Publications
My very good friend and colleague, Dr. Susan Manning, and I just finished the editorial process for our book, Online Education for Dummies.
Positive Performace Appraisal
National Network for Child Care - NNCC. Johnson, K. (1995). Positive Performance Appraisal. In Todd, C.M. (Ed.), *School-age connections*, 4(4), Urbana-Champaign, IL: University of Illinois Cooperative Extension Service
Performance appraisal interviews are often uncomfortable. However, moving away from a "rating" system and giving employees constructive, positive feedback can help reduce nervousness and hurt feelings in both the employee and the director.
A tool commonly used in the evaluation process is the number system. The best thing a director can do for his or her staff is to move away from this system and give them positive direction on how they may better their performance. To most people, numbers are more critical than words. With a number system, a person tends to look at his or her "rating" instead of any comments provided.
One way to move away from this structure is by using letters instead of numbers (see Figure 1). This evaluative tool requires comments and specific examples. This puts the director in the position to outline skills the employee has mastered or currently needs to improve on. The last two questions on each topic page ask for previously set goals the employee has accomplished and suggestions on goals the employee may wish to set for the coming year. This is helpful in two ways. It reinforces the fact that the director is aware of the employee's progress. It also provides the employee with the opportunity to set his or her own goals. By doing this, employees are given the chance to grow in specific areas of interest.
When conducting performance appraisal interviews, the evaluation should be based on the employees' formal job description. Remember that employees should not be taken aback when reading their performance appraisal. The employee should be knowledgeable about everything listed on the form.
Keeping a journal helps directors keep track of their thoughts and it also helps them remember events that occurred throughout the year. At evaluation time, specific examples and situations are detailed in full. Journal entries should include positive events as well as the not-so-positive ones. Keeping a journal is much more productive than trying to remember events when the year has already passed.
The performance appraisal interview is one of the director's most difficult-yet most important-tasks. When completed constructively, it provides each employee with positive reinforcement along with suggestions on how he or she may improve in specific areas.
Section 2: Planning |
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1. |
Plan and implements activities that promote safety.
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E S N P |
2. |
Plans a variety of developmentally appropriate
activities.
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E S N P |
3. |
Turns in weekly plans and supply list on time.
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E S N P |
4. |
Involves participants in planning process.
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E S N P |
5. |
List any goals the employee should consider in this area.
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E S N P |
6. |
List any previous goals in this area the employee has accomplished since
his/her last performance appraisal interview. |
E S N P |
E- Excellent
S-Satisfactory |
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Figure 1. Sample evaluation worksheet that requires specific comments and examples. |
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