Measure Results

8/8/2019 Measure Results

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Measuring Results and Behaviors:Measuring Results and Behaviors:

OverviewOverview

Measuring ResultsMeasuring Results

Measuring BehaviorsMeasuring Behaviors


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PROGRAM

(Bees, Inc.)

EMPLOYEE

(bee)

WORK UNIT

(hive)

OUTCOMES(increased sales

of honey)

OUTPUTSACCOMPLISHMENTS

(i.e., PRODUCTS OR

SERVICES) (honeyproducedper hive)

(nectar collectedper bee)

ACTIVITIES

(flowers visited)


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ActivitiesActivities

are the actions taken to produce resultsare the actions taken to produce resultsand are generally described using verbs.and are generally described using verbs.

In the beekeeper story, theIn the beekeeper story, the activityactivitybeingbeing

measured wasmeasured was visitingvisiting flowers.flowers.examples ofexamples of activities include:activities include: filingfiling documentsdocuments

developingdeveloping software programssoftware programs answeringanswering customer questionscustomer questions writingwriting reportsreports


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AccomplishmentsAccomplishments

(or outputs) are the products or services(or outputs) are the products or services(the results) of employee and(the results) of employee and

work unit activities and are generallywork unit activities and are generally

described using nouns. The examples ofdescribed using nouns. The examples ofoutputsoutputs used inused inthe story include the amount ofthe story include the amount ofnectarnectareacheach

bee collected and thebee collected and the honeyhoneyproduction forproduction forthethe

hive. Other examples include:hive. Other examples include: filesfiles that are orderly and completethat are orderly and complete a softwarea softwareprogramprogram that worksthat works accurateaccurate guidanceguidance to customersto customers

aa reportreportthat is complete and accuratethat is complete and accurate


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OutcomesOutcomes

are the final results of an agencys productsare the final results of an agencys productsand services (and other outside factorsand services (and other outside factorsthat may affect performance). Thethat may affect performance). Theexample of an outcome used in theexample of an outcome used in thebeekeeper story was increased sales ofbeekeeper story was increased sales ofhoney for Bees, Inc.honey for Bees, Inc.

Other examples of outcomes could include:Other examples of outcomes could include: reduced number of transportationreduced number of transportation--relatedrelated

deathsdeaths improved fish hatcheriesimproved fish hatcheries a decrease in the rate of teenagea decrease in the rate of teenage

alcoholismalcoholism

clean airclean air


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Measuring Results: OverviewMeasuring Results: Overview

AccountabilitiesAccountabilities

ObjectivesObjectives

Performance StandardsPerformance Standards


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Key questionsKey questions

Where should each individual focusWhere should each individual focusefforts?efforts?

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

How do we know how well theHow do we know how well the

results were achieved?results were achieved?


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AccountabilitiesAccountabilities

Broad areas of a job forBroad areas of a job for

which employee iswhich employee isresponsible for producingresponsible for producingresultsresults


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Statements of importantStatements of important

and measurable outcomesand measurable outcomes


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Performance StandardsPerformance Standards

Yardstick used to evaluateYardstick used to evaluate

how well employees havehow well employees haveachieved objectivesachieved objectives


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Determining AccountabilitiesDetermining Accountabilities

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

Determine importance of task orDetermine importance of task orcluster of taskscluster of tasks % of employees time spent% of employees time spent

performing taskperforming task

Impact on units mission ifImpact on units mission ifperformed inadequatelyperformed inadequately

Consequences of errorConsequences of error


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Determining ObjectivesDetermining Objectives

Purpose: to identifyPurpose: to identify OutcomesOutcomes

Limited numberLimited number

Highly importantHighly important

When achievedWhen achieved dramatic impact on overalldramatic impact on overall

organization successorganization success


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10 Characteristics of Good10 Characteristics of Good


1.1. Specific and ClearSpecific and Clear

2.2. ChallengingChallenging3.3. Agreed UponAgreed Upon

4.4. SignificantSignificant

5.5. PrioritizedPrioritized


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

6.6. Bound by TimeBound by Time

7.7. AchievableAchievable8.8. Fully CommunicatedFully Communicated

9.9. FlexibleFlexible

10.10. Limited in NumberLimited in Number


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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


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Good Performance Standards:Good Performance Standards:

