Etcher.sunday

2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 1


INTRODUCTION • Steve Etcher, Vice-President of Community EDGE • Director of Boonslick Regional Planning

Commission, Warrenton, Missouri 1992-2013 • Community EDGE is an economic development

consulting firm • Economic Development Marketing • Community and Organization Assessments • Strategic Planning and Capacity Building for

Community Organizations • Leadership development



Presenter

Presentation Notes

For my friends out there, yes I have crossed over to the dark side. For years I have made fun of consultants and now I am one.

SESSION FORMAT Practical Approaches to Employee Evaluations • Peer Learning for

Executive Directors • Principles of Employee

evaluations • Personal Use of

Employee evaluations • Shared approaches to

Employee evaluations


Presenter

Presentation Notes

Our format today This is a peer learning activity so I want to encourage you to share your thoughts and processes when we get to the discussion items. �To set the stage for today’s session, we will: Discuss why evaluations are important and the results you should expect from the process We will look at the challenges facing your industry We will look at processes and keys for evaluations I will share the approach I took with employee evaluations We will briefly discuss compensation as it relates to employee evaluations We will review scenarios that are commonplace and develop strategies to deal with them We will have an open discussion on issues related to employee evaluations. I encourage and welcome your participation in this training.

EXCERPTS THAT INDICATE YOUR JOB EVALUATION PROCESS IS NOT PRODUCING RESULTS • Works well only when under constant supervision. • When she stops to open her mouth, it seems it is only to change whichever foot

was previously there. • This young lady has delusions of adequacy. • He sets low personal standards and then consistently fails to achieve them. • This employee is depriving a village somewhere of an idiot. • A photographic memory but with the lens cover glued on. • Gates are down, lights are flashing, but the train isn’t coming. • If you gave him a penny for his thoughts, you would get change. • Takes him an hour and a half to watch 60 minutes. • Some drink from the fountain of knowledge; he only gargled. • Since my last report, this employee has reached rock bottom and has started to

dig. • He brings a lot of joy whenever he leaves the room.


Presenter

Presentation Notes

Survey Attendees- Directors Staff--Any HR? Policy officials Who has dedicated HR Staff Size of organization Less than 10 staff 10-50 staff Greater than 50 staff Organizational structure RPC/COG-public agency Not for Profit Local government How many are considered state employees or merit employees Who has other agencies co-located with you--employees outside your authority but influence public perception of agency, or agency personnel work ethic ideals? Who has salary schedules with steps for years of service or degree attainment


Presenter

Presentation Notes

Too often, an employee performance evaluation ranks with dental visits as an unpleasant but necessary annual task. Yet when approached strategically, the employee review process can be painless — and profitable, once employees understand how their contribution affects the company's vision, values, and bottom line.

BENEFITS OF AN EFFECTIVE EVALUATION SYSTEM

• Promote consistent, objective evaluations • Ensure that you conduct reviews regularly • Boost employee and manager participation in the

review process


Presenter

Presentation Notes

BENEFITS OF AN EFFECTIVE EVALUATION SYSTEM Promote consistent, objective evaluations Ensure that you conduct reviews regularly Boost employee and manager participation in the review process


Presenter

Presentation Notes

Ideally what we desire from the evaluation process it to enable our staff to perform at a high level and attain professional growth that results in career satisfaction. Career satisfaction can result in greater productivity and reduces turnover.

ORGANIZATIONAL CHALLENGES

• Tighter budgets • Increasing demand for efficiency • No loss in effectiveness • Must adapt to these changes • Seek better ways to meet expectations

• Citizens • Clients • Funding agencies • Elected officials • Board members, and • Media


Presenter

Presentation Notes

Government and not for profit organizations are facing many challenges: they are confronted with tighter budgets, increasing demands for efficiency and While maintaining no loss in effectiveness. Your organizations must adapt to these changes, you must seek better ways to meet the expectations held by citizens, clients, funding agencies, elected officials, board members and the media. It is imperative to improve the quality of service while controlling labor costs. To meet these challenges requires a more flexible and skilled workforce. Therefore the jobs within your organizations are increasingly professional in nature, increasingly specialized, and requiring higher levels of education. Therefore it is necessary to have an effective employee evaluation system in place to maximize staff performance.

