PERFORMANCE APPRAISAL. M. En C. Eduardo Bustos Farías 4 diciembre 2004

Transcription

1 PERFORMANCE APPRAISAL M. En C. Eduardo Bustos Farías 4 diciembre

2 The Performance Appraisal Interview 2

3 Appraisal Interview Hints Figure

4 Three Types of Appraisal Interviews and Their Objectives Appraisal Interview Type Appraisal Interview Objective (1) Performance is satisfactory Employee is promotable (1) Make development plans (2) Satisfactory Not promotable (2) Maintain performance (3) Unsatisfactory Correctable (3) Plan correction 4 10

5 Conducting the Appraisal Interview Four things to keep in mind in conducting a successful Appraisal Interview: 1. Be direct and specific. Use examples such as absences, tardiness, quality records, inspection reports, scrap or waste, orders processed, productivity records, material used or consumed, timeliness or tasks or projects, control or reduction of costs, numbers of errors, costs compared to budgets, customers comments, product returns, order processing time, inventory level and accuracy, accident reports, and so on. 2. Don t get personal. Don t say, You re too slow in producing those reports. Instead try to compare the person s performance to a standard ( These reports should normally be done within 10 days ). Similarly, don t compare the person s performance to that of other people ( He s quicker than you are ). 5 11

6 Conducting the Appraisal Interview 3. Encourage the person to talk. Stop and listen to what the person is saying; ask open-ended questions such as What do you think we can do to improve the situation? Use a command such as Goon, or Tell me more. Restate the person s last point as a question, such as You don t think you can get the job done? 4. Don t tiptoe around. Don t get personal, but do make sure the person leaves knowing specifically what he or she is doing right and doing wrong. Give specific examples; make sure the person understands; and get agreement before he or she leaves as to how things will be improved, and by when. Develop an action plan showing steps and expected results. 6

7 The Performance Appraisal Interview Performance appraisals are interviews between superior and subordinate to discuss the quality of the subordinate s performance. 7

8 The Performance Appraisal Interview A performance appraisal lets the employee know where he stands can act as a training session should improve the superior-subordinate relationship should give the employee a sense of participation should help management understand the employee better helps set goals for the future 8

9 The Performance Appraisal Interview Styles of Appraisal Interviewing Tell and Sell Manager passes on his view to the employee Tell and Listen/Listen and Tell Assessment and response Problem Solving Mutual interest and win-win negotiation 9

10 The Performance Appraisal Interview Steps in the Appraisal Process Review progress Use established, measurable criteria Discuss successes, problems, and needs Focus on most important criteria Feedback should be accurate and relevant Balance praise and constructive criticism 10

11 The Performance Appraisal Interview Steps in the Appraisal Process Set goals 80:20 rule Specific descriptions Time limits Manageable for the worker Review and respond to the written record 11

12 The Appraisal Interview Scheduling the interview Interview structure Use of praise and criticism Employees role Use of software Concluding the interview 12

13 How to Handle a Defensive Subordinate Recognize that defensive behavior is normal. Never attack a person s defenses. Postpone action. Recognize your own limitations

14 Performance Raters Who should we ask to rate an employee s job performance? Need: Opportunity to observe the employee s performance Ability to translate observations of employee s performance into a rating Motivation to do a good job of observing and rating 14

15 Performance Feedback The appraisal interview A conversation with a goal Diminish defensive talking & listening Pre Interview The interview Post interview 15

16 Pre Interview Steps Communicate often Reflect on your own standards Encourage employee to prepare 16

17 The Interview and After Encourage participation, Judge performance, Be specific, Take a problem solving approach, Set goals Follow-up with feedback and communication 17

18 The Appraisal Form Documenting standards and performance 18

19 Appraisal Form Sections Defining Performance Expectations Section 1: Key Duties Section 3: Performance Standards Reviewing Performance Section 2: Overall Assessment Section 4: Appraisal & Documentation Section 5: Performance Enhancement Section 6: Signatures & Comments 19

20 What is a Key Duty? Purpose Key Duty A Task, Duty or Responsibility A Special Project A Competency Changes From Last Year Considerations 20

21 Job Priority Purpose Duties are NOT all equal in importance Essential for communicating expectations Problems in overall assessment Basis for determining importance What does importance mean? Setting priority levels 21

22 Determining Importance Context University/department mission, goals Purpose of job Impact on education, research, service Stakeholders/customers Benefits, value Cost if done poorly 22

23 Setting Priority Levels Rank order Priority level High---Medium---Low Percentage weights Allocate 100 points across the job duties based on importance to job 23

24 Job Priorities Example Project Manager SECTION 1: APPRAISAL MATRIX Directions for Priority: Indicate the priority levels for each duty. Key Duties Priority Rating 1. Consults with User Community 40% 2. Project Management 25% 3. Supervision 20% 4. System Problem Resolution 10% 5. Administration 5% 24

25 Consults 40% Supervision 20% System Problems Administration 5% Project Mgmt. 25% Priorities for Project Manager 10% 25

26 Appraisal Responsibilities Employee Supervisor Duties X X Priority X Measures X X Standards X Documentation X Appraisal X X 26

27 Performance Measures Work Outcomes (What) Work Products Results Impact Work Behaviors (How) Behaviors Work Process Checklist 27

28 Identifying Outcomes Expected outcomes Use position description Impact on others Address the following: Quantity/Cost Time/Speed Quality Judgment of Others 28

29 Effective Measures Specific Measurable Accepted Relevant Trackable 29

30 What makes it hard to set standards and expectations? Supervisor may not understand job, especially if technical. Supervisor may be unclear how job affects larger unit goals. Job may be complex with many facets. Defining standards takes time. Similar jobs need consistent standards. Measurable standards may be difficult to set. Standards have to be reasonable yet challenging. Supervisor may not be objective. 30

31 Writing Performance Standards Begin with Meets Standards Specify results or behaviors Numeric standards Narrative description 31

32 Communicating Standards Getting off to a right start 32

33 When to Communicate Standards During new employee orientation When position responsibilities have changed During individual meeting During staff meeting During annual P4P appraisal meeting 33

34 Conducting the Performance Planning Meeting Encourage the employee to ask questions and be an active participant in the planning process. Identify major duties and behaviors for the position and make sure the employee understands the priorities. Together, determine how to best measure performance for each duty or behavior. Discuss performance standards for each duty and make sure that the employee knows what it takes to meet expectations. 34

35 Conducting the Performance Planning Meeting (cont.) If there is resistance to standards, explain why you feel the standards are appropriate. Ask if there are any obstacles preventing the employee from reaching his/her performance goals. Discuss the commitment you will make in terms of resources, time and direct assistance to help the employee to improve performance. 35