6 Characteristics6 Characteristics

1.1. Related to PositionRelated to Position

2.2. Concrete, Specific,Concrete, Specific,MeasurableMeasurable

3.3. Practical to MeasurePractical to Measure

4.4. MeaningfulMeaningful

5.5. Realistic and AchievableRealistic and Achievable6.6. Reviewed RegularlyReviewed Regularly


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Measuring Behaviors: OverviewMeasuring Behaviors: Overview

Identify competenciesIdentify competencies

Identify indicatorsIdentify indicators

Choose measurement systemChoose measurement system


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Identify CompetenciesIdentify Competencies

Measurable clusters of KSAsMeasurable clusters of KSAs

KnowledgesKnowledges

SkillsSkills AbilitiesAbilities

That are critical in determiningThat are critical in determininghow results will be achievedhow results will be achieved


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Types of CompetenciesTypes of Competencies

DifferentiatingDifferentiating Distinguish between superior andDistinguish between superior and

average performanceaverage performance

ThresholdThreshold Needed to perform to minimumNeeded to perform to minimum

standardstandard


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Identify IndicatorsIdentify Indicators

Observable behaviorsObservable behaviors

Used to measure extent to whichUsed to measure extent to whichcompetencies are presentcompetencies are present orornotnot


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Necessary Components forNecessary 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 theSuggestions for developing thecompetencycompetency


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Comparative SystemsComparative Systems

Simple rank orderSimple rank order

Alternation rank orderAlternation rank order

Paired comparisonsPaired comparisons

Forced distributionForced distribution


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Choose Measurement SystemChoose Measurement System

Comparative systemComparative system

Compares employees with eachCompares employees with each

otherother Absolute systemAbsolute system Compares employees with preCompares employees with pre--

specified performance standardspecified performance standard


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Disadvantages of ComparativeDisadvantages of Comparative

SystemsSystems

Rankings may not be specificRankings may not be specificenough forenough for Useful feedbackUseful feedback

Protection from legal challengeProtection from legal challenge

No information on relativeNo information on relativedistance between employeesdistance between employees

Specific issues with forcedSpecific issues with forceddistribution methoddistribution method


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Absolute SystemsAbsolute Systems

EssaysEssays

Behavior checklistsBehavior checklists

Critical incidentsCritical incidents

Graphic rating scalesGraphic rating scales


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EssaysEssays

Advantage:Advantage: Potential to provide detailedPotential to provide detailed

feedbackfeedback

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 personneldifficult to use in personneldecisionsdecisions


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Behavior checklistsBehavior checklists

Advantage:Advantage: Easy to use and understandEasy to use and understand

Disadvantage:Disadvantage:

Scale points used are oftenScale points used are oftenarbitraryarbitrary

Difficult to get detailed and usefulDifficult to get detailed and usefulfeedbackfeedback


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Critical incidentsCritical incidents

Kinds of measurementKinds of measurement1.1. Report of specific employeeReport of specific employee

behaviorbehavior Allows focus on specificAllows focus on specific

behaviorbehavior

Very timeVery time--consumingconsuming

2.2. Examples of behaviorExamples of behavior

illustrative of coreillustrative of corecompetenciescompetencies Easier to useEasier to use

Describes behavior desiredDescribes behavior desired


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Graphic rating scalesGraphic rating scales

Clear meaning for eachClear meaning for eachresponse categoryresponse category

Consistent interpretationConsistent interpretation

by outside readersby outside readers Supervisor and employeeSupervisor and employee

should have sameshould have same

understanding of ratingunderstanding of rating


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Graphic rating scales:Graphic rating scales:

BARS improvementBARS improvement

Behaviorally Anchored RatingBehaviorally Anchored RatingScales (BARS)Scales (BARS)

Use critical incidents as anchorsUse critical incidents as anchors

Involves multiple groups of employeesInvolves multiple groups of employeesin developmentin development

Identify important job elementsIdentify important job elements

Describe critical incidents at various levelsDescribe critical incidents at various levelsof performanceof performance

Check for interCheck for inter--rater reliabilityrater reliability


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Measuring PerformanceMeasuring Performance

Several types of methodsSeveral types of methods

Differ in terms of:Differ in terms of:

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


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Quick ReviewQuick Review

Measuring ResultsMeasuring Results Identify accountabilitiesIdentify accountabilities

Set objectivesSet objectives

Determine standards ofDetermine standards ofperformanceperformance

Measuring BehaviorsMeasuring Behaviors

Identify competenciesIdentify competencies

Identify indicatorsIdentify indicators

Choose measurement systemChoose measurement system

Measure Results

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