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4. A collaborative consultant with skills in:
(b) Evaluation and assessment

4b2 ITS staff performance evaluation and development

Development Plan Portfolio Documentation
Develop and implement a process for staff performance evaluation and development throughout ITS. Document the development of the staff performance evaluation process at ITS.  Include issues faced during its development, implementation and use.

When I worked at Hewlett-Packard (1980-1987), I was introduced to a comprehensive performance evaluation and development planning process. At HP, District Managers for the support organization I was a part of met after all the evaluations were completed, and force-ranked the approximately 40 support engineers, based on the overall scores obtained from the evaluations. They used a group process to arrive at agreement concerning each employee's relative position in the ranking. The rankings were then mapped to the new year's salary scale, so there was a direct relationship between performance evaluation and salary, although abnormally high increases or decreases were stepped, to ensure that what was being observed was not merely an aberration.

After settling in to my new position at Andrews University (I started mid-1996), I began building support for a similar process in ITS (Information Technology Services). I used the evaluation form that I had brought with me from HP, and we agreed that with just a few minor changes, it would serve our purposes very well (adapted Hewlett-Packard Performance Evaluation and Development Plan).
 

Reasons we adopted this process in ITS

  • Creates a more neutral setting for discussing strengths and weaknesses than calling a wayward employee into the boss's office to be disciplined.
  • Helps to align performance expectations, so that employee is not spending time on less important tasks while ignoring other more important tasks.
  • Creates specific goals for capitalizing on potential strengths and improving unacceptable performance categories.

There was complete support for setting up a performance evaluation and development planning process modeled on the the one I was familiar with from HP, both among the ITS managers and most of the rest of the staff. We made a special effort to stress the developmental aspects, as well as the opportunities for calibrating each other's expectations.

The ITS Evaluation and Development Plan was first used as a coaching tool for an employee who was seriously lacking in customer service skills. (see 20-Oct-1997 and 02-Mar-1998. These documents require special clearance for viewing.) Some improvement in performance was observed by most of those who had witnessed first hand some of the earlier shortcomings.

In 1998-1999, the Human Resources department at Andrews University started a process to implement performance evaluation and development planning. One of my staff served on the advisory committee that was doing this work, and through her we were able to provide valuable input to the development process. The evaluation criteria and measurement processes were very similar. All but one of the criteria we had chosen in our ITS performance evaluation were included in the one adopted by Human Resources at Andrews University. The latter had some optional additional criteria for managers.


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Modified HP Criteria
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Criteria Adopted by AU HR
1.
TECHNICAL COMPETENCE/JOB KNOWLEDGE
1.
JOB KNOWLEDGE
2.
USER SATISFACTION
2.
CUSTOMER SERVICE
3.
QUALITY
3.
QUALITY OF WORK
4.
PRODUCTIVITY
4.
QUANTITY OF WORK
5.
DEPENDABILITY
8.
DEPENDABILITY
6.
COMMITMENT TO THE UNIVERSITY MISSION    
7.
PUNCTUALITY/AVAILABILITY
9.
ATTENDANCE/PUNCTUALITY
8.
TEAMWORK
6.
WORKING RELATIONS
9.
JUDGEMENT
15.
JUDGEMENT
10.
INITIATIVE
7.
INITIATIVE and INNOVATIONS
11.
WORK ENVIRONMENT & SAFETY
10.
SAFETY
12.
FLEXIBILITY
5.
ADAPTABILITY
13.
PLANNING & ORGANISATION
12.
PLANNING and ORGANIZATION
   
11.
APPEARANCE
   
13.
CARE OF EQUIPMENT
   
14.
JOB ENERGY
   
16.
COMMUNICATION SKILLS
 
Criteria for Managers
17.
LEADERSHIP
   
18.
HUMAN RELATIONS SKILLS
   
19.
EMPLOYEE DEVELOPMENT
   
20.
PERSUASIVE ABILITY
   
21.
FINANCIAL RESPONSIBILITY
Comparing Performance Criteria

Staff Evaluations and Development Plans - 2001

By a strange set of circumstances, the evaluation portion of performance evaluation and development planning process was dropped after only two years (1999 and 2000). The evaluation criteria were retained for hourly staff, but were deleted for salaried staff. However, we elected to continue its use in ITS in 2001 because of the values we had identified and had found through its use. There is good support within ITS for continuing to include the evaluation criteria in the annual assessment.
Return to 4(b) Evaluation and assessment

Created: Sunday, February 20, 2000 05:41 PM
Last Modified: Monday, May 12, 2003 9:22 AM