ORGANIZATIONAL CHALLENGES

• EDDs spend 60-80% of expenses on personnel costs

• Employees deal with a myriad of people with a stake in the organization

• Policies and Procedures need to be developed to: • Reward superior performance • Hold marginal employees accountable

• Policies must be administered according to principles of: • Equity • Efficiency • Effectiveness

• Performance standards must be designed to promote the goals and values of the organization


Presenter

Presentation Notes

Your organizations are facing many challenges. Many of these challenges impact employee and organizational performance EDD’s spend between 60-80 percent of expenditures on personnel costs. Employees in your organization have to deal with a variety of people whom have a stake in the organization—taxpayers, clients, customers, elected officials, contractors, board members are just some of the stakeholders concerned about agency performance—Performance that must be effectively evaluated . Therefore policies and procedures must be developed to reward superior performance and hold accountable marginal employees. These policies must be developed and administered according to the principles of equity, efficiency and effectiveness. Performance standards must be designed to promote the goals and values of the organization. The key to viability is well trained and flexible employees that are responsive to the constantly changing environment. Adapting to change is critical otherwise you risk stagnation. Interestingly, in a recent survey it was found that uncertain financial times cause citizens to focus more on the performance of the public sector. People with less money to spend want assurances that their tax dollars are spent wisely and without waste.

EMPLOYEE ATTITUDE TOWARDS WORK


Presenter

Presentation Notes

Attitude toward work has also changed; a greater number of employees want challenging jobs and the opportunity to exercise discretion in the performance of their tasks. Improving the quality of the work life has become important. Organizational culture needs to align with this need if they wish to attract, motivate and retain a competent workforce. Organizations need to invest in their human capital.

WHY DO EMPLOYEE EVALUATIONS?

1. EDA requires it 2. Personnel policies dictate it 3. Process used to justify salary increases


Presenter

Presentation Notes

Why do Employee Evaluations? EDA requires it Personnel policies dictates it Used to justify salary increases Real Reason for Employee Evaluations is to create RESULTS Performance evaluations also provide management with essential information for making strategic decisions about employee advancements, retention or separation. Employees must be informed about the goals and objectives of the agency and about what role the employee plays in the organization’s success. They must know the standards that will be used to judge their effectiveness. Supervisors must communicate to employees the employee’s strengths and deficiencies, providing the opportunity for employees to correct their weaknesses before serious problems emerge. Accurate evaluations provide information and feedback to employees for ways they can improve their performance and thereby improve the organization as a whole. Too often the result of a poorly structured evaluation process is defensiveness, conflict and diminished morale.


Presenter

Presentation Notes

In the end what we as leadership want are motivated employees who excel at their job and who’s performance reflects positively on the organizations that we lead. Employees who in the end provide a net gain to our organizations—in other words we want more effort out of them than we are putting in to them. Some of you may have a long history with your organization and you have molded the staff to fit your management structure. Some of you may be new in leadership positions and may have inherited a staff that are not functioning at your ideal level. Regardless of your situation on the experience timeline I believe we all recognize that the Employee Evaluation process is something that needs constant refinement to achieve our desired results.

CHALLENGES IN DOING EDD EMPLOYEE EVALUATIONS • Diverse workforce skills • Not sophisticated organizations with dedicated HR staff • Limited hierarchy-managers responsible for employee

evaluations are busy doing everything else • Supervisors are not trained to do EE • Human capital is a greatest resource, largest expense and

greatest challenge • Generational variances with leaders, managers, and staff


Presenter

Presentation Notes

Employee evaluation in an Economic Development District organization can be challenging. A few of the challenges that EDDs face in managing employees are: Diverse workforce skills You employ a range of skills from clerical, to management. Skills range from planning to mapping, to finance, to social work Not sophisticated organizations with dedicated HR staff Most EDDs operate on small budgets and don’t have specialized staff handling HR functions within the organizations Most EDD directors are “jack of all trades” and have to rely on their own ability and creativity to handle responsibilities in the organization. Limited hierarchy-managers responsible for employee evaluations are busy doing everything else I have yet to meet an EDD director that has too many staff and/or not enough things to do. As a result task like employee evaluations tend to get pushed off to others that are not qualified to do them, or they rush through them with little thought of the impact that has on the organization. Supervisors are not trained to do EE EDDs do provide opportunities for professional development. You have likely invested in training for the latest technology utilization, or the latest GIS or accounting software, BUT have you invested in training for employee evaluations? Human capital is a greatest resource, largest expense and greatest challenge Generational variances with leaders, managers, and staff EDDs that I have observed tend to have a blend of staff from 2, 3 or even 4 generations of workers. Do you as the leader understand what motivates the different generations of workers, or how they respond to criticism or what their ideal work environment would look like.

