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Measuring Results and Behaviors: Overview

Measuring Results and Behaviors: Overview. Measuring Results Measuring Behaviors. Measuring Results: Overview. Accountabilities Objectives Performance Standards. Key questions. Where should each individual focus efforts? What are the expected objectives?

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Measuring Results and Behaviors: Overview

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  1. Measuring Results and Behaviors:Overview • Measuring Results • Measuring Behaviors

  2. Measuring Results: Overview • Accountabilities • Objectives • Performance Standards

  3. Key questions • Where should each individual focus efforts? • What are the expected objectives? • How do we know how well the results were achieved?

  4. Accountabilities • Broad areas of a job for which employee is responsible for producing results

  5. Objectives • Statements of important and measurable outcomes

  6. Performance Standards • Yardstick used to evaluate how well employees have achieved objectives

  7. Determining Accountabilities • Collect information about job (Job Description) • Determine importance of task or cluster of tasks • % of employee’s time spent performing task • Impact on unit’s mission if performed inadequately • Consequences of error

  8. Determining Objectives • Purpose: to identify • Outcomes • Limited number • Highly important • When achieved • dramatic impact on overall organization success

  9. 10 Characteristics of Good Objectives • Specific and Clear • Challenging • Agreed Upon • Significant • Prioritized

  10. 10 Characteristics of Good Objectives (continued) • Bound by Time • Achievable • Fully Communicated • Flexible • Limited in Number

  11. Determining Performance Standards Standards refer to aspects of performance objectives, such as: • Quality • How well the objective is achieved • Quantity • How much, how many, how often, at what cost • Time • Due dates, schedule, cycle times, how quickly

  12. Standards must include: • A verb • The desired result • A due date • Some type of indicator • Quality and/or • Quantity

  13. Good Performance Standards:6 Characteristics • Related to Position • Concrete, Specific, Measurable • Practical to Measure • Meaningful • Realistic and Achievable • Reviewed Regularly

  14. Measuring Behaviors: Overview • Identify competencies • Identify indicators • Choose measurement system

  15. Identify Competencies Measurable clusters of KSAs • Knowledges • Skills • Abilities That are critical in determining how results will be achieved

  16. Types of Competencies • Differentiating • Distinguish between superior and average performance • Threshold • Needed to perform to minimum standard

  17. Identify Indicators Observable behaviors Used to measure extent to which competencies are present – or not

  18. Necessary Components for Describing Competencies • Definition • Description of specific behaviors • When competency demonstrated • When competency not demonstrated • Suggestions for developing the competency

  19. Comparative Systems • Simple rank order • Alternation rank order • Paired comparisons • Forced distribution

  20. Choose Measurement System • Comparative system • Compares employees with each other • Absolute system • Compares employees with pre-specified performance standard

  21. Advantages of Comparative Systems • Easy to explain • Straightforward • Better control for biases and errors found in absolute systems • Leniency • Severity • Central tendency

  22. Disadvantages of Comparative Systems • Rankings may not be specific enough for • Useful feedback • Protection from legal challenge • No information on relative distance between employees • Specific issues with forced distribution method

  23. Absolute Systems • Essays • Behavior checklists • Critical incidents • Graphic rating scales

  24. Essays • Advantage: • Potential to provide detailed feedback • Disadvantages: • Unstructured and may lack detail • Depends on supervisor writing skill • Lack of quantitative information; difficult to use in personnel decisions

  25. Behavior checklists • Advantage: • Easy to use and understand • Disadvantage: • Scale points used are often arbitrary • Difficult to get detailed and useful feedback

  26. Critical incidents Kinds of measurement • Report of specific employee behavior • Allows focus on specific behavior • Very time-consuming • Examples of behavior illustrative of core competencies • Easier to use • Describes behavior desired

  27. Graphic rating scales • Clear meaning for each response category • Consistent interpretation by outside readers • Supervisor and employee should have same understanding of rating

  28. Graphic rating scales:BARS improvement • Behaviorally Anchored Rating Scales (BARS) • Use critical incidents as anchors • Involves multiple groups of employees in development • Identify important job elements • Describe critical incidents at various levels of performance • Check for inter-rater reliability

  29. Measuring Performance • Several types of methods • Differ in terms of: • Practicality (time and effort) • Usefulness (quantifiable)

  30. Quick Review • Measuring Results • Identify accountabilities • Set objectives • Determine standards of performance • Measuring Behaviors • Identify competencies • Identify indicators • Choose measurement system

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