Performance evaluation

1. PERFORMANCE
EVALUATION

2. AGENDA
•Welcome
•OBJECTIVE
•Presentation
•VOCABULARY
•forum

3. Objective: By the end of the lesson, students will be able to
handle the vocabulary related to Performance Evaluation, in
order to put it into practice when studying and developing
evaluations for employees in the Call Center area, by
realization of practices and learning new vocabulary during
the class.

4. What is Performance Evaluation?
Performance Evaluation is defined as a formal and productive procedure to
measure an employee’s work and results based on their job responsibilities. It is
used to gauge the amount of value added by an employee in terms of increased
business revenue, in comparison to industry standards and overall employee
return on investment (ROI).

5. All organizations that have learned the art of “winning from within” by focusing
inward towards their employees, rely on a systematic performance evaluation
process to measure and evaluate employee performance regularly. Ideally,
employees are graded annually on their work anniversaries based on which
they are either promoted or are given suitable distribution of salary raises.
Performance evaluation also plays a direct role in providing periodic feedback to
employees, such that they are more self-aware in terms of their performance
metrics.

6. What is the purpose of Performance Evaluation?
• Periodic performance evaluation is an employee’s report card from his/her manager that
acknowledges the work he/she has done in a specific time and the scope for improvement.
• An employer can provide consistent feedback on an employee’s strengths and strive for
improvement in the areas that the employees need to work on.
• It is an integrated platform for both the employee and employer to attain common ground on what
both think is befitting a quality performance. This helps in improving communication, which usually
leads to better and more accurate team metrics and, thus, improved performance results.
• The goal of this entire process of performance evaluation is to improve the way a team or an
organization functions, to achieve higher levels of customer satisfaction.

7. • A manager should evaluate his/her team member regularly and not just once a year. This way, the
team can avert new and unexpected problems with constant work being done to improve
competence and efficiency.
• An organization’s management can conduct frequent employee training and skill development
sessions based on the development areas recognized after a performance evaluation session.
• The management can effectively manage the team and conduct productive resource allocation
after evaluating the goals and preset standards of performance.
• Regular performance evaluation can help determine the scope of growth in an employee’s career
and the level of motivation with which he/she contributes towards the success of an organization.
• Performance evaluation lets an employee understand where does he/she stands as compared to
others in the organization.

8. Characteristics of an Effective Performance Evaluation
Performance evaluations measure progress and help a person set professional goals. The annual
Performance evaluation is something employees and managers alike often fear.
Yet, it can be a source of motivation and reward if both parties are knowledgeable about how a
Performance evaluation works. This is also an opportunity for an employee to share with his/her
manager about professional goals and career aspirations.
Characteristics of an effective Performance evaluation are:
 Explain the appraisal process.
 Clarify job expectations.
 Review and update job skills.
 Review accomplishments and goals.
 Final steps and rewards.

9. Explain the appraisal process
In the appraisal meeting between a manager and employee, the manager should first explain the purpose
and the process of the Performance evaluation.
Generally, a Performance evaluation is conducted to clarify job expectations, set goals for improvement of
weaknesses and reward for accomplishments and overall performance.
The manager’s job is to explain the steps involved during and after the Performance evaluation.
Clarify job expectations
A mutual understanding of job expectations is essential to an effective Performance evaluation. Absence of
mutual understanding, the appraisal meeting could spiral downward because the manager and employee
might be working from completely different viewpoints.
A review of the job description, and employee skills, qualifications and responsibilities should precede the
actual Performance evaluation.

10. Review and update job skills
It is important to review the skills of employees and update accordingly. Manager discusses any improvements
necessary, and praise the employee for acquiring the new skill. The manager determines what additional skills the
employee can learn during the next evaluation period by setting reasonable goals for professional development. The
employee should feel free to provide input throughout the Performance evaluation. Employees should be provided
with a self-appraisal form. If this is the case, the employee will come to the Performance evaluation meeting with the
completed self-appraisal.
Review accomplishments and goals
Accomplishments throughout the evaluation year will be enumerated. If there are quantifiable goals established for
the review period, the manager and the employee determine if the goals have been met. Often, a “management by
objective” technique is used to track specific, goals, progress and completion of each quarter. Using this technique
simplifies the Performance evaluation because there are intermediate assessments made during the evaluation
period.

11. Final steps and rewards
An overall appraisal score may be discussed during the meeting or it may be calculated after the
manager has had an opportunity to consider the employee input.
In addition, the manager should indicate whether or not the employee will be entitled to an
increase in pay or bonus, if applicable. Many employers use a scale that determines a
percentage increase in Performance evaluation scores.
Whenever possible, the manager should inform the employee of the type or amount of increase
to expect for his/her performance during the year.

12. 1.Job Analysis.
2.Establishing performance standards.
3.Communicating the standards.
4.Determining the actual performance.
5.Matching the actual with the desired
performance.
6.Discussing results.
7.Decision making.

13. 1. Job Analysis
The first step in the process of performance appraisal is job analysis.
Defining the job and analyze for making sure that employer and subordinates agree on his or her
duties and job standards.
2. Establishing performance standards
The second step in the process of performance appraisal is the setting up of the standards which
will be used to as the base to compare the actual performance of the employees. This step
requires setting the criteria to judge the performance of the employees as successful or
unsuccessful and the degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily comprehensible and in measurable terms. In case the
performance of the employee cannot be measured, great care should be taken to describe the
standards.

