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Page 1 (Login) - The CandidateCare Performance Management system is a web-based application that is accessible anytime and anywhere Internet access is available.

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  1. Page 1 (Login) - The CandidateCare Performance Management system is a web-based application that is accessible anytime and anywhere Internet access is available. • With a secure User ID and Password, individuals can work in CandidateCare Performance Management at the office, or remotely, at their convenience. • Once logged in, data from your ERP or HRIS system is automatically imported into the CandidateCare Performance Management system, so the performance management program is • implemented quickly and easily. To work within the CandidateCare Performance Management system, managers may select the appropriate employee from the Employee ID • in the Direct Reports section or go to the Performance Management Status Summary. CandidateCare – Performance Management 01/20/09 Login/ Employee Information User Login User ID: Password: Forget your password? Login Direct Reports Logout Last Name First Name Employee ID: Job Category Useful Links End-User Tutorials Organizational Policies and Practice Company News and Updates > Go to Performance Management Status Summary

  2. Page 2 (Performance Management Status Summary ) – This page presents an overview of what you need to complete and the due dates for each task. The colored icons help managers identify what needs immediate attention. In addition, email reminders , on a continuous basis, notify managers of their most pressing tasks. This helps eliminate past due and forgotten tasks and removes the need for constant HR oversight. CandidateCare – Performance Management 01/20/09 Performance Management Status Summary Logout Useful Links End-User Tutorials Organizational Policies and Practice Company News and Updates

  3. Page 3 (Employee Home Page - The core of the CandidateCare Performance Management system is a continuous, three-phase process that includes Goal Setting, Execution, and Assessment. • Individuals are guided through each phase of the process by an intuitive, easy-to-follow navigational guide. The Employee Webpage provides an ongoing summary of reviewer activity for each employee. CandidateCare – EMT Performance Management 2008 01/20/09 Employee Home Page Employee: Tom Smith , EMT HomeLogout Summary of Activity Goal Setting Competencies  Job Responsibilities  Goals Execution Execution (27 Notes overall)  Competencies Journal  Job Responsibilities Journal  Goals Journal  Mid-Year Evaluation Goal Setting Assessment Assessment Competencies Job Responsibilities Goals Employee Signature Useful Links End-User Tutorials Organizational Policies and Practice • Go to Goal Setting • Go to Execution • Go to Assessments Company News and Updates

  4. (This is a pop-up message with a scroll bar) • What the experts say about… • Rating Accurately • There are several well-known phenomena that suggest performance ratings are typically flawed. Research has consistently shown that: • 80%-90% of employees are rated as “above average” • the differences in ratings received by employees are often • surprisingly small given the obvious differences in their performance • ratings on distinctly different areas of performance are often highly • correlated • Together, these results indicate that raters make systematic errors in their evaluations of performance. These chronic errors tend to stem from the managers desire to refrain from being perceived overly-harsh, a desire to minimize confrontation, time pressures, and/or unconscious biases. • However, when ratings errors are allowed to influence performance ratings, it makes it very hard to distinguish between good and poor performers. This makes decisions regarding who to reward, who to train, and who to terminate very difficult and legally problematic (!). • Please be aware of the following types of rater errors that occur most frequently. Awareness of the biases that creep into performance ratings helps minimize their negative effects. • Inflation errors – Many times raters artificially elevate ratings. Causes include rater leniency, similarity to the employee (for example, same race or gender), allowing good performance on one performance dimension to color your perceptions on other dimensions, and over-weighting recent positive performance. • Deflation errors – Sometimes raters artificially deflate ratings. Causes include comparing an average employee to a superior employee, trying to send a message to an employee or teach a lesson, placing more weight on negative information, or stereotypes. • Central Tendency – This error occurs when raters use only the midpoint of the scale, usually out of a manager's desire to play it safe. However, this makes it hard to make performance-based distinctions among employees. • When rating your employee, please keep these common errors in mind. To further minimize ratings distortions, refer often to your journal entries, and thoroughly familiarized yourself with the performance dimensions and the ratings scales. • Page 4 (Assessment) CandidateCare – EMT Performance Management 2008 Assessment Employee: Tom Smith, EMT Useful Info HomeLogout Employee Performance Assessments improve employee performance and development by encouraging communication, establishing performance expectations, identifying developmental needs, and setting goals to improve performance. Performance reviews also provide an ongoing record of employee performance, which is helpful for both the supervisor and employee. Use the assessment to list examples of outstanding performance or achievements, as well as areas of performance that need improvement. Complete each section and make note of examples of performance where applicable. Before you begin the employee assessment, please click on Useful Info above to get expert advice on how to best avoid assessment-related errors. To begin the assessment, or continue an in-progress assessment, click on the appropriate assessment category on the left. Execution Goal Setting Assessment Competencies Useful Links Job Responsibilities End-User Tutorials Organizational Policies and Practice Company News and Updates Goals

