THE PERFORMANCE EVALUATION PROCESS
THE PERFORMANCE EVALUATION PROCESS
A. SUPERVISORS SHOULD: 1. Translate organizational goals into individual job objectives and requirements. 2. Communicate their expectations regarding staff performance. 3. Provide feedback to staff. 4. Coach the staff on how to achieve job objectives and requirements. 5. Diagnose the staff’s relative strengths and weaknesses. 6. Determine a development plan for improving job performance and ability utilization.
B. STAFF MEMBERS SHOULD GET THE ANSWERS TO: 1. What am I expected to do? 2. How well am I doing? 3. What are my strengths and weaknesses? 4. How can I do a better job? 5. How can I contribute more?
Handout #2 WHY PERFORMANCE EVALUATIONS FAIL 1. Evaluator does not know what employee has done. 2. Performance high points and low points are discussed in generalities vs. specifics. 3. Evaluator not skilled in determining current level of performance. 4. Evaluator fails to set specific objectives for interview. 5. Neither evaluator or employee adequately prepared. 6. Self-evaluation is ignored or minimized. 7. Evaluation only historical rather than historical and developmental. 8. Evaluation interview is one-way communication. 9. Too much emphasis on filling out form and not enough on problem solving/planning. 10. No mechanism for follow-up prior to next review.
Handout #3 COMMON ERRORS IN THE EVALUATION PROCESS
The first clue to understanding why errors occur in the evaluation process is to recognize that evaluators are human. They are subject to the same problems and forces that influence all human behavior.
HALO EFFECT
Rating a person excellent in one quality, which in turn influences the evaluator to give a similar rating or higher-than-deserved rating on other qualities.
HORN
A. SUPERVISORS SHOULD: 1. Translate organizational goals into individual job objectives and requirements. 2. Communicate their expectations regarding staff performance. 3. Provide feedback to staff. 4. Coach the staff on how to achieve job objectives and requirements. 5. Diagnose the staff’s relative strengths and weaknesses. 6. Determine a development plan for improving job performance and ability utilization.
B. STAFF MEMBERS SHOULD GET THE ANSWERS TO: 1. What am I expected to do? 2. How well am I doing? 3. What are my strengths and weaknesses? 4. How can I do a better job? 5. How can I contribute more?
Handout #2 WHY PERFORMANCE EVALUATIONS FAIL 1. Evaluator does not know what employee has done. 2. Performance high points and low points are discussed in generalities vs. specifics. 3. Evaluator not skilled in determining current level of performance. 4. Evaluator fails to set specific objectives for interview. 5. Neither evaluator or employee adequately prepared. 6. Self-evaluation is ignored or minimized. 7. Evaluation only historical rather than historical and developmental. 8. Evaluation interview is one-way communication. 9. Too much emphasis on filling out form and not enough on problem solving/planning. 10. No mechanism for follow-up prior to next review.
Handout #3 COMMON ERRORS IN THE EVALUATION PROCESS
The first clue to understanding why errors occur in the evaluation process is to recognize that evaluators are human. They are subject to the same problems and forces that influence all human behavior.
HALO EFFECT
Rating a person excellent in one quality, which in turn influences the evaluator to give a similar rating or higher-than-deserved rating on other qualities.
HORN