14. 3. Communicating the standards
Once set, it is the responsibility of the management to communicate the
standards to all the employees of the organization.
The employees should be informed and the standards should be clearly
explained to them. This will help them to understand their roles and to know what
exactly is expected from them.
The standards should also be communicated to the appraisers or the evaluators
and if required, the standards can also be modified at this stage itself rendering
to the relevant feedback from the employee or the evaluators.

15. 4. Determining the actual performance
The most difficult part of the Performance appraisal process is determining the
actual performance of the employees that is the work done by the employees
during the specified period of time.
It is a continuous process which involves monitoring the performance throughout
the year.
This stage requires the careful selection of the appropriate techniques of
measurement, taking care that personal bias does not affect the outcome of the
process and providing assistance rather than interfering in employees work.

16. 5. Matching the actual with the desired performance
The actual performance is matched with the desired or the standard performance.
The comparison tells the deviations in the performance of the employees from the
standards set.
The result can show the actual performance being more than the desired
performance or, the actual performance being less than the desired performance
depicting a negative deviation in the organizational performance.
It includes recalling, evaluating and analysis of data related to the employees’
performance.

17. 6. Discussing results
The result of the appraisal is communicated and discussed with the employees on a one-to-one
basis. The focus of this discussion is on communication and listening. The results, the problems,
and the possible solutions are discussed with the aim of problem-solving and reaching
consensus.
The feedback should be given with a positive attitude as this can have an effect on the
employees’ future performance. The purpose of the meeting should be to solve the problems
faced and motivate the employees to perform better.
7. Decision making
The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR decisions
like rewards, promotions, demotions, transfers, etc.

18. Uses of Performance Evaluation
Performance evaluation serves two types of the objectives one is to make the evaluation decisions and other
is to provide the need assessment source for the training and development if there is a gap between actual
and expected performance. Performance evaluation data are potentially valuable for use in numerous
human resource functional areas.
1.Performance improvement.
2.Compensation adjustments.
3.Placement decisions.
4.Training and development needs.
5.Career planning and development.
6.Staffing process deficiencies.
7.Informational inaccuracies.
8.Job-design errors.
9.Equal employment opportunity.
10.External challenges.
11.Feedback to human resources.
12.Compensation programs.
13.Internal employee relations.
14.Assessment of employee potential.

19. Performance improvement
Performance feedback allows the employee, the manager and personnel specialists to intervene
with appropriate actions to improve performance.
Compensation adjustments
Performance evaluations help decision makers determine who should receive pay raises. Many
firms grant part or all of their pay increases and bonuses on the basis of merit, which is
determined mostly through Performance evaluations.
Placement decisions
Promotions, transfers, and demotions are usually based on past or anticipated performance. Often
promotions are a reward of past performance.
Training and development needs
Poor performance may indicate a need for retraining. Likewise, good performance may indicate
the untapped potential that should be developed.

20. Career planning and development
Performance feedback guides career decisions about specific career paths one should investigate.
Staffing process deficiencies
Good or bad performance implies strengths or weaknesses in the personnel department’s staffing
procedures.
Informational inaccuracies
Poor performance may indicate errors in job analysis information, human resource plans or other
parts of the personnel management information system. Reliance on inaccurate information may
have led to inappropriate hiring, training or counseling decisions.
Job-design errors
Poor performance may be a symptom of ill-conceived job designs. Appraisals help diagnose these
errors.

21. Equal employment opportunity
Accurate Performance evaluations that actually measure job-related performance ensure that
internal placement decisions are not discriminatory.
External challenges
Sometimes performance is influenced by factors outside the work environment such as family,
financial, health or other personal matters. If these factors are uncovered through appraisals, the
human resource department may be able to provide assistance.
Feedback to human resources
Good or bad performance throughout the organization indicates how well the human resource
function is performing.
Compensation Programs
Performance evaluation results provide the basis for decisions regarding pay increases.

22. Internal Employee Relations
Performance evaluation data are also frequently used for decisions in areas of internal employee relations
including motivation, promotion, demotion, termination, layoff, and transfer.
Assessment of Employee Potential
Some organizations attempt to assess employee potential as they appraise job performance.
Benefits to the organization:
•To plan and adjust compensation package for employees.
•To identify training and development needs for the potential employee.
•To provide a career plan for the employee.
•To motivate the employees through an objective appraisal.

23. Who are Responsible for Conducting Performance Evaluation?
Performance evaluations can be done by anyone familiar with the performance of individual
employees. The following may be raters:
 The immediate supervisor.
 The peer.
 Group Appraisals.
 Appraisals by subordinates.
 Multiple Raters.
 Self-appraisal.
 360-degree appraisal or feedback.

24. NEW VOCABULA

25. Coach: To coach someone is to give someone instruction and feedback on his or
her performance.
Evaluate: To evaluate something is to carefully study it and assess the strengths
and weaknesses.
Feedback: Feedback is constructive information provided to someone
concerning his or her performance.
Monitor: To monitor something is to supervise it or observe it carefully.

26. One-on-one: If coaching is one-on-one, it is done privately, outside of a real work
scenario.
Opportunity: An opportunity is a chance to make progress or improve.
Real work situation: A real work situation is a scenario in which an employee is learning
or being observed during the course of normal work.
Remote: If something is remote, it is done from a distance.
Self-assessment: It is the process of an employee evaluating his or her own
performance.

27. Session: A session is a designated period of time for a certain activity, usually
one of a series.
Side-by-side: If coaching is side-by-side, it is done while an employee is working
and a coach sits alongside him or her to observe and assist.
Strength: A strength is something a person does well.
Target: A target is a goal or something that someone tries to achieve.