Students, Alumni and Friends – Concordia University ...



Performance AppraisalsAmber FranceConcordia UniversityPerformance Appraisals Introduction Amanda Smith is a Health Educator at the Wood County Health Department. Her primary roles with the department are WIC dietitian, car seat technician, and public health nutritionist. She has been with the health department for one year and is receiving her first annual performance appraisal. Prior to this performance appraisal, Amanda has received a 6 month performance appraisal with the following goals established: By April 2014, increase knowledge and experience with breastfeeding by attending breastfeeding continuing education and getting hands-on experience with helping moms during breastfeeding clinic.Become involved with one statewide WIC workgroup by April 2014.Maintain open communication with co-workers and supervisors throughout 2013-2014.She also has monthly meetings with her supervisor to ensure proper communication and resources are available to meet her goals. The data collections for the performance appraisal both quantitative and qualitative obtain from supervisor observation, goals and objective adherence, and self-appraisal. County of WoodPERFORMANCE APPRAISALName:Amanda SmithType of Review: FORMCHECKBOX Annual FORMCHECKBOX Probationary FORMCHECKBOX SpecialDepartment:HealthPosition Title:Health EducatorDate Employed:4/10/2013Instructions:Consider the employee's performance in each of the following categories as they relate to present position responsibilities and work performed. Place an “X” in the box, which represents the demonstrated level of performance during the current review period.1 – Performance is unsatisfactory and must improve to remain in position.2 - Needs some improvement to meet requirements. 3 - Meets position requirements and occasionally exceeds. 4 - Usually exceeds position requirements. 5 - Consistently and substantially exceeds position requirements. Demonstrates leadership skills in this area.Any factor graded other than 3 must be explained on the reverse side of this form or on a supplemental sheet.PERFORMANCE FACTORSLEVEL OF PERFORMANCE12345ORGANIZATIONAL ABILITY - does the employee organize tasks and assignments efficiently and effectively.4JUDGMENT/PROBLEM SOLVING - does the employee use good judgment in problem solving and/or in completing assignments.4JOB KNOWLEDGE - level of overall competence in area of responsibilities and related areas.3QUALITY OF WORK - are assignments completed in accord with departmental standards.3DEPENDABILITY – are assignments completed on time and to position needs.4COMMUNICATION SKILLS – use of both verbal and written communicators in performance of their duties.4INITIATIVE - does the employee consistently see, beyond specific assignments, things that need to be done, and do them.4CREATIVITY - has the employee shown imagination in completion of assignments and found better ways of doing things to affect change.3CUSTOMER SERVICE – does the employee meet the need of their internal/external customers and maintain positive rapport with customers.4SAFETY – is the employee active in maintaining a safe work environment and in pointing out hazards that exist.3Sub-total12241020304050ADDITIONAL RATINGS - SUPERVISORY PERSONNEL ONLYPROJECT MANAGEMENT – does the employee do well in planning projects and duties in their area of responsibility, including activities of those they supervise.DELEGATION - does the employee effectively disperse work to subordinates and control its accomplishment.LEADERSHIP - does the employee provide guidance to relevant department and County issues; are opinions sought of the employee by others on issues.Sub-totalGrand Total:363691215General comments (Ratings of 4 or 5 need written support).Amanda is very organized and dependable and always displays a positive attitude. Amanda’s care plans have been accurate and timely. Amanda has exceptional people skills and always displays a high standard of customer service. Amanda’s job has evolved a quite a bit over the past year (became certified in lactation and car seat technician) and she has embraced all the new task given to her. She has shown great judgment and problem solving in her daily duties and has developed many tools for the WIC program to use to become more efficient and effective. Amanda’s dedication, initiative, and positive attitude radiate throughout the department and show in her quality of work. Amanda has met all of her goals set at her 6 month performance evaluation by becoming certified in lactation, becoming involved with the external communications workgroup at the state level, and has communicated appropriately with co-workers and management. Performance Improvement Plan (Each rating of 1 or 2 must be accompanied by an improvement plan with specific actions, objectives and time lines). Use additional paper if necessary.Goals for next year. (Include specific action or desired result and timelines).In 2014, increase knowledge-base & confidence in lactation and child passenger safety by increasing the amount of experience and training in these areas.In 2014, increase knowledge and usability with excel and publisher software to help enhance creativity in materials produced, by working on projects for public health programs that do outreach and promotion. Employee Comments (if any).Please forward completed evaluation to the Human Resources Department for retention in employee's personnel file, with a copy to the employee.Rated By Position Employee SignatureDate of EvaluationDepartment Head or Reviewers Supervisor Date ReviewedDiscussed with Employee on this date: _____04/12/2014____________________________An employee signature verifies that a review was held. It does not constitute concurrence. Establishing Performance Appraisal CriteriaPerformance appraisals require methods of data collection on the employee’s performance (Fried & Fottler, 2011). The performance information and supporting documents should be gathered from multiple sources. Gathering from multiple sources makes the information more reliable and credible to the employee and their position. Data collection for this employee’s performance appraisal was done through supervisor observation, adherence to goals and objectives set at the last performance management interview, and employee self-appraisal. The data collected was both quantitative and qualitative. The quantitative data came from the number of clients she was able to see in the past year and maintenance of WIC clinic caseload and public health nutrition caseloads. The majority of the data collected was qualitative through observation and care plan