guide to performance standards
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7/29/2019 Guide to Performance Standards
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Out l ine
z What are J ob Performance Standardsand why are they important?
z Setting J ob Performance Standards
z Understanding the Employees Role
z Constraints Affecting J ob Performance
z Communication
z Measuring J ob Performance
What are J ob Per formanc eStandards?
z Way for supervisors to measure jobperformance and productivity of employees
z Way for employees tomeasure their own jobperformance and productivity
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Why are J ob Per formanc e
St andards Impor t an t?z Help employees understand the expected scope,
key responsibilities, required knowledge and skills,and duties of the job
z Support equitable evaluation of allemployees doing the same job tasks
z Facilitate communication between the supervisorand employees regarding job related activities
z Help supervisor ensure that employees have theresources necessary to do their jobs
Wit hout J ob Per formanc eStandards
z Supervisors and employees mayhave different understanding andexpectations about job requirementsand performance
z Supervisors may have difficulty identifyingperformance issues
z Supervisors and employees may have difficultyseparating whatshould be done from how itshould be done.
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Key Ac t i vi t i esz Supervisor and employee collaborate
z Evaluate different levels of job hierarchyusing different standards
z Identify the top 3-5 job responsibilities of theemployee
z Identify specific skills and knowledge required to
do the job well
Key Ac t i vi t i es
z Define specific performance standards andmeasurement criteria
z Establish method to monitor performance
z Implement standards at beginningof the assessment period
z Set short-term (90 day) and long-term goals
z Develop plan for supervisor and employee tocommunicate about job related issues
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Key Ac t i vi t i es
Write it all down!
Comm on Mis tak es
z J ob performance standards used tomicro-manage staff
z Writing/implementing standards rightbefore the annual performance assessment
z J ob performance standards are neverreviewed or updated
z Setting unrealistic job performance standards
z Creativity about how things get done is limited(based on standards for whatmust be done)
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Understanding theEmployees Role
Sarah Lincoln
Charact er is t ic s o f a High-Perform ing Organizat ion
z All employees understand the mission of theagency, and how their jobs help achieve thatmission
z High levels of trust, commitment,enthusiasm, and fun!
z Effective, empowering labor-managementpartnerships
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Charact er is t ic s o f a High-
Perform ing Organizat ion
z Healthy in all aspects morale, individualsphysical and mental health, and agencysphysical environment
z Opportunities for employees to use diversetalents
z Self-sustaining and
self-generating
Im por tanc e of Engagement
z Organizations that fail to engage theirpeople fail to achieve their fullpotential.
z Engaged employeesreduce costs, work
harder, and createmore satisfiedcustomers.
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Retent ion i s Keyz Costs of employee turnover
Lost productivity during a vacancyDiminished productivity of team/managers
covering for a vacancy and training new hire
Increased labor costs due toovertime or contractors hiredto cover for a vacancy
Recruiting and hiring costs
Constraints AffectingJ ob Performance
Steve Schmidt
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J ob Per formanc e Const ra in t sz Wide variety of factors may interfere with
optimum performance
z Consider and assess constraints beforeperformance discussions
z Consider the Golden Ruleof Psychology:B = f (P, E)
Behavior (B) is a function (f) of bothPersonal (P) and Environmental (E) factors
Personal Const ra int s
z Relationship/Marital Problems
z Children/Dependents
z Health self, family, others
z Stressful events (e.g., home move)
z
Loss/Deathz Other
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Envi ronment a l and Si t uat iona l
Const ra in tsz Relationships with co-workers/supervisor
z Equipment/supply deficiencies
z Working conditions (e.g., office space,ergonomics)
z Clerical support
z Excessive workload
Envi ronment a l and Si t uat iona lConst ra in ts
z Key personnel absent
z Poor co-worker performance
z Unclear performance standards
z Poor communication
z
Lack of authority to get things donez Policy problems
z Other
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I ve Ident i f ied Const ra in t s
Now What?z Collaborate with employee regarding ideas
to mitigate or eliminate constraints
z Different approaches for personal vs.environmental/situational constraints
z Determine how to document effects ofconstraints
z Address environmental and situationalfactors
Communicating J obPerformance Standards
Mary Gage
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Comm unica t ion i s Cri t i c a l fo r
Suc c essfu l J ob Per formanc ez Ever hearThats not in my job description?
z Written and verbal communication are vital!
z Goals are easier to achieve when managers letemployees know...
