anybody got one or have any ideas for one.
I’ve been tasked with creating an employee performance review, I hardly think I’m qualified for this but none-the-less…. I’m looking for ideas to steal.
I have a pretty decent start on it and still in need of suggestions and or help..
so wadda ya’ll got?
also…
creating a new hire form for prospective employees to fill out, it will have them rate themselves in varying tasks on a scale, which will be used, 30/60/90 later to assess the possibilities of a raise and the possibility of canning someone that was full of BS on the interview.
there is also going to be a check list of sorts for tools they own, The boss doesn’t provide tools… and in the past guys come in and say they have “everything” and barely have a running skill saw….
so any help on those two things also would be appreciated.
Replies
First of all... do a seach at JLC.
Seems like several months ago there was a thread there about this topic. Rob H from Lexington, KY was looking for resources to help in developing his company's forms. The thread was slammed by guys who saw no benefit in what he was looking for, but his company is larger than most who responded in that manner. I was mad that those negative people killed the thread because it is becoming more and more important for employers to CYA.
At that time, I did tons of research on this topic and found some great info. Gee...if I can find it I will post it. <bg!> I know it is here somewhere. . .
I can also send a more generic one that I wrote. They are customer service-oriented. You are more than welcome to tweak mine to fit what you need.
Also, I would be more than happy to loan you the three books I have that specifically address Employee Reviews.
In my opinion, it is good to look at many different Employee Performance Reviews form to get ideas. Cull what you like and throw out the rest. Be as specific or as simple as you need... you can always revise it later.
Most importantly, keep in mind that Employee Performance Reviews should be directly related, based on, and generated from the Employee's Job Description. Obviously, it is all tied together... (here's what we hired you to do, and here is what we think of how you did. . .)
I believe Jerrald Hayes has a new hire form... maybe, email him? Also, I think Sonny Lykos has something too.
I will email Rob H and see how he made out, too. It's been a while since I talked to him anyway.
Send me an email and expect your box to be full... ha ha!
oops! also do a search at BT...
darcy
Darcy,
I sent you an e-mail with what I have so far.
Now I'm just an employee here, but personally I can't see how it would be a bad idea to give employee's a performance review once or twice a year, especially new employees...
A two or three man operation or a larger company.... it can only benifit both the employee and the employer, I'd really like to see a legit argument against it...
other then someone either so small or too stupid to see the benifit of discussing with your employee(s) what their strenghts are and what where the need to improve...
Edited 5/3/2004 11:24 pm ET by CAG
CAG,
This is an area that I always believed strongly in. I was in mid level management for 15 years and used to mentor new managers. One of the things that seemed the most difficult to teach was the use and value of employee evaluations.
I am sold on the fact that evaluations are a great tool. How many oppurtunities do you get to really sit down, one on one with an employee and talk about their performance. Good and bad. Put yourself in their shoes, I like to know how I am doing. We like feedback from our customers. We like feedback from spouses. We like feed back from our kids. We like feedback from our inla..........skip that one.
You get the idea. There is no way anyone can improve or know they are on the right track without input. Unfortunately many managers look at them as purely confrontational and an oppurtunity for the employee to pick them apart. If that is the case in my opinion the manager has an issue with their own insecurity as well as makes decisions they are not prepared to justify or defend.
I believe that evaluations should go along the lines of a list of areas, like Darcy's list, with specific areas figured around the job specialties of the individual. Each are should have content that tells the employe clearly how they are doing and if there are issues what they are and what they need to improve on them. Also note if there is and area the employee is not performing up to the level desired but if you have not given them the training or tools, say so. And give a plan as to what needs to happen to improve any deficient areas.
Be prepared to talk about what the employee does in relation to value to the company. And what they can do to improve their value so you might want to pay them more. Be prepared to discuss tools and training issues. And include the employees ideas in the planned improvement.
