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4.1 Manager Guide - Assessing Employee Performance

4.1 Manager Guide_ Assessing Employee Performance

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GIULIANO LEONIDAS GONZALES NUÑEZ
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140 views

4.1 Manager Guide - Assessing Employee Performance

4.1 Manager Guide_ Assessing Employee Performance

Uploaded by

GIULIANO LEONIDAS GONZALES NUÑEZ
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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Manager Guide: Assessing

Employee Performance
What it does:
This guide helps managers reflect on and evaluate their direct reports’ performance throughout the review period.

How to Use it:


Make this guide available to all managers so they can gather the relevant performance inputs, reflect upon and assess
objectives and competencies, and avoid common biases in order to develop an accurate and representative
performance evaluation.

Note: You may customize this guide based on your organization’s ratings scale.

CEB Corporate Leadership Council


© 2015 CEB
REVIEW RELEVANT PERFORMANCE INPUTS

Review the following inputs from across the year to assess performance:
 Pre-established employee objectives and competencies
 Tangible work outputs (e.g., deliverables, presentations, etc.) and the impact of the output
 Metrics (e.g. revenue performance, etc.)
 Interim feedback from review period (e.g. mid-year review, informal feedback, etc.)
 Employee self-review
 Peer review (360-degree feedback)
 Client feedback
 Notes from check-in meetings

ASSESS PERFORMANCE AGAINST OBJECTIVES


Customize this section based on your organization’s ratings scale

When assessing each objective, consider the following:


- If your direct report achieved the objective as written, they should receive a “meets” rating (the mid-point of
your ratings scale).
- If your direct report went above and beyond the objective, they should receive a rating that indicates “above
meets” (the specific rating and language will vary depending on the rating scale and corresponding labels your
organization uses).
o Be sure to articulate details of the employee’s success to justify how they outperformed against the
objective.
- If your direct report did not accomplish the objective, they should receive a “below meets” rating (again, the
specific rating and language will vary depending on the rating scale and corresponding labels your organization
uses).

ASSESS PERFORMANCE AGAINST COMPETENCIES


Customize this section based on your organization’s ratings scale

o Be sure to articulate what the employee failed to accomplish.


When assessing each competency, consider the following:
- If your direct report consistently meets all expectations for a competency as defined, they should receive a
“meets” rating (the mid-point of your ratings scale).
- If your direct report exceeded expectations for a competency at their job level, they should receive a rating that
indicates “above meets” (the specific rating and language will vary depending on the rating scale and
corresponding labels your organization uses).
o Be sure to articulate the employee’s success to justify how the employee’s skills and behaviors exceeded
expectations.
- If your direct report struggled or failed to demonstrate a competency at their job level, they should receive a
“below meets” rating (again, the specific rating and language will vary depending on the rating scale and
corresponding labels your organization uses).
o Be sure to articulate the gaps in the employee’s skills and behaviors to justify their underperformance.
o Note: In assessing competencies, you should see variability in scores to truly reflect an individual’s
strengths and weaknesses.
CAPTURE SUMMARY OF PERFORMANCE

Identify overall themes of the employee’s performance as it relates to impact, strengths, development areas, and next
steps. Be sure to:
- Identify trends in performance using multiple examples.
- Balance your feedback by identifying 3-4 notable accomplishments and 3-4 opportunities for development and
citing specific examples to support each point.
- Align qualitative feedback to the scores given to the objectives and competencies.
- Consider peer feedback.

AVOID COMMON BIASES

There are a few cognitive problems that often cause managers to make errors when assessing employees. Being aware
of these common pitfalls can make the process more objective and reduce bias.

Ask yourself these five key questions to reduce any bias when creating and finalizing the performance appraisal of each
of your direct reports.

Key Question: Have I considered equally all components of my direct report’s performance?

Halo Effect Halo effect occurs when a manager attaches too much significance to a single factor of
performance and gives similar ratings on other performance elements. This leads to an
unbalanced performance assessment of the individual.

Key Question: Do I believe that I am rating my direct reports similar to other managers?

Tendency Bias Managers differ in their tendency to evaluate people or performance. Some managers are very
strict or conservative in their ratings and generally give low scores in their evaluations, while
others either rate their subordinates very liberally or play safe.

Key Question: Have I considered all of my direct report’s contributions since the last review?
Recency Bias Performance appraisal involves assessment of employee performance for a specific period. People may
not perform uniformly throughout that period due to numerous factors. Often, recent events tend to
overshadow the overall performance.

Key Question: Have I considered my direct report’s performance on its own merits alone?
Contrast Effect
When supervisors rate employees one after another, rating of an exceptional performer or a
very poor performer could affect the subsequent ratings of other individuals.

Key Question: Am I evaluating my direct report fairly despite any differences we may have?
Personal Bias Personal beliefs, assumptions, preferences, and lack of understanding about a person can lead
to an unfair evaluation. Be aware of and sensitive to possible biases, prejudices, and
stereotypes while evaluating performance.

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