REALITIES OF THE EDD WORLD

1. We are knowledge firms 2. We are public agencies or quasi public agencies 3. Our primary expenses-cost of goods is personnel 4. Public service has an interesting definition by the general public. 5. Our organizations must thrive through innovation, problem

solving, collaboration, and creativity. 6. Our customers/our audience/our members are changing more

rapidly through the election process and may be unfamiliar with the tasks mission of the organizations

7. A constant battle to avoid a bureaucratic label and instead create an image of relevance, efficiency and effectiveness.


Presenter

Presentation Notes

Realities of the EDD WORLD We are knowledge firms—judged by what we know and what we accomplish We are public agencies or quasi public agencies-it is difficult for the public to comprehend the uniqueness and complexities of what we do, let alone understand and appreciate our value Our primary expenses-cost of goods is personnel, we have to therefore be effective managers of human capital to fulfill expectations Public service has an interesting definition by the general public. Our organizations must thrive through innovation, problem solving, collaboration, and creativity. These are tough metrics to measure Our customers/our audience/our members are changing more rapidly through the election process and may be unfamiliar with the tasks and mission of the organizations There is a constant battle to avoid a bureaucratic label and instead create an image of relevance, efficiency and effectiveness. We operate and deliver federal, state , and local government programs and as such people view us as government employees versus social entrepreneurs.


Presenter

Presentation Notes

The perception and expectation of EDDs has changed over the years, and continues to change in today’s fiscal climate. Many EDDs have adapted the mission of their organization to survive and thrive in these changing times. Many of your organizations have employed highly trained and specialized staff to fulfill your mission. Has your process for challenging and evaluating your employees changed with the times? Or are you using the same process that the organization has used since its founding? Maybe it is time to rethink the value of employee evaluations and the process that you use to evaluate your staff.

PROBLEMS WITH EVALUATION METHODOLOGY

• Supervisory staff not trained in doing evaluations • Evaluation criteria is vague, never communicated in writing, not

realistic, not results oriented. • Measures only a single point in time—doesn’t consider the

entire evaluation period • Not bilateral in communications • Measures the wrong criteria • Stockpiling of shortcomings throughout the year and unload on

the employee during the annual evaluation


Presenter

Presentation Notes

Shortcomings in the employee evaluation process is not something the EDD world has a copyright on. Many organizations and businesses alike struggle to make employee evaluations a positive and rewarding process. According to BUSINESS.COM the following are the six most common errors associated with employee evaluations. (survey of for profit businesses with less than 100 employees) Supervisory staff not trained in doing evaluations Evaluation criteria is vague, never communicated in writing, not realistic, not results oriented. Measures only a single point in time—doesn’t consider the entire evaluation period Not bilateral in communications Measures the wrong criteria Stockpiling of shortcomings throughout the year and unload on the employee during the annual evaluation It is important that employees receive feedback throughout the evaluation cycle, not only when it is time to review the formal evaluation. Employees who receive feedback from their raters on a regular basis know how well they are performing their jobs and what improvements might be needed. Poor performers should be receiving feedback on what they can do to improve their performance. Excellent employees should receive positive recognition for performing well. This can motivate them to sustain excellent performance. The only commonality that seems to exist in the performance evaluation systems between the employees and supervisors is that both dislike having to participate in the evaluation process

Hiring employees means evaluating employees. Both you and your employees need to understand exactly what is expected of them so that it is clear to everyone whether they are performing adequately or at a level that is more or less than adequate…. Employees should know what they do well; they should also know what they need to improve.

Business.com (April 2011)


Presenter

Presentation Notes

I like this quote because it puts in perspective our responsibilities to our staff. Often times we hire someone to complete a project or to fulfill a specific purpose in the organization. We think (and I am guilty of this as well), we gave them a job, they get a paycheck, we get work from them. I believe we also have a responsibility to help them grow and improve, to give them constructive feedback so they can find reward and contentment in what they do. Let’s face it, employees spend the majority of their waking hours at work, shouldn’t we make that as fulfilling for them as possible? If you believe this is your responsibility doesn’t end when you hire that person, it is just beginning.

STANDARDS

• Qualitative • Quantitative • Mixed

• Employees should be made to feel that they are part

of the process, not just its victim.


