Work performance/performance evaluation

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, Nov/Dec 2008

Hi Rose,
Please assist me with any information or tips on improving housekeeping work performances and also on performance evaluation programs. I’m at a small hotel and have the responsibility of setting up a department program.
Thank you,

Aloha Liz,
The following information on improving performance and on a performance evaluation process is provided. To perform is defined as: to begin and carry through to completion; to take action in accordance to requirements; to fulfill. Performance is considered to be the results of a person’s efforts and actions. This is what supervisors and managers are concerned about. In working to improve a worker’s performance, consider the following four items: quantity, quality, cost and timeliness.

• Quantity: How much was accomplished? How does it compare to what was expected? Were there circumstances beyond the employee’s control that affected the results achieved?

• Quality: How good were the results and how did the actual work done compare to the quality expected? What relationship exists between quality and quantity?

• Cost: What costs were incurred in the process of achieving the results? Consider such things as materials, tools and services. How do costs compare to the budget?

• Timeliness: Is work completed on time? If not, why not? Are delays due to circumstances beyond the individual’s control, or are they due to poor planning and control?

In supervising or managing employees toward improving performance, three phases are necessary:

1. Planning outputs: objectives, performance position descriptions and performance action plans.

2. Coaching outputs: performance progress sheets and employee document files.

3. Evaluating outputs: completed performance evaluation.

Communication and continuous learning/training are essential to improve the performance of workers. With planning, employees may be given the task of helping to set their own goals and objectives relative to the jobs they hold. Peak performance from all employees and self should be the optimum to reach for. Peak performance will result in success for the employee, management and the organization.

On Performance Evaluation: Performance evaluation is an ongoing responsibility of every supervisor/manager. Evaluations provide for meaningful feedback and discussions, allow for management to make appropriate administrative recommendations and assist in determining where improvement is required. It also provides for a written record to substantiate actions that differentiate among group members. Performance evaluations serve a dual function: an employee feedback system and a management information system.

What makes a successful performance review?

1. Meet with the employee to agree on specific performance goals.

2. Keep a detailed record of individual accomplishments during the review period.

3. Discuss performance at the end of the period. Together, come to terms on the evaluation rating and discuss its implications.

4. Continue an open dialogue with the individual, in which discussions on remedying any deficiencies and improving of important skills can take place.

5. Offer training, education, counseling, closer cooperation or anything else to support performance.

What to evaluate? Quantity. Quality. Cost. Timeliness.

Only actions and results are observable. Other issues are inferred.

Elements that contribute to results in performance evaluations:
• Relevancy: Important areas of an individual’s total responsibilities.
• Variability: Where a sampling exists, a range of performance can be expected.
• Individual bias: Individual bias can be minimized by involving others in the evaluation process that have direct knowledge of the person’s performance level, such as other managers and supervisors.

Be mindful that performance is a function of three variables:
• The person: talents, skills, interests, values and motives.
• The job: the work assigned and the opportunity it provides for achievement, growth, recognition and advancement.
• The situation: organization, administrative constraints, climate, supervision, resources assigned.

When addressing performance improvement, examine each of the variables in detail. The responsibility of the management evaluator is to assure a favorable interaction and balance among the three in the equation. Performance improvement should focus on strengths, not weaknesses, and should be compatible with career interests. Development of a working form for performance evaluations will be helpful. Good luck!

Posted in Clean Talk Columns.

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