Last (I will get off the soap box now) don't forget to praise the employee in areas of strength. I like to start positive, make needed corrections/chew some butt if needed followed by a positive finish. Works well and I get lots of milage from them. DanT
CAG what I think Darcy is referring to that I have she learned saw in these two topics I started here 22 months ago Seeking feedback on Job Application form (and the form that went with that discussion is Job_Applications1.0v1.pdf) and Job Interview Questions. I have since revised and updated the Job Application form and have it in a FileMaker based searchable database system too. And I have compiled some more stuff regarding employee skill evaluations too so let me know if this helps get you started and what else you might be looking for and I'll see what I can provide you with.
That said I do think there is a real huge potential downside to both the data in employee evaluations and how they conducted. Any thoughts or considerations regarding that? And I'm not talking about the legal liability downside that I think killed and or kills the topic over on the JLC site. While there are some valid considerations in that regard the employer liability issue was in my estimation so completely overblown and exaggerated by a few individuals there to the point that any valuable discussion of the topic was just killed off.
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Jerrald,
Thank You, I've only begin to read over the information you posted, but after looking at your application and the job skills assessment particularly, this is exactly the type of information I am looking for.
Your form has many more skills then our average employee will need, but I caught a few that I managed to leave off such as siding and window and door installs
One of the ideas as I said before is to give the potential employee a Skills assessment prior to hiring, in the 2 years I've worked for my current employer there have been several people who applied for a position and vastly overstated their capabilities. The goal is to gain a better understanding of exactly what the person is skilled at and what their weakness may be, and through telling them that in 30/60/90 they will be reviewed based on their answers to the initial form, I hope my employer can gain more honest answers out of applicants.
I could see abuse coming from reviews, and the review being manipulated by the employer to find reason to terminate an employee, however I don't feel this is a legit reason to not use them. I guess living in an ideal world, I can see no harm if they are used professionally and honestly. The potential gain in my opinion is well worth the time it would take.
It gives the employer a chance to focus on both positive and negative qualities of an employee, which he may not do day to day, which would allow him/her to tell the employee what areas he is doing well in, and what areas he may need improvement in and how this improvement might be gained. This ideally giving the employee an area or two to focus on for improvement, which not only benefits the company, but also himself.
Granted this is all under the impression that both the employee and the employer are looking out for each others mutual benefit which may not happen as often as I'd like to believe.
In my situation, I personally care about company performance and the good of the company and my boss has been very good to me, and from what I can tell, actually cares that his employees are progressing.
In a situation where either the employee or employer is not interested in the others performance the reviews would be a waste of time IMO.
What are your thoughts on the negatives, liability aside.
Okay CAG, here is the one I wrote a few years back when I was at the country club. If nothing else, it may give you some areas to take a look at.
It definately needs some tweaking! (ha ha, take out the menu items, add some tool safety?)
On my form, I left room to write a couple of lines under each topic to write.
Also, I think it could use an area to ask the employee about their own goals.
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Employee Performance Review
1. Job Knowledge
The work related information an individual must know and understand to accomplish assigned responsibilities. Knowledge of the techniques, skills, processes, equipment, and procedures.
2. Quality of Work
The accuracy, completeness and neatness of work that is produced by the employee.
3. Productivity
The actual work output of the employee in comparison with others in the work group.
4. Punctuality and Attendance
Faithfulness to conforming to regular work hours and meeting attendance requirements.
5. Initiative
The ability to plan work and proceed without being told every detail.The ability to make constructive suggestions.
6. Oral Communication
The ability to explain items, situations and ideas in a clear, concise, and courteous manner. Advises supervisor of important information and potential problems and offers solutions.
7. Acceptance of Responsibility
Willingness to accept responsibility of work, service and product. Ability to handle additional tasks and integrate new ideas with current procedure. Accepts, respects and adheres to company policies concerning employee guidelines, scheduling, dress code, and safety regulations.
8. Stability
Can work under pressure and still accomplish tasks. Evidence of composure in meeting unusually heavy workloads and short deadlines. Ability to deal with disappointment, frustration, etc. Able to adapt to change.