Presenter

Presentation Notes

A major strategy for effective employee evaluation is the establishment of clear standards. Employees -- and the people evaluating them -- need to know which standards the evaluators will base their assessments on. No matter which standards the evaluator will use, though, the criteria need to be clear. There are 3 primary types of evaluation criteria used by HR personnel: Qualitative Strategies For example, if the employee in question is a customer service worker, the supervisor might assess friendliness, patience and other personal qualities that are necessary in customer service. Quantitative Strategies Measuring performance based on results. A customer service operator's evaluation might examine how many customer complaints and positive customer satisfaction survey results she has received, and how these numbers compare to those of other employees in the same position. Mixed The most effective strategies use a mix of qualitative and quantitative reviews. If an employee consistently exceeds his numbers but is generally agreed to be difficult to work with and a drain on morale, then he probably needs to make some changes. Conversely, if another employee is just short of the average numbers but is widely agreed to be extremely pleasant and a generally good "face" for the company, then she is an asset in another way. Numbers don't tell the whole story -- but neither do supervisors' impressions Employees should be made to feel that they are part of the process, not just its victim.

SMART GOALS FOR EMPLOYEE EVALUATIONS

Specific

Measurable

Achievable

Relevant

Time based • Goals are unique for each staff person based on the program or projects assigned

• May include specific program or project measurable for the organization as a whole

• Smart Goals are developed with the employee and supervisor, this helps attain buy-in and fair and balanced benchmarks.


Presenter

Presentation Notes

In my tenure as director I use a process known as Modified Performance Targeting. Unlike a performance appraisal which reviews only what employees have accomplished in the past this methodology is oriented towards the future. It is a joint effort by supervisors and employees to determine how to meet the organization’s goals, how employees can contribute, and what supervisors can do to assist their employees meeting the goals. In this approach a partnership is created. My approach has been modified because I also include some qualitative measures of performance during the evaluation period, plus a review of the evaluation period goals and accomplishments. My goal was to change the culture and perception of the organization from a low-cost staff agency (ie. Comparing our staff and positions to office employees in the courthouse or city hall) to professional staff that provide a return on investment of the salary provided. S-M-A-R-T Goals are unique for each staff person based on the program or projects assigned May include specific program or project measurables for the organization as a whole Smart Goals are developed with the employee and supervisor, this helps attain buy-in and fair and balanced benchmarks.

SMART GOALS EXAMPLES FOR EDD STAFF

• Clerical staff • RLF Loan Officer • Planner • Program Manager • GIS/Mapping Staff


Presenter

Presentation Notes

Sample SMART goals for staff have included: Clerical staff- return all completed clerical work to the originator within 24 hours or less. Complete the quarterly newsletter layout/edit/printing by the 15th of the 3rd month of each qtr. Complete training in Microsoft Office 2010, etc RLF Loan Officer- maintain at least 75% loan disbursal levels at all times. Pursue all delinquent loan payments within 3 business days. Maintain a loan loss ratio of less than 3%. Complete all loan reporting functions by their due date. Planner- complete all planning projects within the project timeline and within budget. Program Manager-(WIA) Enroll xx of participants in the WIA Adult program this program year. Achieve a minimum 85% expenditure level for participant training dollars by EOY. GIS/Mapping Staff- Complete all mapping assignments within the time period assigned. Compile XX new data layers for the region. Ensure data integrity in all final products, and adhere to local mapping standards/protocols

QUALITATIVE MEASURES USED IN EVALUATION

1. Attendance 2. Attitude 3. Quality of work 4. Cooperation/Teamwork 5. Neatness of work 6. Dependability 7. Job knowledge 8. Job productivity/diligent 9. Initiative/self motivation 10.Flexibility in the work environment 11.Communication skills 12.Demonstrates ability to make good judgments 13.Demonstrates the ability to follow instructions


Presenter

Presentation Notes

To achieve results/outcomes you need to establish clear benchmarks and measurables In addition to benchmarks and measurables mutually agreed to by the staff and supervisor, I also rate employees on 13 qualitative measures using a scale of 1-5 I also ask the employee to rate themselves in advance of the performance review on these 13 measurers. This allows them to acknowledge areas that need improvement, and the employee and rater can discuss any variances in the ratings.

