PSM #36: Position Descriptions in Employee Performance Management
” Position Descriptions in Employee Performance Management” discusses the use of position descriptions in performance management. The notes for this podcast are located here.
The Performance Review in Employee Performance Management
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The performance review is a key feature in employee performance management. The review recognizes the employee’s contributions and accomplishments during the performance period.
The performance review
- provides the basis for equitable reward for the employee’s contribution. [rewards contribution]
- Highlights the employee’s strengths
- Identifies areas in which the employee may improve to achieve higher ratings and/or more responsible assignments.
- Provides the basis for fair salary administration across the organization. [makes salaries equitable]
The performance review is a formal, scheduled meeting. The manager asks the employee to prepare a self evaluation prior to the meeting. Using the employee’s self evaluation and the managers project and task information, the manager writes the review. The review considers and documents factual, observed performance and rates the performance using the position description as the standard for acceptable performance. I suggest a 4 category rating system.
- A zero rating means that the performance criteria was not met.
- A one rating means that the employee’s performance met the requirements of the job.
- A two rating means performance exceeded requirements in some aspects of the job.
- A three rating means that the employee’s performance exceeded requirements in all aspects of the job.
The manager rates each of the employee’s assignments using this rating system, then computes or derives an overall rating using the individual assignment ratings and their relative weights or importance.
The manager notes and comments on the employee’s strengths and areas of improvement and documents these comments in the performance review document.
Having completed the review documentation, the manager schedules the review with the employee.
The performance review is a formal, scheduled meeting. In the meeting, the manager provides the employee with a copy of the review and provides the employee the opportunity to read the review. They discuss the review, the manager answering any questions the employee may have. The manager may change a rating if the employee provides factual comment that the manager did not consider. In matters of opinion, the manager’s opinion prevails.
During the conversation, the manager discusses the employee’s strengths and areas of improvement. The manager and the employee will schedule a separate meeting to discuss a development plan to address these areas of improvement.
Both the manager and the employee may then comment on the review. The manager should summarize the meeting in his comments. The employee may comment on the review too. If the employee disagrees, the employee’s comments should so reflect it.
The manager and the employee sign the review. The employee’s signature states that the employee understands the review. The signature does not signify agreement.
The employee and the manager set a meeting to create a performance plan for the next year. They also set a meeting to create or update the employee’s development plan.
Summary:
- Based on facts only
- Rates 0-3
- Comments on each task
- Notes strengths and areas of improvement
- Conduct the review
- Manager and employee write summary comments and sign
Craig @ November 23, 2008
Counseling in Employee Performance Management
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Counseling is key to employee performance management. This feedback is essential to allow corrective action during the performance period.
Counseling takes two forms.
The first are scheduled interim reviews during the performance period. The manager meets with the employee and discusses what the performance review would be if it were conducted now. The manager discusses the basis for the assessment, identifying deviations from the plan. The manager and the employee investigate the reasons for the deviations and devise an approach to address them. Both individuals may have assignments in the corrective plan. The manager also recognized the employee’s demonstrated strengths. The manager and the employee discuss how these strengths may be further enhanced and utilized. The manager documents the counseling session and provides a copy to the employee,
The second form of counseling is immediate, occurring when the manager or the employee identify a significant deviation from plan. The manager and the employee meet and describes the deviation. They jointly identify the issue, identify corrective action, and agree to address the issue. They also schedule a meeting to follow up on the issue and its correction. It is important to note that either the manager or the employee can initiate this discussion. [Added Nov 13, 2008] It occurred to me today that constant immediate counseling would be demoralizing. The compassionate manager should reserve immediate counseling for those situations that require immediate attention.]
These mid course corrections are essential in maximizing individual and organizational performance.
To summarize:
Feedback is essential.
Impromptu meetings address issues that require immediate correction.
Periodic reviews summarize performance to date in the plan cycle, providing areas of improvement and identifying strengths to exploit.
Craig @ November 7, 2008
PSM #37: Performance Plans in Employee Performance Management
Communications, Management, Personnel, Planning Comments (0)
“Performance Plans in Employee Performance Management” discusses the value and use of performance plans in employee performance management. The podcast notes are located here.
Craig @ November 2, 2008