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Performance Review s- Need your input please
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Performance Review s- Need your input please
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Hello,
I am working on a project for a client and would like to gather the following information. Please respond if you have time. Thanks in advance.
1. When using a rating scale for performance
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Forums » Topic Forums » General Forum » Performance Review s- Need your input please
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Performance Review s- Need your input please
posted at 3/11/2009 5:33 AM EDT
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Posts: 2
First: 3/11/2009 Last: 3/11/2009 |
Hello,
I am working on a project for a client and would like to gather the following information. Please respond if you have time. Thanks in advance. 1. When using a rating scale for performance reviews do you use a number rating (1-5) or a letter rating (NI for needs improvement, for example). 2. If you use a numerical or letter rating, what are the pros and cons to it? 3. Do you allow increments or only whole numbers? 4. Are you using a 3 point scale or a 5 point scale? If so, why? 5. Are your reviews held on the employee's anniversary date or annually company wide (same time each year)? Pros and Cons? 6. If reviews are held annually the same time each year, how do managers find time to complete all reviews? How does it affect business operations? |
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Performance Review s- Need your input please
posted at 3/11/2009 11:27 AM EDT
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Posts: 50
First: 11/21/2005 Last: 11/2/2009 |
1. both, depends on the department and position
2. theoretically the more points on a numbered scale, the more honestly people answer them, people tend to use the positive side of the scale so if you give then 3 points, everyone is a 3, if you give them 10 points, everyone is above 5, but at least there is some performance distinction. The same arguement applies to lettered formats - they really aren't different except that sometimes the descriptions don't fit. 3. I have seen people use a line with anchors and then have the rater put a mark on the line, this works except that the analyst has to determine the value of the mark. 4. see above, we use 3, 5, and 7 5. most are annual, some are every 6 months; but on-going performance feedback is better 6. this last question makes me nuts, how can a manager not find time to speak to an employee about performance? this is a core role responsibility. It reminds me of the saying "there is never time to do it right but there is always time to do it over" Sound performance management practices are part of business operations. |
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Performance Review s- Need your input please
posted at 3/11/2009 3:41 PM EDT
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Posts: 108
First: 4/15/2007 Last: 8/17/2009 |
I will try to be brief. For Qs 1 to 4, if you are referring to rating employees on skills, competencies, behaviors, qualities, etc, there is an alternative approach. Whether you tie the ratings to pay and/or bonuses or not, many times there is a wrangling over that all important number that detracts from a worthwhile conversation about the future.
An alternative approach is to use SMART goals tied to the organizations objectives and cascaded down to each individual. Get each employee to work collaboratively with their manager to devise their goals and get the employee to gather the evidence at appraisal time. The objective numbers about the degree of goal attainment then tell the story without relying on perhaps inherently subjective assessments about qualities/behaviors. If you want to assess behaviors, then I would go for a multi-rater assessment, like 360 degree assessments, that provide a much more rounded picture of the employees behavior. But dont tie the outcome of multi-rater assessments to pay and bonuses. The outcome of the goal review and any multi-rater assessments should be a reflection on why goals were not attained (areas for improvement for the employee and the org) and why goals were attained (strengths). This discussion then focuses on the future. If you are going to link pay and bonuses to anything, then only link it to the objectively ascertainable degree of goal attainment. Re Qs 5 and 6, if each employees goals are derived from the orgs goals, then a new round of goal setting and performance appraisals should start when the new strategic objectives and operational plans are put in place. For new employees, goals should be set within a couple of weeks of starting. From there, they will then align with the regular performance review cycle. Les Allan Author: From Training to Enhanced Workplace Performance www.businessperform.com/html/effective_training_tools.html |
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Performance Review s- Need your input please
posted at 3/11/2009 5:39 PM EDT
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Posts: 2146
First: 2/15/2006 Last: 9/14/2011 |
1. When using a rating scale for performance reviews do you use a number rating (1-5) or a letter rating (NI for needs improvement, for example). -- We use a letter rating
2. If you use a numerical or letter rating, what are the pros and cons to it? With ours there is no question as to where you stand under core values, traits or job standards. You either exceed, meet or need improvement. If you need improvement in 1 value, 2 traits or 30% of job standards, you go on a PIP; make it much less subjective...too many levels allows for more subjectivity. 3. Do you allow increments or only whole numbers? Only whole steps 4. Are you using a 3 point scale or a 5 point scale? If so, why? I guess it is a 3 point/letter scale....We just don't see the need for more levels 5. Are your reviews held on the employee's anniversary date or annually company wide (same time each year)? Pros and Cons? Held at 90 days then at 6 months and every 6 months past that 6. If reviews are held annually the same time each year, how do managers find time to complete all reviews? How does it affect business operations? Takes about 1 day every 6 months (That said, I answered for our actual profit generating business rather than the corp management side...on the corp side, we have no letters or numbers, but rather just an informal discussion of previous goals and future goals. This happens every 6 months or so with all employees at corp. And these are not tied to pay increases) |
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