Measuring Results and Behaviors:Measuring Results and Behaviors:OverviewOverview

Measuring ResultsMeasuring Results Measuring BehaviorsMeasuring Behaviors

Measuring Results: OverviewMeasuring Results: Overview

AccountabilitiesAccountabilities ObjectivesObjectives Performance StandardsPerformance Standards

Key questionsKey questions

• Where should each individual focus Where should each individual focus efforts?efforts?

• What are the expected objectives?What are the expected objectives?

• How do we know how well the How do we know how well the results were achieved?results were achieved?

AccountabilitiesAccountabilities

Broad areas of a job for Broad areas of a job for which employee is which employee is responsible for producing responsible for producing resultsresults

ObjectivesObjectives

Statements of important Statements of important and measurable outcomesand measurable outcomes

Performance StandardsPerformance Standards

Yardstick used to evaluate Yardstick used to evaluate how well employees have how well employees have achieved objectivesachieved objectives

Determining AccountabilitiesDetermining Accountabilities

Collect information about job (Job Collect information about job (Job Description) Description)

Determine importance of task or Determine importance of task or cluster of taskscluster of tasks• % of employee’s time spent % of employee’s time spent

performing taskperforming task• Impact on unit’s mission if Impact on unit’s mission if

performed inadequatelyperformed inadequately• Consequences of errorConsequences of error

Determining ObjectivesDetermining Objectives

Purpose: to identify Purpose: to identify • OutcomesOutcomes

Limited numberLimited number Highly importantHighly important

• When achieved When achieved dramatic impact on overall dramatic impact on overall

organization successorganization success

10 Characteristics of Good 10 Characteristics of Good ObjectivesObjectives

1.1. Specific and ClearSpecific and Clear

2.2. ChallengingChallenging

3.3. Agreed UponAgreed Upon

4.4. SignificantSignificant

5.5. PrioritizedPrioritized

10 Characteristics of Good Objectives10 Characteristics of Good Objectives (continued)(continued)

6.6. Bound by TimeBound by Time

7.7. AchievableAchievable

8.8. Fully CommunicatedFully Communicated

9.9. FlexibleFlexible

10.10. Limited in NumberLimited in Number

Determining Performance Determining Performance StandardsStandards

Standards refer to aspects of Standards refer to aspects of performance objectivesperformance objectives, such as:, such as:

Quality Quality • How well the objective is achievedHow well the objective is achieved

QuantityQuantity• How much, how many, how often, at what costHow much, how many, how often, at what cost

TimeTime• Due dates, schedule, cycle times, how quicklyDue dates, schedule, cycle times, how quickly

Standards must include:Standards must include:

A verbA verb The desired resultThe desired result A due dateA due date Some type of indicatorSome type of indicator

• Quality and/orQuality and/or• QuantityQuantity

Good Performance Standards:Good Performance Standards:6 Characteristics6 Characteristics

1.1. Related to PositionRelated to Position2.2. Concrete, Specific, MeasurableConcrete, Specific, Measurable3.3. Practical to MeasurePractical to Measure4.4. MeaningfulMeaningful5.5. Realistic and AchievableRealistic and Achievable6.6. Reviewed RegularlyReviewed Regularly

Measuring Behaviors: OverviewMeasuring Behaviors: Overview

Identify competenciesIdentify competencies Identify indicatorsIdentify indicators Choose measurement systemChoose measurement system

Identify CompetenciesIdentify Competencies

Measurable clusters of KSAs Measurable clusters of KSAs • KnowledgesKnowledges• SkillsSkills• AbilitiesAbilities

That are critical in determining That are critical in determining how results will be achievedhow results will be achieved

Types of CompetenciesTypes of Competencies Differentiating Differentiating

• Distinguish between superior and Distinguish between superior and average performanceaverage performance

ThresholdThreshold• Needed to perform to minimum Needed to perform to minimum

standardstandard

Identify IndicatorsIdentify Indicators

Observable behaviorsObservable behaviors

Used to measure extent to which Used to measure extent to which competencies are present – or competencies are present – or notnot