  5. Page 5 (Assessment - Competencies) Please check the rating below that best describes the employee’s performance in each area. For performance rating definitions, place cursor over the performance descriptor. CandidateCare – EMT Performance Management 2008 01/20/09 Assessment - Competencies Execution Employee: Tom Smith, EMT Useful Info HomeLogout (This is a mouse-over pop-up message) Often exceeds position requirements even on some of the more difficult and complex parts of the job. Initiates and completes other projects in addition to objectives. Typically, about 30% of employees receive this rating. Goal Setting Assessment Competencies Job Responsibilities (This is a mouse-over pop-up message) Meets some of the important requirements of the position, but accomplishments fall short of fully achieving position responsibilities. Need for improvement in some critical job skill areas. Some objectives not adequately completed. Typically, about 15% of employees receive this rating. Goals Useful Links End-User Tutorials • View Employee Performance • Journals • View Employee Self- • Assessment • View Team Member • Assessment • Print • - Job Description • - Blank Performance • Appraisal • - Mission Statement Organizational Policies and Practice Company News and Updates Next competency…

  6. Page 6 (Assessment – Job Responsibilities) Please check the rating below that best describes the employee’s performance in each area. Please note that the response scale has changed for the assessment of job responsibilities. CandidateCare – EMT Performance Management 2008 01/20/09 Assessment – Job Responsibilities Execution Employee: Tom Smith, EMT Useful Info HomeLogout Goal Setting Assessment Competencies Job Responsibilities Goals Useful Links End-User Tutorials • View Employee Performance • Journals • View Employee Self- • Assessment • View Team Member • Assessment • Print • - Job Description • - Blank Performance • Appraisal • - Mission Statement Organizational Policies and Practice Company News and Updates

  7. Page 7 (Assessment - Goals) - Goal Assessment is made easy using the pre-populated goal information (name, objective, measure, and date. Journal entries specific to each goal are always close at hand. Please use following response scale to indicate the extent to which this employee has met the goals set during the previous formal performance evaluation session. Please note that the response scale has changed for the assessment of goal attainment. CandidateCare – EMT Performance Management 2008 01/20/09 Assessment – Goals Execution Employee: Tom Smith, EMT Useful Info HomeLogout Goal Setting Assessment Competencies Job Responsibilities View journal entries for this goal Goals Useful Links End-User Tutorials • View Employee Performance • Journals • View Employee Self- • Assessment • View Team Member • Assessment • Print • - Job Description • - Blank Performance • Appraisal • - Mission Statement Organizational Policies and Practice Company News and Updates View journal entries for this goal Assessment complete

  8. Page 8 (Summary Score Report) - Employee: Tom Smith, EMT Score Report 2008 Useful Info HomeLogout Print Summary Score report Go to score reporting

