National Association of
Counties * Washington, D.C.
Vol. 32, No. 5
* March 20, 2000
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Mirrors Without Smoke
Broward County (Fla.) Human Services
Director Phil Rosenberg leads a workshop on When Employers and Managers
Go Astray March 5 at the Legislative
Conference.
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Most agencies recognize the importance of periodic employee evaluations
or at least they say they do. It is absolutely correct that performance
evaluations represent an incredibly valuable tool for the agency and for
the individual. However, this is true only when the process is done in a
timely, job-related and thoughtful manner.
An essential role for
all managers is to help employees know where they stand. Everyone of us
asks ourselves, our families, our employers and others How am I doing?
Am I doing okay? What can I do better? These are the kinds of
questions an effective performance evaluation tool can answer. However,
evaluations take time to complete in a meaningful way and, ironically, can
cause trouble instead of improving the situation if they are not done with
care. Here are some HR Doctor tips:
- If your agency has an evaluation process, when was the last time it
was reviewed? If the answer is I dont know or Review? Whats a
review? the time is right to consider appropriate changes.
- Evaluations generally follow one of two models. One is a
trait-based model. The other is competency-based or behaviorally
based. The former presents a list of characteristics or traits which the
agency feels are important for employee attention. Traits may include
initiative, good attendance, honesty, effective supervision, public
contact, co-worker relations, etc. These traits are then linked to some
rating scale such as 1 through 5 or excellent, satisfactory, needs
improvement, unsatisfactory. The managers role is then to judge each
employee with regard to each trait on the rating scale. An overall
bottom line rating is also required.
- The trait-based model has more problems than benefits. One of the
benefits is that it is usually rather fast to complete and rather
uncomplicated. This is an important consideration because the simpler
the process, the more likely it is that managers and supervisors will
use in a timely manner. However, the trait-based approach is very
subjective. Words like honesty or initiative are not well defined
and the managers lack guidance on how to use the rating scales in
relation to the traits. A vague system is a system open to charges of
abuse, favoritism, discrimination, etc. The vague system does not create
clear opportunities for managers to answer the basic question of How am
I doing?
- The competency-based model answers this question in a more
thoughtful and defensible manner. The agency managers begin by reviewing
job descriptions, which should be updated anyway.
Having a sound and well-maintained job classification plan is an
essential core HR function. Job descriptions should be thought of as the
centerpiece around which other HR practices orbit. These practices
include salary setting, hiring systems, grievance handling, employee
development, and ... performance evaluations. Drawn from the essential
functions of a job as described in the job description, the managers
identify basic competencies. Competencies include knowledge, skills and
abilities needed to be successful on the job. They are often presented in
the form of questions. Examples include problem resolution how well
does the employee participate in solving problem in a cooperative and
thoughtful way? Or support for agency policies how well does the
employee understand and apply important agency policies such as positive
customer service and non-discrimination?
Instead of vaguely
defined traits, the competency-based model helps managers and employees
zero in on important aspects of behavior or performance that make for
success at work. The competency-based model guides the manager in being
able to cite examples of behavioral performance which deserve praise or
need improvement.
Because the competency-based ratings derive
directly from job duties, the system is much more defensible when it comes
to responding to charges of unlawful discrimination. The system can be
content valid, to use one of those HR phrases. On the other hand,
competency-based models require more time and thoughtful consideration by
the manager. The system is more complex. Without a very strong and ongoing
management commitment to timely evaluations, the result can be months of
delay and frustration for employees.
Instead of answering the
question of How am I doing? in a positive manner, delays in performance
evaluations are seen by employees as statements of lack of caring by
managers who are in a coma when it comes to paying attention to their
colleagues. Chronically late performance evaluations send the wrong
message, to the wrong people, at the wrong time. It is a very poor
practice.
- Keep the evaluations job-related. All comments and all ratings in
any evaluation model must be tied to knowledge, skills and abilities
required to do the work. This makes the evaluation results easier to
defend and more productive. The burden is on the managers to make this
connection.
However, this is not only a burden it is also an
investment in manager time which can produce important, positive returns
in the form of employee understanding and improved behavior in
performance.
- Use the process to recognize and praise. County agencies will only
perform and succeed as a reflection of the skills and dedication of the
employees. We fail to say thank you often enough and loudly enough in
our agencies. Performance evaluations are an outstanding opportunity for
managers to say those two important words.
Linking a positive
outcome on the evaluation with a tangible reward such as a cash bonus or
additional time off sends a positive message throughout the
organization. The message is one which links desired behavior or
performance with positive outcomes.
- Corrective action follows when performance or behavior weakness is
noted. If a manager feels that an employee is weak in a certain
job-related area, evaluation time is an opportunity to communicate
clearly and respectfully to the employee what this feeling is all about
and why improvement is important.
It is an opportunity for the
manager to carefully listen to the employees feedback since the manager
may learn a lot about areas in the organization that can be improved.
Meanwhile, the employee can be given clear instructions, documented on
the evaluation form, setting out exactly what is expected, what help
would be offered in terms of training or further explanation of a
policy, and what is expected in terms of improvement. This is part
of the very important take excuses away approach to management which
was discussed in a previous HR Doctor article published on March 30,
1998.
- Finally the evaluation process itself offers managers and employees
the chance to speak with one another privately and constructively. In
our extremely busy workdays, we often neglect the importance of
communicating. We speak to each other in short sentences that are
specifically tied to this or that task. There is a lack of meaningful
communication in our world generally, including our work world, our
community world and our family world. Take the time to change that when
it comes to the evaluation process in your agency.
- Use the process with R-e-s-p-e-c-t. Demonstrate to the employee by
careful listening and thoughtful responses that you are a caring
manager, who understands and sympathizes with the situation at work but
one who also has appropriate high expectations and a willingness to
challenge and help others succeed. Dont approach your subordinate
interactions as though the employee was a servant of yours or a robot.
- Performance evaluations are a mirror of the organization. They are a
metaphor for what is good and what is not in the organizational culture
and interpersonal values of an organization. As a manager and an
employee, when you look into that mirror what do you see? If you dont
see an organization that pays attention to employee communication and
job-related timely evaluation, the HR Doctor recommends that immediate
steps be taken to intervene and improve the process. When you look in
that mirror, make the reflection a positive one.
More tips are available in the HR Doctors Office at http://www.hrdr.net/ or give me a call at
954/816-4737.
Best wishes!
(If you have questions for the "HR Doctor," e-mail him
at philrosenberg@prodigy.net.
Rosenberg is the Human Resources director for Broward County,
Fla.)
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