Performance evaluation

Performance evaluation

1. PERFORMANCE EVALUATION

2. AGENDA Welcome OBJECTIVE Presentation VOCABULARY forum

3. Objective:  By the end of the lesson, s tudents will be able to handle the vocabulary related to Performance Evaluation, in order to put it into practice when studying and developing evaluations for employees in the Call Center area, by realization of practices and learning new vocabulary during the class.

4. What is Performance E valuation? Performance Evaluation is defined as a formal and productive procedure to measure an employee’s work and results based on their job responsibilities. It is used to gauge the amount of value added by an employee in terms of increased business revenue, in comparison to industry standards and overall employee return on investment (ROI).

5. All organizations that have learned the art of “winning from within” by focusing inward towards their employees, rely on a systematic performance evaluation process to measure and evaluate employee performance regularly. Ideally, employees are graded annually on their work anniversaries based on which they are either promoted or are given suitable distribution of salary raises. Performance evaluation also plays a direct role in providing periodic feedback to employees, such that they are more self-aware in terms of their performance metrics.

6. What is the purpose of Performance E valuation? Periodic performance evaluation is an employee’s report card from his/her manager that acknowledges the work he/she has done in a specific time and the scope for improvement. An employer can provide consistent  feedback  on an employee’s strengths and strive for improvement in the areas that the employees need to work on. It is an integrated platform for both the employee and employer to attain common ground on what both think is befitting a quality performance. This helps in improving communication, which usually leads to better and more accurate team metrics and, thus, improved performance results. The goal of this entire process of performance evaluation is to improve the way a team or an organization functions, to achieve higher levels of customer satisfaction.

7. A manager should evaluate his/her team member regularly and not just once a year. This way, the team can avert new and unexpected problems with constant work being done to improve competence and efficiency. An organization’s management can conduct frequent employee training and skill development sessions based on the development areas recognized after a performance evaluation session. The management can effectively manage the team and conduct productive resource allocation after evaluating the goals and preset standards of performance. Regular performance evaluation can help determine the scope of growth in an employee’s career and the level of motivation with which he/she contributes towards the success of an organization. Performance evaluation lets an employee understand where does he/she stands as compared to others in the organization.

8. Characteristics of an Effective Performance Evaluation Performance evaluations measure progress and help a person set professional goals. The annual Performance evaluation is something employees and managers alike often fear. Yet, it can be a source of motivation and reward if both parties are knowledgeable about how a Performance evaluation works. This is also an opportunity for an employee to share with his/her manager about professional goals and career aspirations. Characteristics of an effective Performance evaluation are: Explain the appraisal process. Clarify job expectations. Review and update job skills. Review accomplishments and goals. Final steps and rewards.

9. Explain the appraisal process In the appraisal meeting between a manager and employee, the manager should first explain the purpose and the process of the Performance evaluation. Generally, a Performance evaluation is conducted to clarify job expectations, set goals for improvement of weaknesses and reward for accomplishments and overall performance. The manager’s job is to explain the steps involved during and after the Performance evaluation. Clarify job expectations A mutual understanding of job expectations is essential to an effective Performance evaluation. Absence of mutual understanding, the appraisal meeting could spiral downward because the manager and employee might be working from completely different viewpoints. A review of the job description, and employee skills, qualifications and responsibilities should precede the actual Performance evaluation.

10. Review and update job skills It is important to review the skills of employees and update accordingly. Manager discusses any improvements necessary, and praise the employee for acquiring the new skill. The manager determines what additional skills the employee can learn during the next evaluation period by setting reasonable goals for professional development. The employee should feel free to provide input throughout the Performance evaluation. Employees should be provided with a self-appraisal form. If this is the case, the employee will come to the Performance evaluation meeting with the completed self­-appraisal. Review accomplishments and goals Accomplishments throughout the evaluation year will be enumerated. If there are quantifiable goals established for the review period, the manager and the employee determine if the goals have been met. Often, a “management by objective” technique is used to track specific, goals, progress and completion of each quarter. Using this technique simplifies the Performance evaluation because there are intermediate assessments made during the evaluation period.

11. Final steps and rewards An overall appraisal score may be discussed during the meeting or it may be calculated after the manager has had an opportunity to consider the employee input. In addition, the manager should indicate whether or not the employee will be entitled to an increase in pay or bonus, if applicable. Many employers use a scale that determines a percentage increase in Performance evaluation scores. Whenever possible, the manager should inform the employee of the type or amount of increase to expect for his/her performance during the year.