  9. Page 9 (Goal Setting) – The Goal Setting Phase represents the first, and most important, component of the performance management cycle. At this step, the manager communicates to the subordinate • the important competencies that comprise the job, the key job responsibilities, how performance is measured, and with subordinate input develop goals for the upcoming year. (This is a pop-up message with a scroll bar) - Prior to the Goal Setting session - Tips on how to successfully conduct the session - How to set successful goals What the experts say about… Preparing the Goal Setting session While it may seem obvious, all too often managers aren’t fully prepared for the goal setting session . You’ll find that by reviewing your organization's mission statement and goals, performance appraisal form, and employee job description prior to the Goal Setting session, goals set are ultimately much more clear-cut and meaningful. 2) Using the above materials, begin thinking about specific employee objectives, performance standards, and goals prior to the meeting. 3) It is also a good idea to have your employee review these materials beforehand and start thinking about goals as well. Successfully conducting the session Research-based elements…. Setting goals 1) Research-based elements….SMART goals CandidateCare – EMT Performance Management 2009 01/20/09 Goal Setting Employee: Tom Smith, EMT Useful Info HomeLogout • Past Employee Assessments • Forms • - Job Description • - Performance Appraisal • - Mission Statement Execution • The Goal Setting Phase represents the first, and most important, component of the performance management cycle. At this step, the manager communicates to the subordinate : • - the important competencies that comprise the job • - the key job responsibilities • - how performance is measured • - employee goals for the upcoming year (with subordinate • input) • For expert advice on how to prepare for, conduct, and set goals during the Goal Setting session, please click “Useful Info” above. • When you are prepared to log your employee’s goal for the upcoming year, please select Goals on the left. Goal Setting Assessment Useful Links End-User Tutorials Organizational Policies and Practice Company News and Updates Goals

  10. Page 10 (Goal Setting - SMART goals) – The Goal Setting Phase represents the first, and most important, component of the performance management cycle. At this step, the manager communicates to the subordinate the important competencies that comprise the job, the key job responsibilities, how performance is measured, and with subordinate input develop goals for the upcoming year. Employees can participate in the appraisal process by completing an optional self-assessment and Team Member Assessment for others. In the Goal Setting phase, the manager’s, employee's, and team member assessments appear side-by-side encouraging meaningful discussion. CandidateCare – EMT Performance Management 2009 01/20/09 Goal Setting Employee: Tom Smith, EMT Useful Info HomeLogout Competency Score 1 2 3 4 5 • Past Employee Assessments • Forms • - Job Description • - Blank Performance Appraisal • - Mission Statement Adaptability 4 Compliance 2 Conscientiousness 3 Patient Focus 3 Response to Stress 1 Safety 3 Teamwork 2 Communication 2 Execution Goal Setting Assessment Include Employee Self-Assessment Include Team Member Assessment Goal Setting Goal #1 Name: Objective: Measure: Goal Date Goal Weight Useful Links Teamwork 12/31/09 End-User Tutorials Organizational Policies and Practice Edit Delete • Improve Teamwork ratings from Substandard to Competent 30 % Company News and Updates Goals Edit Delete Reduce number of interdepartmental complaints from dispatch by 10% Submit Goal • For expert advice on how to set goals during the Goal Setting session, please click “Useful Info” above.

  11. Page 11 (Execution – Journals) (This is a pop-up message with a scroll bar) - Create an environment for feedback - Giving feedback - Maintaining journal entries What the experts say about… Creating an environment for feedback Openly encourage your employees to seek feedback when they are uncertain about their job performance or how to do a particular task. Make sure that you’re available to give feedback to employees when needed. If not an open-door policy, then spend a little time each day interacting with each of your employees. This will give each employee the chance to ask you for clarity. Instill confidence in your ability to provide accurate feedback by thoroughly knowing your employees’ responsibilities and objectives. Make it a point to point out and praise an employee’s outstanding performance. He/she will appreciate the effort and, knowing that you’re paying attention, be more likely to come to you when confused or unclear. DO NOT be afraid to deliver negative feedback! On those occasions when an employee makes a mistake, let him/her know about it. They will know that you’re watching, concerned, and it will make positive feedback that much more meaningful. Giving feedback When employees seem feedback, make sure that you respond to their feedback request in a timely manner (you feedback should be given within a day’s time). It’s okay to be annoyed when asked for feedback, just don’t show it! Appearing annoyed will send the message that you don’t want to be bothered by feedback requests. Provide useful, detailed feedback. Avoid generalities like “You’re doing fine.” Be supportive when providing feedback. It’s hard for a lot of employees to gather the courage to seek feedback. Thoughtless or tactless feedback might scare your employee off for good. ….. Maintaining journal entries 1) Research-based elements…. CandidateCare – EMT Performance Management 2009 2/10/09 Execution Employee: Tom Smith, EMT Useful Info HomeLogout Execution • Once the performance execution phase begins, the employee strives to produce the results and achieve the standards and goals set forth in the Goal Setting phase. During this time, managers monitor employee performance and make frequent entries in the employee’s Execution journals so that year-end assessments are more thorough and accurate. • Entries can be easily documented and classified throughout the review periodby using the buttons on the left. • For expert advice on how to maintain employee motivation to achieve objectives and provide feedback on goal progress, please click “Useful Info” above. • To log journal entries, please select the appropriate category on the left. Goal Setting Assessment Competencies Useful Links Job Responsibilities End-User Tutorials Organizational Policies and Practice Company News and Updates Goals

