Preformance Evaluations

INTRODUCTION

Routinely managers are expected to conduct performance appraisal of their employees. This is generally viewed as one of the most distasteful functions of the managers' routine duties. Rather than focusing on the positive relationship of the appraisals to the company this process is seen as an "argument waiting to happen". The purpose of the evaluations is to critique and to praise the employees' performance. This is the time to coach, council, and communicate the expectations that the company has for the employee. If this communication is not clear then the employee does not know what to strive for in his performance. (Robbins,2005)

Performance evaluations skills are one of the basic functions of the effective manager's repertoire. The performance of timely, through, and well thought out, employee evaluation can provide many benefits, however by not being consistent in timing and manner of evaluations a manager will experience more negative feedback and the intention of the evaluation will not be will not be received. There are specific areas of communication to avoid in order the conduct beneficial reviews. (Denton,1987)

Different styles of evaluation can be utilized depending on the employee group, the employment sector, and the size of the company. You would not use the same evaluation for a service based employee as a production based employee and small companies may use a "360" approach where a giant would need to use a more standardized rating checklist. (Robbins,2005)

Which ever evaluation process is used the most important key is to be consistent and timely.

TIMING OF EVALUATIONS

Evaluations should be done on a regular basis. From the beginning of employment there should be a thirty day, a ninety day, a six month, a one year, and once a year following as long as performance levels are meeting expectations.

To evaluate after thirty day the manager has the opportunity to take the time to make sure the employee understands the process they are required to meet. Reiterate the expectation and rate the employee to date on how well they are performing and coach in the areas that the employee is showing some weakness and praise where strength is seen. At ninety days a second formal review will offer an evaluation on the employees performance and it is at this time that it is determined if the employee will pass or fail the probationary period and determined if the hire was a good fit or not. If the employee has not meet the expectations and working at the performance levels required then a termination of the relationship is will be decided at this time. The six month review allows the manager get feedback from the employee on how well they think they are doing and the manager offers guidance, support, coaching and communicates new expectations of the employee. Since the employee has been with the company and has learned the introductory basics they are now able to take on greater responsibility. The yearly reviews give the employee opportunity again to review their performance and the manager will review past performance and new goals that have been set for the coming year.(Robbins,2005)

CRITERA PROCESS

When an employee is hired they are unproven assets to the company. The employee review process is the opportunity a company has to record and evaluate the employees growing value and contribution. Since the employees base is a company's greatest asset and will help them maintain a competitive advantage in their market evaluating the employees is a great temperature reading on the health of this asset.

Crucial information needs to be decided. Is this an evaluation of content, process, outcome, behavior, who will rate, what are the rating requirements for the job functions? Next the primary criteria that will be evaluated: quality of work, productivity levels, timeliness of job completion, cost effectiveness of resources, need for supervision and personal impact on the group. (Brown,1985)

The evaluation reviews an employee's competency, reliability, growth, growth potential, accuracy, and success to date. The review is both objective and subjective as to success and potential. A set process of criteria can check the subjectivity to a minimum thus reducing the halo effect of the employee. (Von Ber, 2006)

Evaluations can fall under the categories of: individual supervisor or manager review, committee review, or the 360 review. Most evaluations are conducted by the immediate supervisors; a manger will review the evaluation and sign off making comments if they feel inclined to do so. The manager will conduct reviews if there are not supervisors to pass this process to. The committees review would be a combination of supervisors, managers and possibly a human resources member. The 360 review is the most comprehensive and is a multi-rated feedback approach. The supervisors, peers, high level managers as well as internal and external customers rate the employee. Many companies will use this evaluation method as an informational tool to determine the strength and weakness perceived in the line employees and supervisor ranks. The 360 system is a good adjunct to a Management by Objective system as a vehicle to measure feedback from the customer to see if those needs are being meet and if not where their deficiency are in order to improve. (Armstrong,2006)

Performance criteria

Designing a performance evaluation for consistency requires a structured system. A human resources department sets the criteria for the review depending on the function being rated.

Basic evaluation criteria common in the evaluation process are as follows:

Quality: Does the employee's quality of the work measure up to the standard expectations of the company? Does the employees' ability to perform the tasks meet company standards?

Productivity: Does the employee's level of productivity measure up to the expectation of the company? Does the employee meet daily sales quotas; produce the numbers of units required, deliver all packages or mail?

Teamwork: Is the employees' working relationships with coworkers positive. Does he/she offer assistance to others?

Timeliness of job completion: Does the employee complete jobs assigned by the deadlines set forth by the company.

Initiative: Does the employee ask for projects, ask to learn more of the department,