HOW TO DO EFFECTIVE EMPLOYEE EVALUATIONS • Define expectations up front and in writing • Make goals measurable and observable • Discuss goals with employees • Obtain employees agreement and signature • When doing the evaluation begin by explaining the purpose and procedure in doing

evaluations • Help make them feel comfortable, ease their tension about the process • Avoid vague, subjective terms • Listen, listen, listen, listen…. • Remember to point out the positive elements • Evaluate the performance for the entire evaluation period. • Ensure written comments are factual, detailed and constructive • End the evaluation positive and motivational


Presenter

Presentation Notes

Regardless of the type of evaluation you use, it is essential that, as a supervisor, you define up front, in writing, what you expect of the employee. Make sure goals are measurable and observable. Also, discuss the goals with the employee to ensure her understanding -- and obtain the employee’s agreement and signature. When doing the evaluation begin by explaining the purpose and procedure in doing evaluation—as the evaluator you may be doing evaluations all the time and know why and how they are done, but don’t assume the employee remembers or understands what was explained to them last year. Help make them feel comfortable, ease their tension about the process. Don’t just jump straight into the questioning—Think about the environment chosen for the evaluation..Intimidating? Stay away from vague, subjective terms. Or even general terms like “you are not meeting your job requirements” Listen to the employee---during the appraisal it is important to allow the employee to do a lot of the talking. Begin by simply asking them how they would rate their performance and then sit back and listen. This strategy creates important benefits such as: Reducing defensiveness by allowing the employee to bring up areas where their performance may be unsatisfactory instead of the evaluator having to bring it up. Allows for information to surface that may have been unknown. When listening give feedback to let them know you are listening. Remember to point out the positive elements Make sure written performance reviews reflect the entire evaluation period, not just the past week. A supervisor needs to make written notes throughout the year of things done well and things that need correction. You should do both -- praising and correcting -- in real time. If you like something, say it immediately. If an employee makes a mistake, you shouldn't wait six months until the next formal evaluation; discuss it right away. Finally, a supervisor should ensure that written comments are factual, detailed and constructive because they become part of an employee’s permanent file. You should document the organizational implications of performance. You shouldn't change performance criteria after the fact; the appraisal shouldn’t digress from the measures you initially defined. Remember to end the evaluation positive and motivational.

Schedule time for evaluation

Provide employee with

Qualitative rating sheet

Welcome & Comfort

Leading Question

Listen & Feedback

Review Evaluation

Period goals & achievements

Review Qualitative Measures

Develop Corrective Action Plan

Develop goals for next period

Identify & Agree on measures

Encourage and Motivate



Presenter

Presentation Notes

If you get nothing else out this session I hope you realize that doing employee evaluations takes serious, dedicated efforts. It shouldn’t be a responsibility that is glazed over. A quality evaluation process will help you maintain a high performing staff that is essential for you to compete in today’s changing environment.

HOW TO EQUIP SUPERVISORY STAFF TO DO EMPLOYEE EVALUATIONS • Training in assertiveness • Training in dealing with conflict • Learn to diffuse tension • Learn to turn conflict into opportunity for a healthy dialogue • Learn techniques for confronting poor performance • Diversity /non bias training • Learn to listen • Learn to properly deliver evaluations


Presenter

Presentation Notes

Whether you do the employee evaluations or you have managers that do them, you need to make sure they are trained with the skills do them effectively. Here are a few training areas/skills that the evaluator needs: Evaluators need training in assertiveness so they are able to ask for what they want without apology. They need to be trained in how to deal with conflict -- to be comfortable with conflict -- because conflict is inevitable in the workplace. Evaluators also need to learn techniques to diffuse tension and turn conflicts into opportunities for healthy dialogue. Further, they need techniques for confronting poor performance. Diversity/non-bias training is especially crucial. Evaluators need to be able to separate what they think about a person from what they think about his/her performance. Enhanced listening skills Delivering Evaluations : Be relaxed and remember your goal is to help the employee grow. If you are tense, the employee will also be tense. Just think of this as a regular conversation with someone whose future you care about. If you are in the habit of regularly talking with each employee, this is just one of many conversations. It’s not some special once-per-year occasion that leads to stomach ulcers. Nothing in a written evaluation should come as a surprise. If you’ve done your job well, you’ve communicated along the way about everything included in the written appraisal.

