Performance Appraisal in the Public Sector

1. Performance Appraisal in the Public Sector Stephen E. Condrey, Ph.D. University of Georgia

2. Purposes of Performance Appraisal • Improve employee performance • Define employee responsibilities • Eliminate misunderstandings about job duties • Clarify expected results • Provide an avenue for employee development • Provide a written record to support personnel decisions such as salary increases, promotions, layoffs, and job-related training • Provide a record of recognized employee strengths and weaknesses • Improve communication with employees by involving them in the appraisal process

3. Characteristics of a Legally-Acceptable Performance Appraisal System • The performance appraisal instrument is developed from a systematic analysis of individual jobs • Job descriptions used in the appraisal process are kept up-to-date • Performance appraisal focuses on specific job-related behaviors -- not traits, abilities or personal characteristics • Performance standards or goals are communicated to employees • Supervisors are properly trained to evaluate employees • Written documentation concerning the appraisal process is maintained

4. Appraisal Pitfalls • The Central Tendency Effect happens when the supervisor rates everyone at the midpoint of the scale, regardless of performance. • The Recency Factor occurs when the supervisor rates an employee based on a recent occurrence (either positive or negative) and disregards the remainder of the appraisal period. • The Halo Effect occurs when the supervisor lets performance in one area influence the ratings for other areas. • Personal Bias concerns letting factors not related to job duties influence employee performance ratings. • Leniency or Strictness concerns the tendency of some supervisors to rate employee performance either too leniently or too harshly.

5. Questions to Ask When Setting Work-Related Goals • Are the goals measurable and verifiable? • Can the goals be easily understood by those who must implement them? • Are the goals realistic and attainable, while still representing a challenge? • Are the goals consistent with the organization's policies and practices? • Can accountability for goal attainment be clearly established?

6. Group Exercise Name two strengths and weaknesses of your performance appraisal system. What would be the first element you would change?

7. Performance Management Report

9. PERFORMANCE RATING REPORT

11. PERFORMANCE MANAGEMENT REPORT Name ____________________________________ Date___________________________________ Title ____________________________________ Evaluation Period ________________________ _________________________________________________________________________________ Performance Objectives for the Period weight _______ 1. ________________________________________________________________________ ________________________________________________________________________ _______ 2. ________________________________________________________________________ ________________________________________________________________________ _______ 3. ________________________________________________________________________ ________________________________________________________________________ _______ 4. ________________________________________________________________________ ________________________________________________________________________ _______ 5. ________________________________________________________________________ ________________________________________________________________________ _______ 6. ________________________________________________________________________ ________________________________________________________________________ _______ 7. ________________________________________________________________________ ________________________________________________________________________ ____________________________________________________________________________________ Comments – Supervisor ___________________________________________________________________ Agreement to the Work Program _______________________ __________________________ __________________________ Employee Supervisor Date

12. IV. Describe Performance in Terms of Objectives Sought weight rating total ______ ______ ______ 1. __________________________________________________ __________________________________________________ ______ ______ ______ 2. __________________________________________________ __________________________________________________ ______ ______ ______ 3. __________________________________________________ __________________________________________________ ______ ______ ______ 4. __________________________________________________ __________________________________________________ ______ ______ ______ 5. __________________________________________________ __________________________________________________ ______ ______ ______ 6. __________________________________________________ __________________________________________________ ______ ______ ______ 7. __________________________________________________ __________________________________________________ TOTAL SCORE ________ ______________________________________________________________________________________ V. Comments – Supervisor ________________________________________________ Signature Date ______________________________________________________________________________________ VI. Comments – Employee

13. SUMMARY PERFORMANCE REPORT

14. Group Exercise: Performance Appraisal • Please complete the Goals section of the Performance Management Report. • Weight your goals. • What are the similarities and differences between this system and the one your organization employs? What are the advantages and disadvantages of each?

15. 2008 IPMA Benchmarking Report Does the appraisal system require that elements and standard include credible measures of performance that are observable, measurable, and/or demonstrable?

16. 2008 IPMA Benchmarking Report Does the performance appraisal include at least one element that holds the employee accountable for achieving results?

17. 2008 IPMA Benchmarking Report How often do poor performers recover and become productive employees? Most respondents (51%) said that their organizations are effective in handling poor performers some of the time, while 35 percent said “most of the time.” At the extremes, six percent said “almost always” and 8 percent said “almost never.”

18. 2008 IPMA Benchmarking Report What outcomes are in place for those who are the bottom level(s) of the performance appraisal system? Note that the percentages add up to more than 100 because respondents were asked to check all that apply.