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Performance Evaluation Time. What is the performance evaluation process?. “A Waste of Time” w “Required at Most Companies” Source: About.com: Management. Why spend time evaluating performance?. Legal & policy compliance Performance management Productive work relationships

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what is the performance evaluation process
What is the performance evaluation process?

“A Waste of Time”

w

“Required at Most Companies”

Source: About.com: Management

why spend time evaluating performance
Why spend time evaluating performance?
  • Legal & policy compliance
  • Performance management
  • Productive work relationships
  • Positive employee morale
  • Retention of valued employees
  • Informed decisions by managers
  • Encourage career development
what is effective performance evaluation
What is effective performance evaluation?
  • Backward-glancing, yet forward focused
  • A learning opportunity
  • Increased communication
  • A collaborative process
  • An opportunity to build trust
  • Establishment of clear expectations
what is effective performance evaluation5
What is effective performance evaluation?
  • Direct, constructive feedback
  • A vehicle to reinforce good performance
  • Accurate comparative data
  • Reinforcement of departmental & organizational goals
  • A process that fosters a spirit of cooperation & teamwork
what is not effective performance evaluation
What is not effective performance evaluation?
  • One-sided conversations
  • Maintenance of status quo
  • A time to surprise employees
  • Conflict avoidance
  • Drop the grenade & run
so what the results of ineffective evaluation
So What?The results of ineffective evaluation…
  • Failure to address performance issues that can impact employee and organizational effectiveness.
  • Insufficient documentation of poor performance or unmet expectations.
  • Failure to drive discussion of personal and professional development opportunities.
so what the results of ineffective evaluation8
So What?The results of ineffective evaluation…
  • Rewards "average" employees while de-motivating high performers.
  • Provides organizations with limited means to identify employees with potential.

From “Opportunities in Performance Evaluation”

by Lin Grensing-Pophal, July 2005

the evaluation process
The Evaluation Process
  • Identify unit goals and objectives
  • Identify employee goals and objectives
  • Analyze and describe jobs
  • Set expectations
  • Analyze performance
  • Review with HR administration
  • Conduct performance conversation
the ratings
The Ratings

1 = Does not meet expectations/Needs Improvement

 Consistently performs below job requirements; continual performance at this level may result in termination from employment

2 = Sometimes Meets Expectations

3 = Meets Job Expectations/Fully Effective

 Consistently embodies the values of the Medical Center; a valued employee

4 = Sometimes Exceeds Expectations

 Example: special projects, interim duties taken on

5 = Consistently Exceeds/Role Model

 Provides an example to which other Medical Center employees can aspire

example employee communicates in a timely manner with co workers
Example: “Employee communicates in a timely manner with co-workers.”
  • 1 [Needs improvement] = employee fails to return phone calls or email messages
  • 2 = answers phone calls and messages inconsistently, often a week later
  • 3 [Fully effective] = answers voice mail and email messages within 3 days
  • 4 = answers messages within one day
  • 5 [Role Model] = answers messages within hours
bsd merit strategy
BSD Merit Strategy

Review each employee, asking:

  • Right Person?
  • Right Job?
  • Fairly Paid?
  • Criteria Used?
  • Likely to stay another fiscal year?
right person
Right Person?

Does the employee possess the:

  • Skills
  • Performance
  • Training

appropriate to the role?

right job
Right Job?

Is the job:

  • Properly constructed?
  • Balanced in regard to workload?
  • Appropriate within department?
fairly paid
Fairly Paid?
  • If union, does the pay comply with contractual provisions?
  • Is there equity compared to similar jobs within the section?
  • Is there equity compared to similar jobs within the department?
  • Where is salary relative to the midpoint of the range vs. qualifications for the role?
when it s all said done your employees should understand
When it’s all said & done, your employees should understand:
  • How their performance is helping the department achieve its goals
  • How their performance compares to others in the group
  • The strengths and weaknesses they bring to their role
  • What you will expect them to focus on in the coming year
  • What they need to do to improve their performance or get promoted
looking forward
Looking forward…
  • Consideration of a unified process that will comply with the policies of the medical center
  • Requirement of honest, consistent ratings
  • Integration of individual goals and objectives
  • Implementation of employee self-evaluation tool
things to keep in mind
Things to keep in mind…
  • Bell Curve
    • Normal distribution relative to other employees within in the section
  • Pareto’s Principle: 80/20 Rule

- 80% Meet Expectations

- 20% Under/Over Expectations

things to keep in mind19
Things to keep in mind…
  • BSD Target for Start Date:
    • Planning should begin February 1
  • Due dates:
    • HR Admin Review: March 24
    • BSD Submission: April 1
    • UHRM Submission: April 15