reviews. The same performance review form is given to the employee one week prior to the performance management interview for the employee to complete. The completed performance review form is then discussed at the performance management interview. Performance management interviews are a method of communication between an employee and a manager where assessment of performance and collaboration in developing strategies to improve performance takes place (Fried & Fottler, 2011). The ultimate goal of performance management is to improve overall employee and organizational performance. Encouraging employee participation is important during performance management interviews (Fried & Fottler, 2011). Allowing the employee to present performance concerns allows for a more positive environment and likelihood that the employee will engage in discussion (Hill International, 2013). The employee self-appraisal is a part of this process to encourage open discussion. Employees often have a better understanding of their own performance concerns, which typically will match the managers concerns. Employee input should be appreciated and supervisors should allow time for the employee to provide their input during the interview (Hill International, 2013). Asking open ended questions can be an effective strategy and also another form of data collection on performance appraisals. This allows the employee to open up and provide detail during the interview (West Virginia Division of Personnel Employee Relations Section, 2005). Any discrepancies between manager feedback and employee feedback can also be discussed at this time (Gusdorf, 2009). Oftentimes, employees will present underlying causes for marginal performance (Jacksonville University, 2010). Managers should reinforce positive performance during this time (Fried & Fottler, 2011). Rewarding the employee for their positive performance, not just focusing on the negatives, can help build a relationship between the manager and employee making the employee more motivated to improve upon the negative aspects and provide further input. During the performance management interview SMART goals are set to improve performance (Fried & Fottler, 2011). These goals are intended to be specific, measurable, achievable, relevant, and time-bound. Goals allow managers to define and set clear expectations about job performance and job improvement, and allow for a basis for future feedback and performance review. Goals should be agreed upon by both the manager and the employee and be realistic for achieving desirable outcomes (Hill International, 2013). SMART goals are also used as a guide in designing the improvement strategies during the performance management interview (Fried & Fottler, 2011). The goals are made collaboratively between the manager and the employee, are clear and comprehendible, and meant to motivate the employee to achieve their goals. This performance appraisal is made up of trait-based, behavior-based, and results-based criteria. The performance factors organizational ability and initiative are trait-based criteria, because they are subjective and personal measures. Judgment/problem solving, communication skills, creativity, and customer service are all behavior-based criteria because they measure behaviors and skills that lead to job success. The results-based criteria that are used are quality of work, dependability, and safety because they are measured by outcomes. Utilizing all three types of job criteria for performance appraisals gives a more well-rounded review of the employee’s performance. The supervisor is reviewing all aspects of performance, not just outcomes or behaviors. This performance appraisal is completed on a graphic rating scale. Graphic rating scales are the most common method of documenting performance and use points along a continuum to measure traits and behaviors (Fried & Fottler, 2011). One drawback of this scale is that the items on the scale are general and not very specific to each performance factor. This is why a general comments section was added, so the rating can be elaborated on. Some potential bias that can occur with the performance appraisal process and graphic rating scales are personal bias, contrast effect, and similar-to-me bias. With a graphic rating scale it can be easy to compare employees and rate them differently based on comparison criteria as opposed to using objective standards for their job performance. There is always chance for personal bias and similar-to-me bias. Raters may judge employees performance more favorably if they are similar to them. With the generality of the graphic scale this could create more of this type of bias. According to Fried & Fottler (2011) there are important aspects to conducting a successful performance management interview. Performance appraisals and feedback should be provided on an ongoing basis (Fried & Fottler, 2011). Providing feedback regularly, not just with performance appraisals, is important to ensure the employee is taking the right steps towards meeting improvement goals and to continually motivate the employee to improve performance. This allows the manager to be more engaged in the improvement process. It also allows for the continuous communication of the performance management system (Gusdorf, 2009). Along with the informal feedback it is important to establish a frequency of formal feedback (Fried & Fottler, 2011). Frequency will depend on the employee and how much reinforcement and motivation they may need to meet goals. According to Hill International (2013) interviews typically are done monthly until the performance management process is well established and employees and managers have strong working relationships with clear expectations. Future performance will be based off of both qualitative and quantitative data collection. Goals set at this performance appraisal will be assessed monthly throughout the year and formally documented annually. Manager training will be provided to help prevent performance rating errors. References Fried, B. & Fottler, M. D. (2011). Fundamentals of human resources in healthcare. Chicago: Health Administration Press.Hill International. (2013). Good Dialogue Makes For Successful Managers and Employees. Retrieved from Gusdorf, M. (2009). Performance Management and Appraisal. SHRM. Retreived from Jacksonville University. (2010). Performance Appraisal Interview Guide. Retrieved from West Virginia Division of Personnel Employee Relations Section. (2005). Supervisor’s Guide to the Performance Management and Appraisal Process. Retrieved March 26, 2014, from ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download