Performance appraisal

The employee evaluation, employee assessment or staff assessment is in the business organization theory, a component of the reward system for employees. It serves as an in-house resources for quality assurance or improvement of a business or a department.

Scope and form

The staff assessment is concerned with the perception and evaluation of an employee. It is generally considered in three stages: observation, evaluation, and the meeting (usually at a staff interview). The observation of behavioral traits should be done during the year continuously and objectively from the supervisor. This requires appropriate recording methods that are web-based to realize more convenient than paper-based. The assessment criteria should be used, which are understandable to the employee. The meeting is used to exchange the results of the first two phases and from future improvements.

A distinction between employee evaluation after the employment relationship and ongoing employee reviews. Most common form of employee assessment at the end of the employment relationship, after change of supervisor or by internal transfers is the job reference.

Employee evaluations can be made either with the employee are performed together or in the absence of the employee about him, for example, to inform a higher supervisor or a later employer about the employee's performance. References will be basically created by the employer without the participation of the employee. Appropriate proposals and wishes of the employee to the Content may nevertheless be considered.

Companies that are subject to the ERA- collective agreement ( Compensation Framework Agreement Südwestmetall for the metal and electrical industry), thereby employ the method of employee evaluation by the judging donors ( disciplinary manager ) to determine the basic pay in excess of performance-related pay component. This form of employee evaluation places particularly high demands on the objectivity to keep complaints of employees as low as possible. According to the criteria have to be carefully worked out in the assessment process. With appropriate system support the analytical evaluation method is superior to the heavily compacted, summary proceedings.

The employee assessment ideally includes measures that help all operationally relevant and observable personality elements can be detected. These include:

• Expertise;
• Work performance or success ( quantitative and qualitative );
• Operation ( care and efficiency);
• Quality of work or work success;
• Motivation;
• Resilience;
• Strengths (even if specific weaknesses, but never in explicit form in certificates of employment );
• Behavior towards superiors;
• Behavior towards customers and clients;
• Behavior towards employees.

Standardized procedures, such as questionnaire on subjective assessments can be avoided in assessments. By claiming the company employees to be as fair as possible, prefabricated text blocks or so-called items should be carefully prepared. Companies that rely on sometimes stereotyped prefabricated sets of criteria or questions that often harm their so important for employee recruitment and retention employer branding ( employer branding ).

Enable Regular employee reviews in the form of a prepared from both sides, open-label appraisal interview ( semi-annually or annually ) to determine the presence or absence of progress or success.

For a successful review some requirements should be met:

• Clearly defined corporate and departmental goals
• Employee goals
• Openness and transparency
• Criticism of both interlocutors
• Willingness to implement measures

In conversation with the staff you can look for opportunities to further improve and hold them as targets. It is often overlooked that the options may extend to improve on the cooperation of the supervisor with the employee. This also changes the supervisor may be included in this agreement. In this form, conducted fair and open staff meetings can contribute significantly to improve the motivation and performance of employees.

Objectives

Employee assessment is based not on the sole benefits of the company. Rather serving staff assessment of the objectives of the company and the goals of the employee. With regard to the entrepreneurial aspect are mainly the following objectives:

• Objectification of personnel work: With the help of suitable staff appraisal process both objective and comparable results can be obtained.
• Increase in labor productivity: employees can be inspired by the right choice of the assessment system to permanently higher benefits.
• Consistency of leadership behavior: The leadership behavior can be approximated by a uniform assessment system and in addition leads to a unified and powerful leadership behavior of supervisors.
• Improvement of Leadership: An assessment interview allows both the employee and the supervisor 's perception to a debate, while providing the opportunity for a better supervisor - employee ratio.
• Potential usage: With the advent of potential vulnerabilities, the potential of the workforce can be expanded through targeted education and training.

On the side of employee objectives are given the opportunity, especially through regular and systematic reviews to assess performance and abilities and therefore better align the career planning for it. In addition, an appraisal interview provides the pronunciation of cases which are not directly related to the actual assessment. Another important aspect is the protection for employees by arbitrary disciplinary procedures or unfair dismissals are difficult to enforce.