ALIGNING COMPENSATION WITH RESULTS

NADO EX DIR SALARY SURVEY


Presenter

Presentation Notes

The design, implementation and maintenance of compensation systems are important parts of human resource management. Decisions about salaries, incentives, benefits and quality of life issues are important in attracting, retaining, and motivating employees. and influences the ability of the organization to compete in the marketplace to attract the most qualified and competent applicants and to retains it most talented and productive employees. The results of an effective evaluation process can be one factor in determining raises, promotions, demotions etc, but shouldn’t be the sole purpose of the evaluation process. I separate employee evaluations from salary adjustments Doing salary adjustments and evaluations at the same time sends mixed messages You are doing a great job but we can’t increase your pay (we don’t value you enough) because of budget cuts I can’t give you a raise but I will give you a new title You are doing the bare minimum to retain your job, but we are increasing your pay because of the step you are on based on years of service Evaluations-January Salary Adjustments-July Create an environment in the organization that employee can take ownership in the financial stability and capacity of the organization. Help employees understand the more effective and efficient they are it builds up organizational capacity that in turn results in more revenue to appropriate for salaries. Individual increases are the result of our collective efforts This approach has its drawbacks, there may be some that will only do the minimum to get by and ride on the coattails of the organizations success. In this case make sure the SMART goals are properly prepared to create change and accountability for this individual. For what it is worth: When it comes to compensation for "public employees“—I feel providing a Bonus based on performance is taboo



SCENARIO #1

A long term employee who oversees a vital program in the organization is not making reasonable or appropriate gains in learning to utilize technology in the delivery of the program. He/she has been given numerous opportunities to take classes to improve his/her technological skills, some during work hours, some on the employee’s own time. The organization has been willing to pay for this professional development. A few classes are attended during the working hours, but none beyond that. The implementation of new technologies or the utilization of existing technologies by this employee has been void-almost negligible. How would evaluate this employee and how would you use the evaluation process to create a change in behavior?



SCENARIO #2

You have hired a new “Millennial generation” employee to work in your organization doing mapping, and data research and evaluation. The employee has been on the job for 2 years and does a fantastic job of mapping, gathering and interpreting data and meeting project objectives and deadlines. During the employee evaluation process last year he/she was critically evaluated for his/her work habits and attendance. The employee has not made any improvements to his/her punctuality or modified his/her work habits. How would you use the employee evaluation process to gain the results desired of the organization?



SCENARIO #3

You have recently hired an employee to work on a special community project Though highly qualified for the job and producing the desired project results, the employee is not fitting into the culture of the organization (The culture is focused on teamwork, creativity, innovation and customer service)

The employee does poorly at interpersonal relationships in the office, doesn’t share information freely or collaborate with other staff members working on the same project, nor does the employee take calls from member communities when “working on a project”.

How would you evaluate this employee and use the evaluation process to get him/her to fit into the culture of the organization?



SCENARIO #4

You have an employee that has been with the organization a number of years. The employee has lot of positive attributes, does good work, meets project deadlines, and produces high quality products and results.

However, the employee is chronic gossip. The employee is talking to or about someone every chance they have—and not necessarily in a positive light.

You have critically evaluated the employee in the past for this action, particularly what is said, how it is said, and to whom things are being said. In addition to chiding them for not using their time appropriately.

After evaluations the gossip diminishes in the office for a while, but weeks or months later, the habit begins again.

How would you evaluate this employee and use the evaluation process to modify this behavior?


SCENARIO #5

You have an employee that has been with the organization nearly 3 years. The employee has learned the job duties quickly, is a team player, has a great attitude, and is generally liked around the office and by the customers.

In prior evaluations you have critically evaluated the employee for the neatness and quality of their work—particularly noting their lack of attention to detail on reports.

Errors continue to occur and the final products produced is often a poor reflection on the professionalism of the organization.

Not to mention the employee’s office is a complete mess, totally trashed, all the time.

How would you evaluate this employee and use the evaluation process to achieve the desired results


QUESTIONS FOR DISCUSSION

1. Who conducts employee evaluations for your organization?

2. Briefly describe your evaluation process. 3. How do you determine salary adjustments and/or

salary levels for employees? 4. What strategies do you use to attract and retain

quality employees?


SUMMARY 1. Define Expectations

Define what is expected of the employee Make sure goals are measurable and observable

2. Create Goals • Discuss the goals with the employee • Obtain the employee’s agreement and signature

3. Provide Written Evaluations • At least annually, more frequent if needed • Ensure evaluations reflect the entire evaluation period

4. Maintain a Performance Record • Make written notes throughout the year • Do both praising and correcting in real time

5. Ensure Integrity of Evaluation • Written comments should be factual, detailed and constructive • Performance criteria shouldn’t be changed arbitrarily • Evaluations shouldn’t digress from the measures initially identified.

MANAGING PEOPLE BETTER

