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Employee Apprasals/Evaluations
Training & Organizational Development
Employee Apprasals/Evaluations
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
I work for an emergency services agency. The current forms we use for evaluations are difficult to apply to our jobs/responsibilities. Any suggestions for evaluating 9-1-1 operators/police & fire
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Forums » Topic Forums » Training & Organizational Development » Employee Apprasals/Evaluations
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Employee Apprasals/Evaluations
posted at 10/16/2001 7:54 AM EDT
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Posts: 1
First: 10/16/2001 Last: 10/16/2001 |
I work for an emergency services agency. The current forms we use for evaluations are difficult to apply to our jobs/responsibilities. Any suggestions for evaluating 9-1-1 operators/police & fire dispatchers? |
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Employee Apprasals/Evaluations
posted at 10/17/2001 12:47 PM EDT
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Posts: 3
First: 10/17/2001 Last: 6/7/2002 |
employee appraisals that we use in the hospital clinical setting encompass the use of the job description. Using job responsibilites and descriptions enable the evaluator to objective criteria for assessment, such as answering 911 calls within 'X' number of seconds, responds with appropriate guidence, refers call to appropriate department. Remains calm during call. Appropriately documents call, etc..... good luck |
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Employee Apprasals/Evaluations
posted at 10/17/2001 7:31 PM EDT
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Posts: 5
First: 6/6/2001 Last: 10/30/2001 |
1. The job description is the starting point, and should be the initial point of agreement between managers and their staff. This should be done well ahead of time.
2. Based on the essential functions listed in the job description, a system of measuring performance should be discussed with staff members, and a reasonable target agreed upon as well. Again, this takes place long before review time. 3. Actual results are compared to the quantifiable standards that were agreed upon. The results should speak for themselves, and shouldn't be a surprise. 4. If you don't have access to a form that accommodates this fundamental method, you will want to summarize items 1-3 on a separate sheet that can be attached to the formal evaluation form and used as a reference or justification for the ratings given on the formal evaluation. You may have to get a more customized format, one that allows you to set appropriate objectives that are relevant to the specific job responsibilities. If you want to evolve to a more professional format, you might try incorporating Values wherever there are grey areas. For example, if you want people to make better decisions (especially if they don't have the luxery of an SOP for every possible situation), then as long as the Values are understood in order of importance, and decisions are made based on those ranked values, ideally the outcome will meet their overall objectives, even without specific instructions. If you prefer standardized, predictable behavior, then you'd focus more on the other side of the equation - part of the evaluation should reflect procedural success. This is often necessary in environments that are under constant review and audit. Even if values-based or procedural-based reviews are considered, quantifiable measurements of some sort should at least supplement, if not dominate the basis for evaluation and any merit increase awarded. This is by far the most important part of the process to go through together with your staff, even if you have to complete two forms in the end. |
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Employee Apprasals/Evaluations
posted at 10/17/2001 7:31 PM EDT
|
|
Posts: 5
First: 6/6/2001 Last: 10/30/2001 |
1. The job description is the starting point, and should be the initial point of agreement between managers and their staff. This should be done well ahead of time.
2. Based on the essential functions listed in the job description, a system of measuring performance should be discussed with staff members, and a reasonable target agreed upon as well. Again, this takes place long before review time. 3. Actual results are compared to the quantifiable standards that were agreed upon. The results should speak for themselves, and shouldn't be a surprise. 4. If you don't have access to a form that accommodates this fundamental method, you will want to summarize items 1-3 on a separate sheet that can be attached to the formal evaluation form and used as a reference or justification for the ratings given on the formal evaluation. You may have to get a more customized format, one that allows you to set appropriate objectives that are relevant to the specific job responsibilities. If you want to evolve to a more professional format, you might try incorporating Values wherever there are grey areas. For example, if you want people to make better decisions (especially if they don't have the luxery of an SOP for every possible situation), then as long as the Values are understood in order of importance, and decisions are made based on those ranked values, ideally the outcome will meet their overall objectives, even without specific instructions. If you prefer standardized, predictable behavior, then you'd focus more on the other side of the equation - part of the evaluation should reflect procedural success. This is often necessary in environments that are under constant review and audit. Even if values-based or procedural-based reviews are considered, quantifiable measurements of some sort should at least supplement, if not dominate the basis for evaluation and any merit increase awarded. This is by far the most important part of the process to go through together with your staff, even if you have to complete two forms in the end. |
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