Procedures

The process of staff appraisal can generally be divided into summary and analytical methods. While summary judgment will judge the performance of the employee as a whole individual criteria used in analytical methods and combined into an overall judgment. The analytical method detected thus differentiated the observable behavioral characteristics. Also in relation to assessment or perception error is ahead of the analytical method by matching individual criteria or characteristics of the summary. Furthermore, a distinction is made between quantitative and qualitative methods: Quantitative methods to assess employees using scoring systems, while a description of the service is created through qualitative methods as a result of questions.

Employee assessment by the supervisor

The also called subordination assessment is one of the most typical forms of personnel evaluation dar. supervisors assess here the them direct reports regarding their performance and skills potential. Here, between a free description ( independent selection of the evaluation criteria by the supervisor ) is distinguished and bound techniques judgment. While in a free description of its own selection of the assessment criteria held by the supervisor, meet bound criteria of judgment rather higher demands and increase the reliability and validity of the assessment criteria. Method in this respect would, inter alia:

• Classification procedure: Provides the most widely used method of performance appraisal dar. Using a multi-stage scale are hereby behavioral observations, associated earnings or feature estimates.
• Polarity method: Serves a collection of impressions in quantitative terms. The raters judged this a feature based on a set of pairs of opposing attributes. By combine the results creates a polarity profile that can be compared with the ideal profiles.
• Ranking process: differentiation between employees and then draw up a list. This ranking can then either be set up for individual evaluation criteria or used for an overall assessment.
• Default comparison method: Sets goals that are easy to check and give the assessor a degree of target achievement. Can thus over-or under-fulfillment are determined in terms of goal achievement using a standard value of 100%.
• Method of critical incidents: Is a further development of the free description, the description criteria are selected from a catalog and is documented by written documentation successes and failures of the assessor.

The collection of the required data takes place in an appraisal interview or questionnaires, for example.

Self-assessment

In the self-assessment in addition to the evaluators, the employees themselves are asked to give an assessment of their performance and potential. Through this integration, the development process of each employee should be promoted in order to increase the acceptance of the final judgments and to promote a better understanding of their own performance.

Evaluation by peers ( colleagues)

The Equals assessment provides the staff evaluation a specific variant represents the judge in this case are both hierarchically equal to the assessor as well in the same organizational field operates. The goal here is to use the knowledge of colleagues to assess the management and qualification. Care is taken in the rule that there is a simultaneous assessment of all colleagues.

Evaluation of supervisors by their employees

When superiors assessment supervisors are judged by their immediate employees concerning their leadership behavior and partly their qualifications and performance features. The results come here, either directly to the Human Resources department or the supervisor itself when Semco system, the Brazilian entrepreneur Ricardo Semler has realized in his company, evaluate subordinates every six months their superiors, the points results will be announced as a public notice to all. The assessment is made before promotions or new hires for positions of leadership. Employees who receive an extended period only weak notes, " leave Semco usually sooner or later."

Performance appraisal by superiors, colleagues, employees and customers (360 ° assessment )

360 ° assessment is one of the most comprehensive forms of personnel evaluation. Here, the performance of managers in particular should be assessed from different perspectives. Thus, a comprehensive individual feedback are possible. It is a full assessment of the MA- performance, often by means of questionnaires and / or interviews conducted by supervisors / personnel officer.

Interfaces

• Organizational Development
• Staff development
• Personality Test
• Online Assessment

Participation

In companies with a works council codetermination rights of employee representation are to be observed in matters of performance assessment in planning and conducting employee reviews. Among other things, the establishment of general assessment principles to the approval of the works required ( § 94 para 2 WCA).

However, this is not necessary for the assessment of individual employees, but the individual worker has the right to seek advice from the works council during work on this topic.

The same applies in the public service for the participation of the staff council due to the respective Personnel Representation Act.