Chapter 9: Evaluating Performance

1. Chapter 9: Evaluating Performance • Coaching • Essentials of Performance Evaluation • Making the Evaluation • The Appraisal Interview • Follow-Up • Legal Aspects of Performance Evaluation

2. Coaching • Two part process (previously discussed). • A form of counseling used to help employees who are performing poorly. • Overall purpose is to evaluate and encourage.

3. Counseling Sessions : • Speak in private with employee • Be relaxed and friendly • Express concern calmly and positively • Ask employee their opinion, including possible solutions • Agree mutually on a course of action • Ask the employee to restate what has been agreed upon

4. Why is coaching often avoided? • Lack of time • Fear of confrontation • Assumptions about the employee (already knows what they are doing or will ask questions) • Little experience coaching

5. Steps in Coaching • Observe employees work performance • Praise good performance • Asks questions if performance is below standard • Correct as necessary • Get employee involved in seeking and trying solutions

6. General Coaching Guidelines • Be specific about job performance • Focus on behavior • Confront issues ASAP • Praise in public, correct in private • Explain impact of the employees job performance on the entire operation and work group • Be a coach, not a drill sergeant • Allow some time each day for coaching • Document coaching sessions

7. Essentials of Performance Evaluation • Performance evaluation (appraisal, review): A periodic review and assessment of each employee’s performance during a given period. • Not always used for hourly workers in the hospitality industry (lack of time, workers do not stay long enough, etc.). • Does not substitute in any way a informal evaluation.

8. The Purpose of Performance Evaluations • To evaluate and give recognition • Get different perspectives by looking back over a long period of time • Documentation of performance • Let people know how thy are doing • Set improvement goals • Basis for salary increase • Identify workers for potential advancement • May be used by other managers • May be used by your boss to rate you/ provides feedback on your hiring and training • Provides a occasion to get feedback from employees

9. The Benefits of Performance Evaluations • Helps to maintain performance standards • Improves employee morale and motivation • Provides opportunities for communication and relationships • Identifies workers with unused potential and those who should be terminated • Uncovers problems that are getting in the way of work

10. Steps in the Performance Review Process 1. Prepare for the evaluation 2. Making the evaluation 3. Sharing it with the worker 4. Providing a follow up

11. Making the Evaluation • Evaluations are typically formalized in an evaluation form. • This form lists performance dimensions or categories in measurable or observable terms . • Dimensions should be related to the job, and clearly defined in objective and observable terms. • Many forms use rating scales- ranging from outstanding to unsatisfactory. • More precise description of each rating = more objective rating.

12. Making the Evaluation • Point values are sometimes assigned to each performance dimension. • No evaluation form solves all the problems of fairness and objectivity. • The usefulness of an evaluation form depends upon how carefully you fill it out.

13. Pitfalls in Rating Performance • Form itself • Halo effect • Letting feeling bias judgment • Comparing one person to another • Supervisors feelings about evaluation process affects ratings • Concern about consequences • Procrastination • Supervisor gives ratings for the effect they will have • Rating employees on most recent performance

14. Defense Against Pitfalls • Evaluate performance, not the employee • Be objective • Give specific examples • Where there is substandard performance ask WHY? Use the rule of finger • Think fair and consistent • Get others input • Write down ideas and discuss with the employee how to improve performance.

15. Employee Self Appraisal • Employees to fill out evaluation on themselves • May result in less employee defensiveness • May result in a more constructive performance appraisal interview • May improve motivation and job performance.

16. The Appraisal Interview (evaluation interview, appraisal review) • A private face to face session between you and your employee • Plan: pick a place free of interruption at an appropriate time, review the evaluation, and keep in mind your goal of a positive climate of communication and problem solving.

17. Conducting the Interview • Start off with small talk • Make sure the employee understands the evaluation process • Ask the employee to rate their performance • Encourage the employee to comment on your judgments • Get the employee to do most of the talking • Work with them on setting improvement objectives • Summarize the interview, end on a positive note

18. Common Mistakes in Appraisal Interviews • Authoritarian Approach (carrot-stick) • Tell and sell approach (logic) • Criticizing and dwelling on past mistakes • Failing to listen-arguing- interrupting • Losing control- letting emotions take over • Reducing standards for one person

19. Follow-Up • CRUCIAL!!! • If you let the process drop until the next appraisal date, you let go of all of its potential. • Use all you have learned about your employees and yourself to improve your working relationship.

20. Legal Aspects of Performance Evaluation • EEO laws effecting performance evaluation include: • Title VII of the Civil Rights Act • Equal Pay Act • Age Discrimination in Employment Act • Americans with Disabilities Act

21. Fair and Legal Evaluations • Evaluations should be based on standards obtained from job analysis • Use objective,observable, and measurable performance standards • Keep a positive rapport during the interview • Do not discuss qualities of employee based on a membership of a group • Document frequently • Employees should be given a way to appeal