Employee Evaluation Training

1
Employee Evaluation Training

• After completing this session, you should be able
  to
• Identify the two major uses of performance
  appraisals.
• Understand the four appraisal methods.
• Explain several rater errors.
• Discuss the objectives of an Evaluation
• Identify the characteristics of legal and
  effective performance appraisals.

2
Employee Evaluation

• An employee evaluation or appraisal is the
  process of evaluating how well employees perform
  their jobs when compared to a set of standards,
  and then communicating that information.

3
Roles Of Employee Evaluations

• The employee evaluation has two general uses in
  organizations, administrative and developmental,
  these roles often are potential conflicts.
• Administrative measures performance for the
  purpose of rewarding or otherwise making
  administrative decisions (promotion, raise, etc.)
  about employees.
• Developmental identifies the potential and
  planning for employees growth opportunities and
  directions.

4
Administrative vs. Developmental

• ADMINSTRATIVE USES
• Compensation
• Promotion
• Dismissal
• Downsizing
• Layoffs

• DEVELOPMENT USES
• Identifying strengths
• Identifying areas for growth
• Developmental planning
• Coaching and career planning

5
Definitions

• Valuation Act of estimating the value or worth
  of something - Your rating is a 4.
• Measurement Standard of the valuation - Your
  rating is a 4 out of 5.
• Evaluation The combination of the measurement
  plus valuation.

6
Standards for Evaluation

• Validity
• Requires the program to measure what it was
  intended to measure.
• Reliability
• Demands the program measures the same thing, the
  same way.
• Documentation
• All three must be present or the process will
  break down and lose the legitimacy necessary for
  approval.

7
Stop and Check
Appraising employee performance is useful for
determining employees strengths and weaknesses
but should not be used in determining employee
compensation.
True
False
8
Standard Appraisal Methods

• Category Rating Methods
• Graphic Rating Scale
• Checklist

• Comparative Methods
• Ranking
• Forced Distribution

Performance Appraisal Methods

• Narrative Methods
• Critical Incident
• Essay
• Field Review

• Behavioral/Objective
• Methods
• Behavioral Rating Approaches
• Management by Objectives

9
Standard Appraisal Methods cont.

• Category Rating Methods The simplest method
  which requires the evaluator to mark an
  employees level of performance on a specific
  form divided into categories of performance.
• Narrative Methods A narrative describing the
  employees actions rather than indicating an
  actual rating.
• Comparative Methods Requires the evaluator to
  directly compare the performance of their
  employees against one another.

10
Standard Appraisal Methods cont.

• Behavioral/Objective Methods Specifies the
  performance goals that an individual hopes to
  attain within an appropriate length of time.
• Some agencies find an evaluation method that
  combines features from one or more of the various
  systems is the most effective.

11
Rating Categories

• Objective is determined by features and
  characteristics of the action dealt with.
  Objective categories are usually without bias.
• Subjective is determined by ideas, thoughts or
  feelings. Subjective categories are more open to
  interpretation by the evaluator and there is more
  room for bias.

12
Stop and Check
The four standard appraisal methods are
comparative methods, behavioral/objective
methods, category rating method, and narrative
method.
True
False
13
An Evaluator Must Review

• The employees current performance
• The employees potential for career development
• The employees shortcomings to be corrected
• The employees training and experience needed for
  correction
• These four categories should enable an evaluator
  to establish a fair and unbiased evaluation of
  your employee.

14
Timing of Appraisals

• Appraisals typically are conducted once or twice
  a year, most often annually, near the employees
  anniversary date. Probationary employees, or
  those who are new and in a trial period, should
  be evaluated frequently perhaps weekly for the
  first month and monthly thereafter until the end
  of the introductory period for new employees.

15
Objectives of an Evaluation

• Reporting of information in a fair and objective
  manner
• Structured so anyone reviewing the evaluation can
  determine the employees knowledge and skill
  level
• Documentation of improvements
• Evaluation of the quantity and quality of
  training provided by the agency

16
Goals and Standards

• Performance standards define the expected levels
  of performance, and are benchmarks, or goals,
  or targets depending on the approach taken.
• Realistic, measurable, clearly understood
  performance standards benefit both the
  organization and the employees.

17
Goals and Standards cont.

• An employee needs to have a proper understanding
  of what is expected of them.
• Always communicate the goals and standards in
  detail to the employee.
• When the employee understands the goals and
  standards, it is easier to point out why they
  earned a certain score in a given criteria.

18
Stop and Check
Clearly understood performance standards by
employees, benefit the employee but penalize the
organization because employees can mislead the
evaluator.
True
False
19
Common Problems

• There are many possible sources of error in the
  performance appraisal process. One of the major
  sources is mistakes made by the rater. There is
  no simple way to completely eliminate the errors,
  but making raters aware of them through training
  is helpful.

20
Common Problems cont.

• Rater Bias - No one is free from bias and
  prejudice, the evaluator must ensure these do not
  appear on an evaluation.
• Halo Effect Rating a person high or low on all
  items because of one incident or characteristic.
• Contrast Error Tendency to rate people relative
  to other people rather than to performance
  standards.

21
Common Problems cont.

• The fact that appraisals may affect an employees
  future career because of some type of incentive,
  such as a pay increase or promotion, the
  evaluator may alter or bias their ratings.
• Reactions such as these are attempts to avoid
  unpleasantness in an interpersonal situation.

22
Appraisal Feedback

• Once appraisals have been completed, it is
  important to communicate them so that employees
  have a clear understanding of how they stand in
  the eyes of their immediate supervisors and the
  organization.
• A major part of the evaluators role is to
  assist, encourage, coach, and counsel employees
  to improve their performance.

23
Performance Appraisals and the Law

• Federal employment guidelines and numerous court
  decisions have scrutinized performance
  appraisals. The absence of specific job
  relatedness can create legal problems, as can
  subjectivity.
• Employers must decide how to design their
  appraisal systems to satisfy the courts,
  enforcement agencies, and their employees.

• Criteria based on job analysis
• Formal rating instrument
• Personal knowledge of and contact with appraised
  individual
• Training of supervisors in conducting appraisals
• Review process that prevents one evaluator acting
  alone from controlling an employees career
• Counseling to help poor performers improve

24
The lesson is finished!

• You now must exit the slideshow and take the test
  associated with this lesson.
• Employee Evaluation Training.PDF

25
CORRECT

• You have answered this question correctly!
• Please continue.

26
INCORRECT PLEASE REVIEW

• The employee evaluation has two general uses in
  organizations, administrative and developmental,
  these roles often are potential conflicts.
• Administrative measures performance for the
  purpose of rewarding or otherwise making
  administrative decisions (promotion, raise, etc.)
  about employees.
• Please Continue.

27
CORRECT

• You have answered this question correctly!
• Please continue.

28
INCORRECT PLEASE REVIEW

• Category Rating Methods The simplest method
  which requires the evaluator to mark an
  employees level of performance on a specific
  form divided into categories of performance.
• Narrative Methods A narrative describing the
  employees actions rather than indicating an
  actual rating.
• Comparative Methods Requires the evaluator to
  directly compare the performance of their
  employees against one another.
• Behavioral/Objective Methods Specifies the
  performance goals that an individual hopes to
  attain within an
• appropriate length of time.
• Please Continue.

29
CORRECT

• You have answered this question correctly!
• Please continue.

30
INCORRECT PLEASE REVIEW

• Realistic, measurable, clearly understood
  performance standards benefit both the
  organization and the employees.
• Please Continue.