Performance Appraisal (cont

1
Performance Appraisal (contd)

• Always begin with a clear understanding between
  employee and supervisor about
• Parameters of job
• clear job description
• Performance expectations
• Enlist staff members in setting standards and
  expectations
• Have ongoing discussion about this
• Understanding of what will happen if performance
  standards are not met

2
Requirements

• Be in writing
• Contain specific procedures
• Include specific instructions to supervisor
• Guidelines/training for supervisor
• Standard forms for groups of employees
• Be thoroughly communicated to employee
• At least once a year
• Evaluate specific work behavior, not personality
• Present a balanced view of staff members
  performance

3
Before appraising

• Know job responsibilities of employee
• Accurate, first-hand information
• Unbiased and clear standard of appraisal
• Be able to back-up your evaluation
• Have documented examples of good and/or bad
• Continuous process of sharing information with
  employee about his/her performance

4
Appraisal process

• Study position description, goals, objectives
• Evaluate your performance as a supervisor
• Complete written evaluation
• Focus on entire years performance
• Identify major successes and areas of outstanding
  performance
• Note areas needing improvement
• No surprises
• Prepare for interview
• Schedule interview
• Listen to employee comments

5
Appraisal process (contd)

• Discuss training needs/help from supervisor
• Written comments/responses from employee?
• End interview on positive note
• Sign form
• Forward it to your supervisor
• Give copy of completed form to employee
• Follow-up - training if needed, etc.

6
Avoid

• The Halo effect
• Rating person, not performance
• Rating everyone as average
• Saving up for appraisal
• The rush job
• Comparisons
• The error of the recent event

7
Discipline

• Positive discipline - education/training to
  foster compliance with reasonable rules/standards
• Negative discipline - dispensing of appropriate
  sanctions for wrongdoing
• PURPOSE (1) promote reasonable and safe
  conduct (2) sustain acceptable performance for
  individual and group success

8
Fair disciplinary system

• Reasonable, well-understood procedures
• Consequences of deliberate violation known
• Consistent enforcement
• Progressive discipline
• Burden of proof on management (document)
• Appeals and reviews

9
Progressive discipline

• Give an oral warning
• Issue a written warning
• Issue a second written warning (if in rules)
• Suspend employee without pay (if in rules)
• Terminate employee
• Follow collective bargaining agreement, if
  applicable

10
Workplace problems

• Illegal activities
• Gambling (office pools?)
• Verbal/physical assaults among employees
• Theft of office property
• Sexual harassment
• Possession of forbidden substance
• Unauthorized release of patron information (USA
  PATRIOT Act?)

11
Workplace problems (contd)

• Rule violations
• Repeated tardiness
• Leaving early without authorization
• Unexcused absences
• Unacceptable language
• Excessive rest periods (coffee breaks)
• Safety and security violations

12
Termination

• At meeting, review problems.
• Review steps taken to address problem
• Tell person
• They are being terminated
• What compensation, if any, they will receive
• How they should remove their personal items from
  the workplace
• Behind the scenes
• Inform security ahead of time
• Back up computer work
• Change passwords/codes
• Collect keys / change locks

13
Sexual harassment two types

• Quid pro quo
• Something is given in return for something else -
  sexual favor for employee benefit
• Hostile work environment
• U.S. Supreme Court (1993)
• Work environment made intolerable to a reasonable
  person by the frequency, severity or
  pervasiveness of objectionable words, actions or
  other materials of a sexual nature, or materials
  that direct hostility at people because of their
  ethnicity, race or age.
• Employees who experience sexual or nonsexual
  harassment can claim the discrimination created a
  hostile work environment.

14
Hostile Work Environment (contd)

• In determining whether a complainant has been
  subject to a hostile work environment, the Equal
  Employment Opportunity Commission will consider
• The frequency of the alleged conduct.
• Its severity.
• Whether it is physically threatening or
  humiliating.
• If it unreasonably interferes with an employee's
  work performance.

15
Sexual harassment (contd)

• Harassers conduct must be unwelcome
• Victim, harasser may be a woman or a man
• Harasser may be victims supervisor, another
  supervisor, co-worker, non-employee
• Victim need not be the person harassed may be
  anyone affected by offensive conduct
• Harassment need not cause economic loss or loss
  of job of victim
• Romance between supervisor and employee under
  him/her borders on sexual harassment

16
Typical sexual harassment

• Verbal
• Telling risqué jokes
• Asking for sexual favors
• Commenting on ones sexual anatomy
• Pursuing unwanted relationship
• Paying unwanted compliments with sexual overtones
• Making sexually suggestive remarks about other
  employees within earshot of others
• Using derogatory terms with a sexual connotation
  (e.g. "girlie-man," "player") to describe
  co-workers

17
Harassment (contd)

• Visual
• Wearing suggestive attire
• Staring at someones anatomy
• Flirting non-verbally
• Not wearing undergarments
• Sitting in a revealing position
• Posting pictures of pornography in employee's
  cubicles emailing pornographic photos

18
Harassment (contd)

• Physical
• Touching
• Making physical contacts
• Standing too close
• Too lengthy handshake
• Hugging or kissing

19
What victim should do

• If possible, directly confront the harasser
• End the interaction on your own terms, with a
  strong statement You heard me. Stop harassing
  me.
• Document harassment
• File an internal complaint, following
  organizations policy on sexual harassment

20
Harassment steps to take

• Take up matter with Human Resources
• Institutional guidelines education / training
• Discuss issue of harassment openly with staff
• Supervisor to listen to and record complaints of
  harassment document specific circumstances
• Counsel guilty party with third-party specialist
• Advise complainant of actions taken
• Employers who do business in California and
  employ 50 or more part-time or full-time
  employees must provide at least two hours of
  sexual harassment training every two years to
  each supervisory employee and to all new
  supervisory employees within six months of their
  assumption of a supervisory position.