Introduction
Performance appraisal is crucial for the effective department’s development. It promotes productivity growth, contributes to career planning, and identifies employees’ strengths and deficiencies. Nowadays, managers do not have to overload themselves with paperwork because they can apply specialized software systems tailored to the performance evaluation process and adjust due to the needs of their organization. As a member of New York City’s Department of Education, I would apply such a system by adapting templates to fit my needs in performance evaluation according to valuable performance management strategies.
Main body
I recognize that an effective performance evaluation depends on proper raters’ training. Raters should be aware of required standards and objectives and know how to use the evaluation tools, and avoid errors. USA Performance® (Actiac, 2019) could make raters’ work faster and more productive if they get some training about its functions. After the preliminary evaluation, raters should analyze if their ratings were affected by emotions, bias, or desire to look better in their subordinates’ eyes (HR Daily Advisor, 2014). Ratees also should be introduced to the evaluation process to be aware of the level of performance expected from them (Pynes, 2013). In addition, they could be engaged in self-appraisal as a part of the 360-degree evaluation to share their performance constraints.
I also would apply strategies presented by the United States Office of Personnel Management. I would consider such strategies as using non-critical, critical, and additional elements in performance appraisal and assessing both employee-level and work-unit level accomplishments (United States Office of Personnel Management, 2017). I agree that we should utilize a separate evaluation of employees’ activities, achievements, and outcomes weighted by their value and priority. For example, I would analyze how my employees’ behavior complies with the realization of New York City’s Department of Education’s policies (n. d.), such as diversity and inclusion policy, language access policy, mission, and the annual performance plan. The stated approach enables to make the evaluation relevant to current goals and conditions.
Conclusion
In conclusion, performance management strategies, such as using specialized software, could make the performance appraisal more accurate and successful. Still, raters and ratees should take special training to be aware of the process’ peculiarities and possible difficulties. In addition, the evaluation tools should be adjusted to follow the organization’s specific needs, mission, and policies and allow for assessing the ratees’ performances from a variety of perspectives.
References
Actiac. (2019). USA Performance® – U.S. Office of Personnel Management. [Video]. YouTube. Web.
HR Daily Advisor (2014). Performance appraisals: The 10 most common rating errors. Web.
New York City’s Department of Education. (n. d.). Policies for all. Web.
Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). Jossey-Bass, A Wiley Imprint.
United States Office of Personnel Management. (2017). A handbook for measuring employee performance. Web.