Setting Goals - Pratt Institute

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10 Rating tendencies to avoid… ‣ Recency Effect/Sampling Error • basing an entire review on just the last few months or a specific incident It is a common tendency for supervisors to give too much weight to an employee’s recent work performance or a single notable issue since it is fresh in the supervisor’s mind and easier to recall. It is important to give a comprehensive and balanced review of the employee’s performance throughout the entire review period. It is helpful to keep track of your employees on a regular basis and keep a record of any projects they are working on. Keep notes, work samples, etc. for your employees throughout the year to chart their accomplishments and also note their progress. ‣ Halo/Horns Effect • addressing only one particular performance area and generalizing it to the entire evaluation It is crucial to give employees a fair and accurate assessment of all aspects of their work performance so they are aware of and can address their relative strengths and weaknesses. An employee may excel in one area but need improvement in another. Employees likely won’t develop their skills and abilities sufficiently if they are not given an accurate and full picture of how they are doing. ‣ Leniency Bias • giving overly generous ratings There can be a tendency for supervisors to give inflated performance ratings to employees, to avoid a difficult conversation with the employee and having to give constructive criticism. This dilutes the integrity of the appraisal and often leads to increased performance issues if employees aren’t counseled on what they need to work on. Performance reviews should include honest and straightforward feedback to the employee. ‣ Strictness Bias • rating employees too harshly • Conversely some supervisors are too hard in evaluating employees. This can backfire by demoralizing employees who may feel their contributions are not fully recognized or appreciated. Although constructive criticism is important, the appraisal should also be balanced and acknowledge where the employee has done well.
11 rating tendencies to avoid continued… ‣ Central Tendency Bias • rating all employees as average or in the middle • Supervisors may try to avoid any controversy and play it safe by rating all employees in the middle and thus avoid having to give justification for ratings at either extreme. This robs the employee of a fair and honest evaluation and likely will alienate the best employees and absolve the struggling employee from having to improve their performance. ‣ Comparing • evaluating employee in comparison to another employee • It can be tempting or convenient to consider an employee’s performance in comparison to another, presumably stellar, employee but it is likely to be demoralizing and leave the 1 st employee feeling lesser than. It is important to evaluate the employee on his/her own merits based on a fair assessment of how he/she performed her job and met expectations, recognizing his/her unique attributes. ‣ Mirroring • evaluating an employee based on the supervisor’s own qualities • Supervisors may, often subconsciously, place too much emphasis on their own perceived skills and abilities, and use that as a standard in evaluating employees. Again this creates a standard of performance to evaluate the employee that may not be relevant to the employee and deprives the employee of a fair assessment. • All of these tendencies are essentially shortcuts for a supervisor and interfere with employees receiving an honest and fair assessment of their work performance which ultimately harm the employee and <strong>Pratt</strong>.
Page 1 and 2: PRATT INSTITUTE PERFORMANCE MANAGEM
Page 3 and 4: 3 Appraisals serve several importa
Page 5 and 6: 5 Timeline • supervisor drafts re
Page 7 and 8: 7 WingSpan Overview Introduced in 2
Page 9: 9 WingSpan Appraisal Process Begins
Page 13 and 14: 13 Conducting the Appraisal Meeting
Page 15 and 16: 15 Pratt’s Strategic Plan 2012 -
Page 17 and 18: 17 Employee Goals Samples: Human Re
Page 19 and 20: 19 Human Resources Department x 378
Page 21: Thank You! 21

Setting Goals - Pratt Institute

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