12. Job Analysis. Establishing performance standards. Communicating the standards. Determining the actual performance. Matching the actual with the desired performance. Discussing results. Decision making.

13. 1. Job Analysis The first step in the process of performance appraisal is job analysis. Defining the job and analyze for making sure that employer and subordinates agree on his or her duties and job standards. 2. Establishing performance standards The second step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily comprehensible and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.

14. 3. Communicating the standards Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to them. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself rendering to the relevant feedback from the employee or the evaluators.

15. 4. Determining the actual performance The most difficult part of the Performance appraisal process is determining the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in employees work.

16. 5. Matching the actual with the desired performance The actual performance is matched with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees’ performance.

17. 6. Discussing results The result of the appraisal is communicated and discussed with the employees on a one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems, and the possible solutions are discussed with the aim of problem-solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better. 7. Decision making The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers, etc.

18. Uses of Performance Evaluation Performance evaluation serves two types of the objectives one is to make the evaluation decisions and other is to provide the need assessment source for the training and development if there is a gap between actual and expected performance. Performance evaluation data are potentially valuable for use in numerous human resource functional areas. Performance improvement. Compensation adjustments. Placement decisions. Training and development needs. Career planning and development. Staffing process deficiencies. Informational inaccuracies. Job-design errors. Equal employment opportunity. External challenges. Feedback to human resources. Compensation programs. Internal employee relations. Assessment of employee potential.

19. Performance improvement Performance feedback allows the employee, the manager and personnel specialists to intervene with appropriate actions to improve performance. Compensation adjustments Performance evaluations help decision makers determine who should receive pay raises. Many firms grant part or all of their pay increases and bonuses on the basis of merit, which is determined mostly through Performance evaluations. Placement decisions Promotions, transfers, and demotions are usually based on past or anticipated performance. Often promotions are a reward of past performance. Training and development needs Poor performance may indicate a need for retraining. Likewise, good performance may indicate the untapped potential that should be developed.

20. Career planning and development Performance feedback guides career decisions about specific career paths one should investigate. Staffing process deficiencies Good or bad performance implies strengths or weaknesses in the personnel department’s staffing procedures. Informational inaccuracies Poor performance may indicate errors in job analysis information, human resource plans or other parts of the personnel management information system. Reliance on inaccurate information may have led to inappropriate hiring, training or counseling decisions. Job-design errors Poor performance may be a symptom of ill-conceived job designs. Appraisals help diagnose these errors.

21. Equal employment opportunity Accurate Performance evaluations that actually measure job-related performance ensure that internal placement decisions are not discriminatory. External challenges Sometimes performance is influenced by factors outside the work environment such as family, financial, health or other personal matters. If these factors are uncovered through appraisals, the human resource department may be able to provide assistance. Feedback to human resources Good or bad performance throughout the organization indicates how well the human resource function is performing. Compensation Programs Performance evaluation results provide the basis for decisions regarding pay increases.

22. Internal Employee Relations Performance evaluation data are also frequently used for decisions in areas of internal employee relations including motivation, promotion, demotion, termination, layoff, and transfer. Assessment of Employee Potential Some organizations attempt to assess employee potential as they appraise job performance. Benefits to the organization: To plan and adjust compensation package for employees. To identify training and development needs for the potential employee. To provide a career plan for the employee. To motivate the employees through an objective appraisal.

23. Who are Responsible for Conducting Performance Evaluation? Performance evaluations can be done by anyone familiar with the performance of individual employees. The following may be raters: The immediate supervisor. The peer. Group Appraisals. Appraisals by subordinates. Multiple Raters. Self-appraisal. 360-degree appraisal or feedback.

24. NEW VOCABULARY!

25. Coach: To coach someone is to give someone instruction and feedback on his or her performance. Evaluate: To evaluate something is to carefully study it and assess the strengths and weaknesses. Feedback: Feedback is constructive information provided to someone concerning his or her performance. Monitor: To monitor something is to supervise it or observe it carefully.

26. One-on-one: If coaching is one-on-one, it is done privately, outside of a real work scenario. Opportunity: An opportunity is a chance to make progress or improve. Real work situation: A real work situation is a scenario in which an employee is learning or being observed during the course of normal work. Remote: If something is remote, it is done from a distance. Self-assessment: It is the process of an employee evaluating his or her own performance.

27. Session: A session is a designated period of time for a certain activity, usually one of a series. Side-by-side: If coaching is side-by-side, it is done while an employee is working and a coach sits alongside him or her to observe and assist. Strength: A strength is something a person does well. Target: A target is a goal or something that someone tries to achieve.