams or group members to other employees Can the accuracy of an appraisal by allowing those closest to the task to evaluate overall performance Accompanies: Evaluating Employees 2

4 Evaluating Employees - Student Notes 6. Informal Employee Appraisals Are the assessments a supervisor makes concerning an employee s performance Allow managers to give constant employee feedback Occur as a natural and subconscious process Include monitoring an employee s behavior and attitude on a daily basis Are documented as a formal record 7. Formal Employee Evaluations Should be at least once a year Analyze all of the employee s work during the evaluation period Often include a formal check list or evaluation sheet Are of absolute and relative standards Can be completed by several methods 8. Absolute Standards Do not employees to any other person Are measured through the use of the following: essays checklists rating scales 9. Written Essays Are the method of employee appraisal Describe an employee s strengths, weaknesses, past performance, potential and suggestions for improvement Are directly by the writing style of the evaluator 10. Checklists Use a list of descriptions Involve the descriptions which apply to an employee to be checked off the list Can be to produce Provide little data for employees to use for improvement Accompanies: Evaluating Employees 3

5 Evaluating Employees - Student Notes 11. Example Checklist 12. Rating Scales Are popular methods of employee appraisal Allow employers to rate factors on a number or letter scale Measure factors such as: quantity and quality of work job cooperation attendance attitude initiative 13. Example Rating Scale Rank the employee s rating with 1 being the lowest and 10 being the highest. 14. Example Rating Scale Rate the employee s by circling the appropriate description. (S=Superior, G= Good, A= Average B= Below Average and P= Poor) Accompanies: Evaluating Employees 4

6 Evaluating Employees - Student Notes 15. Relative Standards employees with other employees Allow employees to see how they measure up to their peers Can be measured using: group-order ranking ranking 16. Group-Order Ranking Places employees into classifications such as top ten percent employers from biasing employee evaluations in order to make everyone look good Does not allow companies with a very small number of employees to accurately rank the employees Can paint an picture for employees located in a strong department 17. Group-Order Ranking Example Make a graph with a curve. The number of employees should be charted on the y-axis and the performance level on the x- axis. Divide the bell curve into thirds: top third, middle third and bottom third. 18. Individual Ranking Involves a supervisor or manager listing all employees in order from the highest to lowest performer Allows only one employee to be the Assumes the differences among employees are uniform in size and overemphasizes differences 19. Feedback Is which allows an employee to know how well he or she is performing Is provided by those giving an employee evaluation Is provided to an employee from an source such as a supervisor or manager Should be given to employees through informal and formal evaluations Accompanies: Evaluating Employees 5

7 Evaluating Employees - Student Notes Factors Affecting Evaluation Segment 1. Factors Affecting Employee Appraisals Halo effect error Leniency error Central tendency error 2. Halo Effect Is the tendency to rate an individual high or low in all factors due to the impression of a high or low rating on one specific factor Occurs when an evaluates performance with a positive or negative bias toward the individual examples include: individuals who are always late to work could receive low rankings if one of a supervisor s priorities is punctuality individuals who are good friends with the appraiser receiving higher ratings as opposed to an individual the appraiser does not know 3. Similarity Error Occurs when appraisers rate individuals than others by giving special consideration to qualities they perceive in themselves examples: an who views themselves as very laid-back could rate other employees who demonstrate the same quality higher than a more aggressive employee 4. Leniency Error Occurs when an appraiser his or her value system Occurs mainly when are being completed by multiple individuals example: two employees have identical performance, but one supervisor evaluates with greater leniency than the other supervisor, so one employee ends up looking better than the other Accompanies: Evaluating Employees 6

8 Evaluating Employees - Student Notes 5. Central Tendency Error Occurs when an evaluator avoids the or unacceptable category when appraising an employee Refers to the appraiser assigning ratings only around the category example: if an appraiser ranks all of the employees at a 5 on a 1 to 10 scale, no segregation occurs and no true evaluation is made 6. Tips for Accurate Appraisal Continually employee performance Combine absolute and relative standards Base judgments solely on the employee s performance rather than personal bias or feelings Be completely Use multiple appraisers, not just the supervisor Hold appraisal training sessions 7. Evaluating Employees Can be a process Is necessary to ensure employee productivity Requires different methods and strategies based on a business environment or philosophy Will result in business practices Accompanies: Evaluating Employees 7

9 1. To discuss the various methods of evaluating employee performance. 2. To examine the types of appraisals used to evaluate employees. 3. To describe the possible biases and prejudices associated with employee evaluations 4. To determine the need for employee evaluations in business Employee Performance Methods of Evaluation Factors Affecting Evaluation Is necessary in order for a business to be effective and efficient Can be completed by outlining employee performance expectations and evaluating employee productivity Can occur as a formal or informal assessment Refers to an employee s level of effectiveness Should be monitored by supervisors and managers Can be evaluated 5 6

