EMPLOYEE EVALUATION
INTRODUCTION
While the job description is the basis of the employee evaluation, the evaluation also affects the job description, helping to keep it flexible and fitting the individual employee's needs. Look for patterns and trends in behavior and activity to help your employees work up to their full potential in their job position, and in your agency.
The basic functions of an evaluation include providing adequate feedback to individuals on their performance. You should also establish a basis for modifying or changing behavior toward more efficient and effective work habits, and provide data to help managers make compensation/promotion and retention decisions.
The evaluation process should meet objections of both the managers and the employees. Some of these objectives might include:
Management
l. Let employees know what you think of their performance.
2. Let employees know you understand what they do.
3. See how employees feel about their jobs.
4. Accept recommendations that employees may have.
Employees
l. Know how performance has been graded.
2. Know what management thinks of their potential.
3. Know what the future in the position holds.
4. Learn management expectations.
5. Learn salary adjustment.
There are almost as many different forms and processes in use out there as there are employees. The dilemma is to choose the one which is most effective and gets results. No matter which form you choose, however, you will probably get results if the person using it does so objectively, is serious about it and, most important, recognizes the benefits to be received from doing it right.
By completing this process properly you reduce the possibility of negative EEO (Equal Employment Opportunity) exposures. If you should be involved in one, this will ensure that you have documentation for any actions taken.
Your ultimate and crucial responsibility is to see that immediate supervisors conduct all evaluation interviews, and that they are reviewed and approved for proper content, objectivity, and result expected by upper management (probably no more than two managers above the supervisor should have to approve). Management/principals should be committed to a policy in line with EEO guidelines and this policy should be in writing in the employee handbook. The evaluation process must be consistent among the supervisors/managers giving the evaluations, which requires a set of guidelines clearly understood by all evaluators.
To show you how to develop the process and the form itself, a sample and a blank evaluation form follow.
In conjunction with the performance review, it may be useful to determine each employee's perception of his or her performance and company policies and procedures. Two forms-'Self Evaluation' and 'Office Evaluation'-are provided for this purpose. Have the employee fill out both forms prior to his or her performance review, and use them as a basis for comparison and discussion. By encouraging the employee to participate actively in the review, you are creating a more open, receptive atmosphere and are being given a more accurate reflection of the employee's attitudes, perceptions, and goals.
PERFORMANCE AND SALARY REVIEW
Name_________________________ Date Hired ________________________
Position_______________________ Date on Present Position______________
Department____________________
A. Consider each of the following factors as they relate to the employee's performance on present job:
B. A separate narrative should accompany any blocks checked under Exceptional, Excellent, Average, or Probation.
| | | Exceptional: Exceeds Job Require-ments | Excellent: Fully Meets Job Require-ments | Average: Below Job Require-ments | Probation: Unsatis-factory |
| 1 | Knowledge: Consider necessary technical knowledge, understanding of duties and how to perform them. | | | | |
| 2 | Effort: Consider how hard (s)he works, ability and willingness to put out extra effort when needed, drive, enthusiasm. | | | | |
| 3 | Quantity of Work: Consider amount of work performed within prescribed periods. | | | | |
| 4 | Quality of Work: Consider how well (s)he does what (s)he does, accuracy, completeness, neatness. | | | | |
| 5 | Initiative: Consider ability and willingness to make suggestions, meet challenging situations, be self-starter. | | | | |
| 6 | Originality: Consider use of creativity and imagination in developing new approaches and solutions to problems. | | | | |
| 7 | Learning Ability: Consider ease in grasping new ideas, methods, and instructions. | | | | |
| 8 | Dependability: Consider performance in meeting deadlines, fulfilling responsibilities without prodding. | | | | |
| 9 | Communications: Consider accuracy, clarity, and adequacy of written and oral communication. | | | | |
| 10 | Cooperation: Consider performance in maintaining effective working relationships with others. | | | | |
| 11 | Attitude: Consider loyalty, willingness to accept change, acceptance of authority, and company policy. | | | | |
| 12 | Personal Impression: Consider dress, speech, manner, and appearance. | | | | |
| 13 | Attendance: Consider number of days absent and reasons for absences. | | | | |
Reason For Evaluation
_____ Normal Review _____ Exceptional Performance
_____ Below Standard Performance _____ Probation Review
_____ Promotion Review
Please give your recommendations for a salary adjustment and return form to__________________ by __________________.
PRESENT SALARY: $_______ PER MONTH. $_______ PER YEAR.
AMOUNT OF LAST INCREASE: $________ DATE OF LAST INCREASE:__________
RECOMMENDATIONS
(X) in space provided:
_____ PROMOTE _____ MERIT INCREASE
_____ PROBATION _____ (LENGTH OF TIME--30, 60 DAYS, ETC.)
_____ Increase salary by $_____ per month. Effective Date:_____
Recommended increase is % of present salary and $ per year.
_____ No salary change recommended.
_____ Classification change recommended to _______________________
Grade ______ Effective _____________________________________
* Probation: Discuss improvement/actions required in a narrative on a separate sheet.
Rated by:_____________________ Reviewed by:______________________
Approved by:____________________________________________________
Employee Signature:______________________________________________
Date: _________________________________________________________
REASON FOR EVALUATION AND RECOMMENDATIONS
The next section of the evaluation form deals with reason for the evaluation, existing salary, last increase, and the supervisor's recommendation.
In the case of probation, the employees should be told how long they have to meet a standard and what specifically is expected. Regular evaluations should be done in the interim to outline and discuss progress one way or the other. If you are objective, straightforward, and honest with the employees, they should make the effort. If they do not, frequently they will resign of their own accord. The result is that you either receive the performance that you expect and are paying for, or you lose an inadequate employee.
The areas under 'Recommendations,' provide good information for your accounting/personnel people and force you to think about the percentage increase as a budget item.
The last section requires the evaluator, the evaluated person, and the person approving to sign the evaluation form.
Note that the employee should sign. If there is agreement on the discussions that have taken place, this should not be a problem. In effect it forces the two parties to come to some sort of agreement, which lays the groundwork for whatever action is to take place.
Some final thoughts on evaluations:
l. Any good or bad work activity can be a reason for an evaluation.
2. Those on probation should be evaluated frequently and progress or lack of it noted and outlined.
Login or
Register (for FREE) to gain access to thousands of other great articles.