  12. (This is a mouse-over pop-up message) Handles a variety of work activities with few difficulties. Adapts well in new and unusual situations. Accepts reasons for organizational change. Adapts to changing circumstances and attitudes of others. (This is a mouse-over pop-up message) Competency: Patient Focus Entry: Tom took the time to explain to car wreck victim why it’s in the best interest of the patient’s health to go to the hospital. In the end, Tom convinced the patient to go, and the patient was diagnosed with a concussion. • Page 12 (Execution – Competencies Journals) CandidateCare – EMT Performance Management 2009 12/27/09 Execution – Competencies Employee: Tom Smith, EMT Useful Info HomeLogout Please select a competency below to record a journal entry. To view definition of the any given competency, place cursor on the competency name. Place cursor on the date of the last journal entry to view journal entry . Click on Add Entry to update competency notes. Execution (This is a pop-up window with data entry form) Competency: Response to Stress Entry: Date: Goal Setting Assessment Tom’s partner reported that Tom dealt very well with the angry, upset parents of an injured child. While the parents were yelling at the EMTs, Tom remained calm and explained everything he was doing and why he was doing it. Competencies Useful Links Job Responsibilities End-User Tutorials Organizational Policies and Practice 12/27/09 Company News and Updates Goals View all entries…

  13. Page 13 (Execution – Goals Journals) (This is a mouse-over pop-up message) Goal Name: Improve Teamwork Objective: Improve Teamwork ratings from Substandard to Competent Measure: Reduce number of interdepartmental complaints from dispatch by 10%. CandidateCare – EMT Performance Management 2009 12/27/09 Execution – Goals Employee: Tom Smith, EMT Useful Info HomeLogout Please select a goal below to record a journal entry. To view the objectives the goal, place your cursor on the Goal Name. Click on Add Entry to update competency notes. Execution Goal Setting Assessment (This is a pop-up window with data entry form) Goal Name: Incomplete Reports Entry: Date: Competencies Useful Links Job Responsibilities Tom signed up for the Organizational Communications Course on 06/14/09. This course is meant to train employees the proper procedures for filling out Patient Care Reports and other transport documents. He completed this course 12/27/09. End-User Tutorials Organizational Policies and Practice Company News and Updates Goals 12/27/09

  14. (This is a pop-up message with a scroll bar) • What the experts say about… • Rating Accurately • There are several well-known phenomena that suggest performance ratings are typically flawed. Research has consistently shown that: • 80%-90% of employees are rated as “above average” • the differences in ratings received by employees are often • surprisingly small given the obvious differences in their performance • ratings on distinctly different areas of performance are often highly • correlated • Together, these results indicate that raters make systematic errors in their evaluations of performance. These chronic errors tend to stem from the managers desire to refrain from being perceived overly-harsh, a desire to minimize confrontation, time pressures, and/or unconscious biases. • However, when ratings errors are allowed to influence performance ratings, it makes it very hard to distinguish between good and poor performers. This makes decisions regarding who to reward, who to train, and who to terminate very difficult and legally problematic (!). • Please be aware of the following types of rater errors that occur most frequently. Awareness of the biases that creep into performance ratings helps minimize their negative effects. • Inflation errors – Many times raters artificially elevate ratings. Causes include rater leniency, similarity to the employee (for example, same race or gender), allowing good performance on one performance dimension to color your perceptions on other dimensions, and over-weighting recent positive performance. • Deflation errors – Sometimes raters artificially deflate ratings. Causes include comparing an average employee to a superior employee, trying to send a message to an employee or teach a lesson, placing more weight on negative information, or stereotypes. • Central Tendency – This error occurs when raters use only the midpoint of the scale, usually out of a manager's desire to play it safe. However, this makes it hard to make performance-based distinctions among employees. • When rating your employee, please keep these common errors in mind. To further minimize ratings distortions, refer often to your journal entries, and thoroughly familiarized yourself with the performance dimensions and the ratings scales. • Page 14 (Assessment) CandidateCare – EMT Performance Management 2009 1/07/10 Assessment Employee: Tom Smith, EMT Useful Info HomeLogout Employee Performance Assessments improve employee performance and development by encouraging communication, establishing performance expectations, identifying developmental needs, and setting goals to improve performance. Performance reviews also provide an ongoing record of employee performance, which is helpful for both the supervisor and employee. Use the assessment to list examples of outstanding performance or achievements, as well as areas of performance that need improvement. Please provide open comments on your employee’s performance. Complete each section and make note of examples of performance where applicable. Before you begin the employee assessment, please click on Useful Info above to get expert advice on how to best avoid assessment-related errors. To begin the assessment, or continue a saved assessment, click on the appropriate assessment category on the left. Execution Goal Setting Assessment Competencies Useful Links Job Responsibilities End-User Tutorials Organizational Policies and Practice Company News and Updates Goals