10 Keeps employees informed of employer s expectations Recognizes and rewards hard work Helps supervisors recognize and remedy weaknesses in employee performance Identifies employees who need specific training Are set by supervisors and managers Are the performance standards, criteria and goals for the task which the employee is to complete Must be defined for every employee and clearly understood 7 Maintains a record of an employee s performance history Serves as a guide to promotions, layoffs, transfers and other personnel actions Determines whether an employee will be given a pay increase Evaluates the feasibility and appropriateness of performance expectations 8 Assists an employee in assessing skills Provides an opportunity for employers to assist in directing an employee s career path Reviews the accuracy of job descriptions and task regulations Examines the effectiveness of recruitment and training procedures 9 10 Are also known as appraisals Are critiques of an employee s job performance Review how well an employee did toward achieving goals Provide employees feedback on performance Serve as a valuable assessment tool 11 12

11 Can be stressful to employees Should emphasize positive accomplishments as well as deficiencies Help employees improve for future performance Can be used to assist in making company decisions Self-evaluations Peer-evaluations Informal Formal 13 Allow an employee to analyze their own performance Lessen an employee s defensiveness toward the appraisal process May suffer from inflated or biased scores and therefore should be used as a supplement to formal appraisals 14 Occur mainly when teams or work groups are formed Allow teams or group members to evaluate other employees Can increase the accuracy of an appraisal by allowing those closest to the task to evaluate overall performance 15 Are the day-to-day assessments a supervisor makes concerning an employee s performance Allow managers to give constant employee feedback Occur as a natural and subconscious process Include monitoring an employee s behavior and attitude on a daily basis Are not documented as a formal record 16 Should be conducted at least once a year Analyze all of the employee s work during the evaluation period Often include a formal check list or evaluation sheet Are composed of absolute and relative standards Can be completed by several methods 17 18

12 Do not compare employees to any other person Are measured through the use of the following: written essays checklists rating scales Are the simplest method of employee appraisal Describe an employee s strengths, weaknesses, past performance, potential and suggestions for improvement Are directly influenced by the writing style of the evaluator Use a list of behavioral descriptions Involve the descriptions which apply to an employee to be checked off the list Checklist Can be expensive to produce Provide little data for employees to use for improvement Does the employee follow the office rules? Does the employee volunteer to help others? Does the employee meet deadlines? Yes No Are popular methods of employee appraisal Allow employers to rate factors on a number or letter scale Measure factors such as: quantity and quality of work dependability job knowledge cooperation attendance attitude initiative Rank the employee s performance rating with 1 being the lowest and 10 being the highest. Performance Factor Performance Rating Quality of work 7 Quantity of work 8 Attendance 10 Attitude

13 Compare employees with other employees Allow employees to see how they measure up to their peers Can be measured using: Rate the employee s performance by circling the appropriate description. (S=Superior, G= Good, A= Average B= Below Average and P= Poor) Performance Factor Performance Rating Quality of work S G A B P Quantity of work S G A B P Attendance S G A B P Attitude S G A B P group-order ranking individual ranking Make a graph with a bell curve. The number of employees should be charted on the y-axis and the performance level on the x-axis. Divide the bell curve into thirds: top third, middle third and bottom third. Places employees into classifications such as top ten percent Prevents employers from biasing employee evaluations in order to make everyone look good Does not allow companies with a very small number of employees to accurately rank the employees Can paint an unfair picture for employees located in a strong department 27 Involves a supervisor or manager listing all employees in order from the highest to lowest performer Allows only one employee to be the best Assumes the differences among employees are uniform in size Magnifies and overemphasizes differences 28 Is information which allows an employee to know how well he or she is performing Is provided by those giving an employee evaluation Is provided to an employee from an outside source such as a supervisor or manager Should be given to employees through informal and formal evaluations 29 30

14 Halo effect Similarity error Leniency error Central tendency error Is the tendency to rate an individual high or low in all factors due to the impression of a high or low rating on one specific factor Occurs when an appraiser evaluates performance with a positive or negative bias toward the individual examples include: individuals who are always late to work could receive low rankings if one of a supervisor s priorities is punctuality individuals who are good friends with the appraiser receiving higher ratings as opposed to an individual the appraiser does not know Occurs when appraisers rate individuals higher than others by giving special consideration to qualities they perceive in themselves examples: an evaluator who views themselves as very laid-back could rate other employees who demonstrate the same quality higher than a more aggressive employee Occurs when an appraiser overemphasizes his or her value system Occurs mainly when appraisals are being completed by multiple individuals example: two employees have identical performance, but one supervisor evaluates with greater leniency than the other supervisor, so one employee ends up looking better than the other Occurs when an evaluator avoids the excellent or unacceptable category when appraising an employee Refers to the appraiser assigning ratings only around the average category example: if an appraiser ranks all of the employees at a 5 on a 1 to 10 scale, no segregation occurs and no true evaluation is made 35 36

15 Continually document employee performance Combine absolute and relative standards Base judgments solely on the employee s performance rather than personal bias or feelings Be completely impartial Use multiple appraisers, not just the supervisor Hold appraisal training sessions Can be a difficult process Is necessary to ensure employee productivity Requires different methods and strategies based on a business environment or philosophy Will result in efficient business practices bject=mgrs&topic=eep Production Coordinator: Megan Mitchell Project Coordinator: Maggie Bigham Graphic Designer: Ann Adams Technical Writer: Jessica Odom Production Manager: Dusty Moore Executive Producers: Gordon Davis, Ph.D., Jeff Lansdell CEV Multimedia, Ltd. MMXIV 39 40