WORK REVIEW

Definition: An analysis of an employee's work habits undertaken at a fixed point in time to determine the degree to which stated objectives and expectations have been reached The performance review is an excellent opportunity to discuss an employees work performance, strengths and weaknesses, and how his or her duties fit in with departmental strategic goals. The performance review identify organizational barriers, offer the opportunity to explore career aspirations and provide employees with feedback and honest dialogue.

CONTENTS

PHILOSOPHY & PURPOSE

BENEFITS
ASSESSMENT AND EVALUATION TOOLS PROCEDURE DOs and DONTs RELATIONSHIP WITH MOTIVATION

PHILOSOPHY SAYS
The Work review and planning process should add value, identify organizational barriers, offer the opportunity to explore career aspirations and provide employees with feedback and honest dialogue.

PURPOSE

Corrective and constructive review about performance and conduct. Clear and concise performance standards. Ensure that performance standards reflect key areas. Use a combination of resources: Skills, knowledge and attitude Opportunities for growth Identifies training and other learning opportunities. The process will document specific performance and behavior improvements that are expected

BENIFITS
To help employees to develop their strengths. To identify and address weaknesses. Learning opportunity. Helps in benchmarking, setting standards for comparing best practices. Depersonalizes issues. Ensures fair treatment for employees. Removes misconception that behaviors and activities are same. Helps in appraisal. To protect association from law suits.

ASSESSMENT AND EVALUATION TOOLS

EMPLOYEES PERFORMANCE REVIEW CHECKLIST Some key ideas to prepare this list are : Major accomplishments for which Ive been responsible. Barriers to the performance of my job responsibilities or personal goals. What do I want for future objectives? Is there job-related training required? Are there training, educational, or work opportunities I could explore with my supervisor? Are there non-training (work environment, equipment) adjustments How does my work contribute to teams to which I belong? Have I taken on, or been given special assignments or add-ons? What would I like to say or ask but am hesitant to bring up?

 SUPERVISORS PERFORMANCE REVIEW

CHECKLIST.
Are the time, location and format comfortable for me and the

employee? What accomplishments, successes and strengths of the employee can I highlight? Are there any barriers to success? Can I help? Review past objectives and employees performance. What training would I like to discuss with the employee? What are the employees long-term career goals? How can I help them meet those goals? Does the employee understand the priorities of the Department, program and position? What motivates my employee and what are his/her incentives? How do customers, peers and team members view his/her performance? How could I improve the performance review and planning process for this employee?

EMPLOYEE SELF-ASSESSMENT SUPERVISOR FEEDBACK.

PERFORMANCE EVALUATION REVIEW FORM

PROCEDURE
Employee Role and Responsibilities: Steps : Preparation for the review a) Review the position description b) Examine the previous review periods achievements, performance and challenges. c) Examine the previous reviews objectives and draft new ones. d) Review training received and identify needed or desired training for the review period.

Resources to assist you : Employees Checklist (a list of questions you should ask yourself to help prepare)

Self-Assessment Form Supervisor Evaluation Performance Review Form Feedback Guidance Employee Training Plan Form

Supervisor Role and Responsibilities:

Steps :

Resources to assist you

1. Establish a time and place for the

review that are comfortable for Supervisors Checklist both you and the employee. 2. Prepare for the review a. Review the position description. Performance Review Form b. Examine the previous review periods achievements, performance and challenges. c. Examine the previous reviews Performance Reviews & Objectives & Standards objectives and draft new ones. Setting.Common Rating Errors.Feedback Guidance d. Review training received and identify needed or desired Employee Training Plan Form training for the review period.

 Performance review and planning process

Post performance review and planning process

Leadership team and human resource tracking On going dialogue, feedback and education

DOs and DONTs in REVIEW

DOs..
It may seem like just a pain, but its smart to work as hard on your review as you do on your job - By Liz Ryans

Do Take It Seriously

Do Be Prepared Do Focus on the Big Picture Do Learn the Lesson Do Seek Clarity

DONTs.

Dont Ask for a Raise in the Review Meeting Dont Be Unrealistic Dont Place Blame Dont Grovel Dont Get Out the Brass Knuckles

RELATIONSHIP WITH MOTIVATION

Improving the nature of work by making jobs more

appealing that affects motivation.

Studies done on job enlargement have shown that

combining various functions into larger jobs performed by the same person can spur motivation.
Job enrichment is a motivational tool you can use to

improve job performance.

Various job dimensions such as autonomy and variety can

affect personal and work outcomes such as motivation, quality of work, satisfaction, absenteeism, and even turnover.

FEEDBACK

FEEDBACK
Feedback from others is some of the most important information we receive about our behavior. Feedback can increase our awareness of what we are doing and how were doing it? Clear and objective feedback enables the receiver to understand it and choose whether or not to use it.

Following are guidelines, which may help us make better use of feedback, both as a giver and receiver.

Focus on the behavior rather than the person Focus feedback on description rather than judgment Feedback should be specific rather than general

Feedback is well timed Focus feedback at an appropriate time and place Focus feedback on a behavior that the receiver can change Focus feedback on the amount of information the person can use rather than the amount you might like to give Focus feedback on the value it has for the receiver not on how it will make you feel Focus feedback on idea sharing rather than giving advice.

360 DEGREE FEEDBACK

OBJECTIVES OF 360 FEEDBACK

Provides insights into strong and weak areas of the candidate. Identification of developmental needs and preparing the developmental plans. Reinforcing the change management efforts and organization effectiveness directed interventions. Aligning individual and group goals with organizational vision, values, and goals. Also helps in culture building, leadership and potential development, and leads to role clarity.

ADVANTAGES.
More Objective in nature. Highly acceptable by the employees. Focus on internal customer satisfaction. More participative and enhances the quality of HR decisoins. Suitable by new organisational cultures(participative culture, learning culture, quality culture, competency based performance culture, team

Behavioural changes after 360 Degree Feedback

More focus on Leadership Roles. Internal Customer Orientation Increased focus on Fostering a Team Spirit. Marked increase in delegation and Subordinates Development. Predominant behavioural changes.

GETTING FEEDBACK

Step 1. WHAT: Feedback is only meaningful if its specific. Step 2. WHO: Who will tell the truth? Step 3. WHERE: Feedback is a private matter. Step 4. WHEN: Feedback is best when it is fresh. Step 5. HOW: Answers depend on how you ask your questions.

GIVING FEEDBACK

Step 1. WHO should receive it? Step 2. WHAT needs to be heard? Step 3. WHERE can it be given? Step 4. WHEN is it appropriate?

Step 5. HOW to give it?

COMMON RATING ERRORS

Supervisors, and others asked to provide feedback, may wish to review this list and increase their awareness prior to reviewing someones performance. The Halo Effect - Judging an individual favorably or unfavorably overall on the basis of only one strong (or weak) point. The Contrast Error - An individual is judged either positively or negatively. The Similar-To-Me Error - The evaluation of an individual because of a mutual personal connection. The Recency Error - Based largely on the employees most recent behavior The Primary Error Based largely on the employees early behavior

Leniency or Strictness Error - The rater tends to give individuals either unusually high or unusually low ratings. Central Tendency Error - This error occurs when the rater is reluctant to assign extremely high or extremely low ratings