Necessary Components for Necessary Components for

Describing CompetenciesDescribing Competencies DefinitionDefinition Description of specific behaviorsDescription of specific behaviors

• When competency demonstratedWhen competency demonstrated• When competency not demonstratedWhen competency not demonstrated

Suggestions for developing the Suggestions for developing the competencycompetency

Comparative SystemsComparative Systems

Simple rank orderSimple rank order Alternation rank orderAlternation rank order Paired comparisonsPaired comparisons Forced distributionForced distribution

Choose Measurement SystemChoose Measurement System

Comparative systemComparative system• Compares employees with Compares employees with

each othereach other Absolute systemAbsolute system

• Compares employees with pre-Compares employees with pre-specified performance standardspecified performance standard

Advantages of Comparative Advantages of Comparative SystemsSystems

Easy to explainEasy to explain StraightforwardStraightforward Better control for biases and Better control for biases and

errors found in absolute systemserrors found in absolute systems• LeniencyLeniency• SeveritySeverity• Central tendencyCentral tendency

Disadvantages of Comparative Disadvantages of Comparative SystemsSystems

Rankings may not be specific Rankings may not be specific enough forenough for• Useful feedbackUseful feedback• Protection from legal challengeProtection from legal challenge

No information on relative No information on relative distance between employeesdistance between employees

Specific issues with forced Specific issues with forced distribution methoddistribution method

Absolute SystemsAbsolute Systems

EssaysEssays Behavior checklistsBehavior checklists Critical incidentsCritical incidents Graphic rating scalesGraphic rating scales

EssaysEssays Advantage:Advantage:

• Potential to provide detailed feedbackPotential to provide detailed feedback Disadvantages:Disadvantages:

• Unstructured and may lack detailUnstructured and may lack detail• Depends on supervisor writing skillDepends on supervisor writing skill• Lack of quantitative information; Lack of quantitative information;

difficult to use in personnel decisionsdifficult to use in personnel decisions

Behavior checklistsBehavior checklists Advantage:Advantage:

• Easy to use and understandEasy to use and understand Disadvantage:Disadvantage:

• Scale points used are often Scale points used are often arbitraryarbitrary

• Difficult to get detailed and useful Difficult to get detailed and useful feedbackfeedback

Critical incidentsCritical incidentsKinds of measurementKinds of measurement

1.1. Report of specific employee Report of specific employee behaviorbehavior

Allows focus on specific behaviorAllows focus on specific behavior Very time-consumingVery time-consuming

2.2. Examples of behavior illustrative Examples of behavior illustrative of core competenciesof core competencies

Easier to useEasier to use Describes behavior desiredDescribes behavior desired

Graphic rating scalesGraphic rating scales Clear meaning for each Clear meaning for each

response categoryresponse category Consistent interpretation Consistent interpretation

by outside readersby outside readers Supervisor and employee Supervisor and employee

should have same should have same understanding of ratingunderstanding of rating

Graphic rating scales:Graphic rating scales:BARS improvementBARS improvement

Behaviorally Anchored Rating Scales Behaviorally Anchored Rating Scales (BARS)(BARS)• Use critical incidents as anchorsUse critical incidents as anchors• Involves multiple groups of employees in Involves multiple groups of employees in

developmentdevelopment Identify important job elementsIdentify important job elements Describe critical incidents at various levels of Describe critical incidents at various levels of

performanceperformance Check for inter-rater reliabilityCheck for inter-rater reliability

Measuring PerformanceMeasuring Performance

Several types of methods Several types of methods Differ in terms of:Differ in terms of:

• Practicality (time and effort)Practicality (time and effort)• Usefulness (quantifiable)Usefulness (quantifiable)

Quick ReviewQuick Review

Measuring ResultsMeasuring Results• Identify accountabilitiesIdentify accountabilities• Set objectivesSet objectives• Determine standards of Determine standards of

performanceperformance Measuring BehaviorsMeasuring Behaviors

• Identify competenciesIdentify competencies• Identify indicatorsIdentify indicators• Choose measurement systemChoose measurement system