9. Cooperation
Ability to get along with other employees. Can work as a team member. Can obtain cooperation from others. Willing to put in extra time and effort when needed or requested.
10. Customer Service
The ability to provide outstanding service to insure complete customer satisfaction. Orally communicates interesting menu highlights and specials, and suggests additional items. Intuitively senses potential dissatisfaction, appeases and adjusts complaints.
Comments and recommendations:
Hope this helps!
darcy
"anybody got one or have any ideas for one.
I've been tasked with creating an employee performance review, I hardly think I'm qualified for this but none-the-less.... I'm looking for ideas to steal."
CAG,
Sorry, what I'm about to say is probably not what you want to hear, but here goes,
A couple of months ago I read an article in Fortune magazine. http://www.fortune.com/fortune/investing/articles/0,15114,565912,00.html
I was an interview with Peter Drucker. He rarely gives interview as he is 92, though supposably still sharp as ever. If you ever go to B-school, several of the textbooks, and countless journal article you will have to read will be written by him.
What was fascinating was his comments on how we evaluate and reward productivity.............or should I say don't. According to him, as jobs become more knowledge based, and less physical, it becomes more and more difficult to do.
To put it in context, yes, for a roofer, you can count the # of squares he lays, and check along the way that he's not over driving the nails etc. but for non-physical work, there really are no really good ways.
As an example, I heard once of a company in the software industry that used to factor in how many lines of code you produced as a measure of productivity. However, the best code is in fact, elegantly short and simple.
Like I said, this is only to get you thinking, not to help.
Jon
Hey CAG,
This fall I took a group from my school to volunteer for Habitat. One of the things I had to do was fill out a form detailing my experience, etc. The form, while basic, was pretty thorough and broke experience down into four levels, something like I've never done that before, I could do that under direct supervision, I could do that alone after being shown what to do, I could teach others. If you have a local chapter, I'm sure they have the form on their website. It is not directly applicable to pros, but like I said, it had some pretty good stuff about building skills and tool familiarity.
The boat shop where I worked did reviews twice a year and I really appreciated the feedback becuase it focused on my performance in more general terms, rather than how I did on a certain day, or week, or phase. Plus, my foreman was a pretty no nonsense, no talking kind of guy, and it was nice to get more than a "nice job" once in a while. We also had a list of tools we were expected to have as an apprentice and a journeyman.
My two cents,
Kit
Ahh, memories:
Primary Duties (job specific) - specifically technical expertise, knowlege of related areas (i.e. other jobs or tasks that closely intertwine with your own, drywallers should have a basic grasp of what happens when the place gets trimmed. What they do can greatly impact that) and the ability to apply that knowlege to what you do
Performance of duties - that is, quality, quantity, and timeliness
Compliance with standards - in construction you might have rules about how to deal with customers, your appearance on a job, language, radios, cleanliness - basic "perception" stuff
Conduct/behavior - I'll tell you now this all comes direct from the military and performance feedback worksheets. In the AF, this is a no brainer. Tougher to have people get "the picture" of why your behavior is important in the civilian world (my opinion) - but things like taking the initiative, supervisors giving feedback when it's needed and in the manner that fixes the issue, people working or not working together - that would all fall in here
Leadership - stretch for your uses, but for those it would apply to, ability to supervise, to give feedback or steering to people, problem solve on their feet to keep things moving, the whole "fostering teamwork" thing
Training - if your place requires training in task specific items, rate it. Make sure people know what they need to for a specific job. Some people get ate up with the opportunity to learn more and get better. Some people stealth away when the topic comes up.
Communication. Often neglected. Never unimportant. How often do we raz people who can't spell here. Back to the perception thing. And bosses and workers keeping each other in the loop. Definate two way requirement there.
Other - anything else that pertains. Safety comes to mind.
"If you pick up a starving dog and make him prosperous, he will not bite you. This is the principal difference between a dog and a man." - Mark Twain