  15. Page 15 (Assessment - Competencies) Please check the rating below that best describes the employee’s performance in each area. For performance rating definitions, place cursor over the performance descriptor. CandidateCare – EMT Performance Management 2009 1/07/10 Assessment - Competencies Execution Employee: Tom Smith, EMT Useful Info HomeLogout (This is a mouse-over pop-up message) Often exceeds position requirements even on some of the more difficult and complex parts of the job. Initiates and completes other projects in addition to objectives. Typically, about 25% of employees receive this rating. Goal Setting Assessment Competencies Job Responsibilities (This is a mouse-over pop-up message) Meets some of the important requirements of the position, but accomplishments fall short of fully achieving position responsibilities. Need for improvement in some critical job skill areas. Some objectives not adequately completed. Typically, about 15% of employees receive this rating. Goals Useful Links End-User Tutorials • View Employee Performance • Journals • View Employee Self- • Assessment • View Team Member • Assessment • Print • - Job Description • - Blank Performance • Appraisal • - Mission Statement Organizational Policies and Practice Company News and Updates Next competency…

  16. Page 16(Assessment – Job Responsibilities) Please check the rating below that best describes the employee’s performance in each area. Please note that the response scale has changed for the assessment of job responsibilities. CandidateCare – EMT Performance Management 2009 1/07/10 Assessment – Job Responsibilities Execution Employee: Tom Smith, EMT Useful Info HomeLogout Goal Setting Assessment Competencies Job Responsibilities Goals Useful Links End-User Tutorials • View Employee Performance • Journals • View Employee Self- • Assessment • View Team Member • Assessment • Print • - Job Description • - Blank Performance • Appraisal • - Mission Statement Organizational Policies and Practice Company News and Updates

  17. Page 17 (Assessment - Goals) - Goal Assessment is made easy using the pre-populated goal information (name, objective, measure, and date. Journal entries specific to each goal are always close at hand. Please use following response scale to indicate the extent to which this employee has met the goals set during the previous formal performance evaluation session. Please note that the response scale has changed for the assessment of goal attainment. CandidateCare – EMT Performance Management 2009 1/07/10 Assessment – Goals Execution Employee: Tom Smith, EMT Useful Info HomeLogout Goal Setting Assessment Competencies Job Responsibilities View journal entries for this goal Goals Useful Links End-User Tutorials • View Employee Performance • Journals • View Employee Self- • Assessment • View Team Member • Assessment • Print • - Job Description • - Blank Performance • Appraisal • - Mission Statement Organizational Policies and Practice Company News and Updates View journal entries for this goal Assessment complete

  18. Page 18 (Summary Score Report) - Employee: Tom Smith, EMT Score Report 2009 Useful Info HomeLogout Print Summary Score report Go to score reporting

  19. Page 19 (Score Reporting) - CandidateCare real-time reporting gives executives, line managers, HR professionals and training specialists quick access to performance management metrics, delivered in easy to understand reports. You can use the sophisticated filtering to compare numerous combinations of employee, group, and competency-level reports in a multitude of formats. • You can compare an employee’s past competency scores to current scores, along with the overall • average for the EMT group. • Quickly view goal attainment percentages. For planning purposes. • You can view group-level performance on specific competencies. • Easily identify exceptional normative performers as well as those at risk..

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