Elevate Your HR Processes with the Performance Invoice Sample for Human Resources

Performance invoice sample for Human Resources

[Music] HR basics is a series of short courses designed to highlight what you need to know about a particular human resource management topic in today's HR basics we explore performance appraisals focusing on the development and management of effective performance review tools strong performance appraisals are the backbone of effective performance management so let's start with a couple of definitions first performance management refers to the processes that ensures an organization connects mission with the work of employees outcomes of effective performance management include clarifying job responsibilities and expectations enhancing individual and group productivity developing employee capabilities through effective feedback and coaching driving behavior to align with an organization's values goals and strategies providing the basis for making human resource decisions and improving communication between employees and managers performance appraisals also known as performance reviews guide the process of determining how well employees do their jobs relative to a standard and communicate that information to them performance appraisals ensure effective outcomes of performance management are realized for the purposes of this course we'll look at the development and management of performance appraisals by development we mean the process of creating performance appraisal tools and by management we mean the planning organizing and leading of performance appraisals so let's start with development when developing your performance appraisal tools align your organizational culture with the tool that you design when developing a performance evaluation form do your homework find evaluation forms from similar organizations or organizations that share your philosophy of performance management use Google or other internet research tools to find organizations or professional associations that provide good examples of what performance tools should look like review these results or forms for characteristics that fit your needs get inspired through what others are doing and consider how these tactics might be applied in your performance appraisal development perhaps most importantly your performance appraisal tool should be easy to understand and use provide clear instructions and examples so managers and employees know exactly what information is required in each section make sure your evaluation form follows a logical sequential order document design is critical when creating your evaluation form and avoid forms that require a lot of jumping around or cross-referencing well it's up to an organization to decide which elements to include in an appraisal there are six recommended elements I'd like to explore first demographic information second rating methods third job application or job relatedness fourth self evaluation fifth smart goals and finally six employee development tools these standard elements will create a user-friendly in useful appraisal tool for your organization let's take a look at each your performance tool should include demographic information about the employee people manager assessment period and other pertinent information to make the performance management process run smoothly well a plethora of research and data exists about the usefulness of ranking scales and methods the following is a simple summary of two popular methods available for your performance appraisals first a graphic rating scale which is a scale that allows a Raider to mark an employee's performance on a continuum I recommend no more than a five-point scale second behaviorally anchored rating scales which are scales that describe specific examples of job behavior which are measured against a performance scale again no more than five points as no single method is best for every situation a method used in a combination of approaches might be the best solution for you next your performance tools should be job-related connecting the work an individual does with organizational mission and results your performance appraisal tools should be directly connected to an employee's job description create different evaluation forms for specific roles notably distinguish non-supervisory and supervisory roles this might mean separate forms for job groups classifications or types I recommend a flexible form that references the job description of an employee when addressing role based competencies including employee self evaluation as part of your performance management process gives employees an active role to play done properly employee self evaluations can provide several key benefits to the organization rather than simply being a recipient of feedback from their manager the employee is given a voice and can inform and shape their performance appraisals and ratings this active participation helps them be more engaged with both their performance and the review process overall and a self-assessment allows the manager to view performance through the employees eyes include space for an employee and people manager to develop and assess performance related goals a goal is a statement of desired outcomes towards which effort is directed I believe that well defined goals are among the most effective communication tools available to any leader in the performance management process so consider using smart criteria to craft your goals to make your goal smart it needs to conform to the following criteria the smart criteria first a specific goal is clear unambiguous and focuses on one topic area it can be communicated to others without confusion because it's well defined and easily understood a measurable goal has a definable endpoint that's quantifiable through numbers or percentages that can easily be measured an achievable goal is a goal that's possible to accomplish a relevant goal is one that helps you achieve your desired performance outcome and it's important to you and the organization finally a time-based goal is a goal that has a scheduled completion date four employees a performance appraisal can be the primary source of information and feedback from a people manager by identifying employee strengths weaknesses potentials and training needs through the performance appraisal feedback process supervisors can inform employees about their progress discuss areas in which additional training may be beneficial and outline future development plans our second area of focus highlights the importance of managing your performance appraisal process through training maintaining high standards of feedback and strong documentation most performance systems can be improved by training supervisors in how to do performance appraisals since conducting appraisals is important training should center around minimizing rater errors providing great feedback and giving raters details on documenting performance information feedback is essential to any strong performance management system both positive and constructive feedback should occur as soon as possible no performance feedback should be left to an annual performance appraisal meeting I often say there should be no surprises in performance management it's critical to be specific when providing performance feedback as a matter of fact a recent Gallup study shows the impact of different kind of feedback on employees the most telling conclusions from the studies include the following managers giving little or no feedback to employees result in four out of ten workers being actively disengaged at work employees receiving predominantly negative feedback from their manager are over 20 times more likely to be engaged than those receiving little or no feedback and finally only 1% of employees who received positive feedback were actively disengaged compared to a whopping 40% of those who didn't receive feedback at all there's a simple acronym and model to help you give great feedback the Earned feedback process defines a method for communicating feedback for maximum clarity and development first event provide your employee with the place and time during which the action or behavior which you're providing feedback was observed next action describe the specific action or behavior that you're providing feedback on result explain the impact or consequence of the behavior or action finally next steps provide a specific request change or continue the identified action or behavior or ask for ideas on how to move forward HR professionals recognize that strong documentation is critical in performance management their challenge is to teach managers how to document performance issues in appropriate manner the purpose of documenting performance problems isn't just to protect the employer in the case that a worker files a lawsuit it's also to show the steps that were taken to help someone be successful at work performance documentation must tell a story rooted in fact painting a descriptive picture of employee behavior with words good documentation creates credibility for the employer by showing that employees are treated in a fair and consistent manner however some common mistakes and documentation are made here's three first making vague unclear statements about what the employee needs to do to improve second adding personal attacks or subjective comments and third providing little or no evidence to support decisions of discipline or performance management intervention regardless of the approach used managers need to understand the intended outcome of performance management systems when performance management is genuinely used to develop employees as resources it works in its simplest form performance appraisals are observation here your strengths your weaknesses and here's a way to develop for the future [Music]