(1)
performance &
developmentexpectations
(2)
how they
will bemeasured
Clear ly Com m unicat edEx pect at ions Help Em ployees
z Understand what is important, and what theyshould be doing
z Understand why they are doing their work
z Know how they are doing, and whento ask for support
z Recognize where performanceimprovement can occur
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Wri te J ob Ex pec t a t ions to
Get What You Wantz Crisp, concise statements
z Stated directly
z Prioritized
z Limited in number dont overwhelm!
z Focus on specific results i.e. cost,timeliness, quality, quantity, etc.
Wri t ing Job Per formanc eStandards
z Write in Objective Terms
Action verbsResults statementsTime targetedStandard of performance
z Standard of performance expectation =
action verb + deliverable + qualifier + datespecification
DO SOMETHING
SPECIFIC IN A SPECIFIC
TIMEFRAME
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Face-to-Face Communicat ionz Discuss expectations with employee in-person
z Make the discussion positive and two-way
z Communicate written expectations
z End with mutual understanding anddirection everyone on same pageNO SURPRISES!
z Eye-to-eye contact is important, but recognizecultural and personal preferences
Measuring J obPerformance
Nitza Pfaff
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Tw o Ways to Measure J ob
Per formancez Quantitative measures
referred to as hard datahow manyobtained through spreadsheets, databases or
mainframes applications
z Qualitative measuresBest described as soft datarelate to customer perceptions or experiences
obtained through customer satisfaction surveys ornumber and type of complaints.
Types of Per formanc eMeasures
z Input resources used to produce services(output)
Example: cost, labor hours, operating expensesz Output quantity of units produced by an
agency (volume)
Example: clients served, how many units of servicez Efficiency identify cost, unit cost or
productivity associated with an outcome/output
Example: cost per client, cost per transaction
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Types of Per formanc e
Measuresz Service Quality customer satisfaction,
timeliness and/or accuracy of a service
Example: average wait time, % of respondentssatisfied with service
z Outcome impact or benefit of the service onthe customer
Example: reduction in fire deaths/injuries, increase injob trainees who hold a job for more than six months
z Explanatory factors affecting performance
Example: weather conditions for road maintenance
What gets measured gets done.Anonymous
Unfortunately, what people measure
often is not precisely what they wantdone.Behn, 2003
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Why Should Publ ic Managers
Measure Per formanc e?
z Evaluate How well is my publicagency performing?
z Control How can I ensure that mysubordinates are doing the right thing?
z Budget On what programs, people, or
projects should my agency spend thepublics money?
Why Should Publ ic ManagersMeasure Per formanc e?
z Motivate How can I motivateemployees and citizens to do the rightthings to improve performance?
z Promote How can I convince politicalsuperiors, legislators, stakeholders andcitizens that my agency is doing a goodjob?
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J ob PerformanceStandards
Conclusions
Conclus ions
z J ob performance standards are critical tohelp ensure the success of theEmployeeSupervisorWork unitAgency
z J ob performance standards must be clearlycommunicated (written and verbal) to theemployee, and similarly understood by bothsupervisor and employee.
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Conclus ionsz J ob performance standards may be
measured using quantitative and/orqualitative methods
z Personal and environmental/situationalfactors can affect job performance
z J ob performance standards should be
reviewed and updated on a regular basis
References
z http://www.sideroad.com/Management/performance-standard.htmlz http://careercompass.berkeley.edu/jobstandards/resources/glossary.htmlz www.hawaii.edu/ohr/download/aptdocs/ExPEStmts.pdfz www.hr.uncc.edu/CB/AdminSupport/Writing_Performance_Expectations.pdfz Fairfax Countys Performance Measurement System, J une 2006z The State of Texas Guide to Performance Measure Management, 2006
editionz A Brief Guide for Performance Measurement in Local Government, Citizen-
Driven Government Performancez Why Measure Performance? Difference Purposes Require Different
Measures, Robert Behn, Harvard University, October 2003z Performance Measurement and Evaluation, GAO April 1998z The Chronicle, 4/22/2004: Performance Evaluations Can Help Workers
Improve--and Help Charities Reach Their Goals:http://www.stthomas.edu/hr/compensation/files/developPerfStandards.pdf
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