Dear All,
Please find below a few points for the supervisor to evaluate the employee. Hope this helps you.
Keep a file on all employees that work in your workgroup and include information about things that occurred throughout the evaluation cycle, such as work on a special project, citizen commendations, training, citizen complaints, performance discussions, etc.
Provide feedback to your employees, throughout the evaluation cycle, not just at evaluation time. Timely and consistent performance feedback is essential in detecting and correcting poor performance early in the evaluation cycle. Early detection will help the employee redirect his/her performance to a more suitable level. When addressed early in a systematic way, the chance of the conversation becoming confrontational is lessened. The annual performance evaluation meeting should not be the first time the supervisor has discussed performance with the employee.
Review the job description to see if there are any changes in the work being performed by the employee. All employees should have a job description that specifically details the essential functions of their position. In addition to providing the basis for analyzing potential disability accommodations, job descriptions play an important role in the performance evaluation process because they provide the basic understanding of what the employee's job duties are.
Using the job description as a springboard, the supervisor should have a set of performance expectations or performance goals for employees. These expectations should include basic standards of performance related to job duties, but also should contain more subjective elements such as teamwork and communications.
Consider what changes may have occurred in the organization and/or in the daily operations during the evaluation cycle. Organizational or operational changes may have directly impacted the employee's performance, i.e., introduction of new technology, new procedures, and staff shortages.
By their very nature, performance evaluations contain your opinion of the employees. Make sure such opinions are based on objective facts or behaviors.
Be authentic and sincere when giving an employee performance feedback. The supervisor's rating and remarks should reflect the actual performance, i.e., exceptional or exceeds standards, or below standard.
Resist the temptation to let recent events dominate the evaluation. Doing so leads to frustration in the strong performer who wonders if you were paying attention the rest of the year, and gives the message to the problematic performer that he/she only has to perform right before evaluation time.
Evaluate each performance element individually. Do not let the deficient or excellent performance in one element determine the tone of the entire evaluation.
Do not mention that the employee filed a grievance or other complaints. Do not base negative ratings on a disciplinary action that has been overturned on appeal.
Performance evaluations should never be influenced positively or negatively by a person's race, gender or other protected class status. With that said, do not let fears of discrimination cause you to rate all employees with the same rating.
Remember that the discussion about the employee's performance does not always have to result in agreement between the supervisor and the employee, but it does mean there has to be an understanding. In other words, the employee may not like the standard or performance expectations, but when he/she leaves the performance evaluation meeting, the employee understands what is expected.
Regards
Praveen
From India
11Please find below a few points for the supervisor to evaluate the employee. Hope this helps you.
Keep a file on all employees that work in your workgroup and include information about things that occurred throughout the evaluation cycle, such as work on a special project, citizen commendations, training, citizen complaints, performance discussions, etc.
Provide feedback to your employees, throughout the evaluation cycle, not just at evaluation time. Timely and consistent performance feedback is essential in detecting and correcting poor performance early in the evaluation cycle. Early detection will help the employee redirect his/her performance to a more suitable level. When addressed early in a systematic way, the chance of the conversation becoming confrontational is lessened. The annual performance evaluation meeting should not be the first time the supervisor has discussed performance with the employee.
Review the job description to see if there are any changes in the work being performed by the employee. All employees should have a job description that specifically details the essential functions of their position. In addition to providing the basis for analyzing potential disability accommodations, job descriptions play an important role in the performance evaluation process because they provide the basic understanding of what the employee's job duties are.
Using the job description as a springboard, the supervisor should have a set of performance expectations or performance goals for employees. These expectations should include basic standards of performance related to job duties, but also should contain more subjective elements such as teamwork and communications.
Consider what changes may have occurred in the organization and/or in the daily operations during the evaluation cycle. Organizational or operational changes may have directly impacted the employee's performance, i.e., introduction of new technology, new procedures, and staff shortages.
By their very nature, performance evaluations contain your opinion of the employees. Make sure such opinions are based on objective facts or behaviors.
Be authentic and sincere when giving an employee performance feedback. The supervisor's rating and remarks should reflect the actual performance, i.e., exceptional or exceeds standards, or below standard.
Resist the temptation to let recent events dominate the evaluation. Doing so leads to frustration in the strong performer who wonders if you were paying attention the rest of the year, and gives the message to the problematic performer that he/she only has to perform right before evaluation time.
Evaluate each performance element individually. Do not let the deficient or excellent performance in one element determine the tone of the entire evaluation.
Do not mention that the employee filed a grievance or other complaints. Do not base negative ratings on a disciplinary action that has been overturned on appeal.
Performance evaluations should never be influenced positively or negatively by a person's race, gender or other protected class status. With that said, do not let fears of discrimination cause you to rate all employees with the same rating.
Remember that the discussion about the employee's performance does not always have to result in agreement between the supervisor and the employee, but it does mean there has to be an understanding. In other words, the employee may not like the standard or performance expectations, but when he/she leaves the performance evaluation meeting, the employee understands what is expected.
Regards
Praveen
From India
Hi Pravin,
This article has covered good points and would like to add the following points/process of PMS should follow :-
KPA
Self appraisal
Performance Analysis
Performance Review Discussion
Preparation of Development plans /training needs
Unfortunately most PMS neglect two areas which are critical :-
Dyadic Performance
Team Work
Therefore PMS should be designed and geared towards to ensure the following ;-
Facilitate learning among the Managers,
Clarify Roles & goals,
Focus more on the development
Improve the OCTAPACE
Regards,
Rajat Joshi
From India, Pune
This article has covered good points and would like to add the following points/process of PMS should follow :-
KPA
Self appraisal
Performance Analysis
Performance Review Discussion
Preparation of Development plans /training needs
Unfortunately most PMS neglect two areas which are critical :-
Dyadic Performance
Team Work
Therefore PMS should be designed and geared towards to ensure the following ;-
Facilitate learning among the Managers,
Clarify Roles & goals,
Focus more on the development
Improve the OCTAPACE
Regards,
Rajat Joshi
From India, Pune
Dear Praveen,
Good posting. However, I take this opportunity to inform all that when we copy and paste or cut aand paste information obtained from elsewhere whether sent to us by email or when we search the web and do it, we should disclose the source.
For example, all the above advice was posted as
Employee Performance Evaluations
On January 2005, Janice Corbin and Janet May of Sound Employment Solutions, LLC and is available at HR Advisor January 2005 <link updated to site home> ( Search On Cite | Search On Google )
Have a nice day.
Simhan
From United Kingdom
Good posting. However, I take this opportunity to inform all that when we copy and paste or cut aand paste information obtained from elsewhere whether sent to us by email or when we search the web and do it, we should disclose the source.
For example, all the above advice was posted as
Employee Performance Evaluations
On January 2005, Janice Corbin and Janet May of Sound Employment Solutions, LLC and is available at HR Advisor January 2005 <link updated to site home> ( Search On Cite | Search On Google )
Have a nice day.
Simhan
From United Kingdom
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PERFORMANCE EVALUATION FORM.doc
Performance Evaluation Guidelines.ppt