Designing an individualized performance evaluation system.Many police agencies find effective employee performance evaluation Performance evaluation The assessment of a manager's results, which involves, first, determining whether the money manager added value by outperforming the established benchmark (performance measurement) and, second, determining how the money manager achieved the calculated return an ongoing struggle. Some view employee performance evaluation .as one of the useless trappings of bureaucracy. Others see value in evaluation but provide little or no training for the participants. Some agencies perform evaluations but do not make the process meaningful or constructive. Still other agencies address the issue simply by adopting a canned system from some other source.(1) Employee performance evaluation, though, plays a crucial role in providing superior service to the general public. Public service agencies have an obligation to the citizens they serve to continually evaluate and improve performance on both an organizational and an individual level. A formal performance evaluation system provides the means to accomplish these goals. In addition, performance evaluation gives employees feedback about their work and provides administrators with a credible, defensible de·fen·si·ble adj. Capable of being defended, protected, or justified: defensible arguments. de·fen instrument on which to base personnel decisions. Finally, performance evaluations are an ideal way to communicate and reinforce organizational values. By addressing all of these issues, a first-rate system helps to maximize employee performance and improve service delivery. To achieve these objectives, however, the performance evaluation system must meet the specific needs of the individual organization. Police departments not only should use formal evaluation procedures but also should seriously consider developing their own, individualized in·di·vid·u·al·ize tr.v. in·di·vid·u·al·ized, in·di·vid·u·al·iz·ing, in·di·vid·u·al·iz·es 1. To give individuality to. 2. To consider or treat individually; particularize. 3. evaluation systems. This article presents 10 steps for creating such a system. By following these steps, a department of any size or mission can tailor an evaluation process to meet its needs. The Benefits of an Individualized System Individualized performance evaluation systems are appropriate simply because each agency is unique. From small, rural police departments to federal agencies, law enforcement organizations differ by size, mission, geography, funding levels, community expectations, political environment, and other characteristics. Significant differences can exist even between agencies that, on the surface, appear very similar. Still, some police agencies adopt a one-size-fits-all approach to performance evaluation systems merely because it seems to be an easy way to address the issue. However, the easiest way to solve a problem is not necessarily the most effective. Police agencies sometimes copy what other departments are doing, without first asking why. While an agency may not want to reinvent the wheel (jargon) reinvent the wheel - To design or implement a tool equivalent to an existing one or part of one, with the implication that doing so is silly or a waste of time. This is often a valid criticism. for every administrative issue, some concerns are critical to the operation of the agency and, as such, require individualized treatment. Effective personnel performance evaluation represents one such issue. In general, individual attention is appropriate for an issue whenever the potential benefits substantially outweigh out·weigh tr.v. out·weighed, out·weigh·ing, out·weighs 1. To weigh more than. 2. To be more significant than; exceed in value or importance: The benefits outweigh the risks. the required expenditures. For a minimal resource investment, any department can create its own evaluation system. Further, this design process allows effective evaluation that does not compete with the constant demands of a functioning department. After all, the primary job of a police department is performance, not performance evaluation. No two departments are likely to produce exactly the same system when using this approach. It is meant to be flexible because no two departments have the same needs. The values one agency deems important will differ from those of another. In the final analysis, what matters most is that the system works for a particular agency. Step 1: Administrative Direction and Support The success of any project hinges Hinges may refer to:
See also: Vital . First, they must initiate the process. Someone at the top of the organization must commit to designing an effective performance evaluation process. Second, agency administrators must provide the broad, overall objectives that the initiated change will accomplish. These objectives serve as guidelines guidelines, n.pl a set of standards, criteria, or specifications to be used or followed in the performance of certain tasks. to produce a system compatible with the organizational mission and goals. Finally, administrators must provide adequate support in the form of such resources as time, money, space, and equipment to allow the process to succeed. In doing so, agency administrators demonstrate their commitment for the project. As important, administrators must accept the results. Otherwise, the employees who put their time and energy into designing the evaluation system only to find their hard work and ideas ignored or rejected will develop negative attitudes toward the administration and the system. Step 2: Committee Formation For some people, the word "committee" has a negative connotation con·no·ta·tion n. 1. The act or process of connoting. 2. a. An idea or meaning suggested by or associated with a word or thing: . Most people can relate at least one horror story horror story Story intended to elicit a strong feeling of fear. Such tales are of ancient origin and form a substantial part of folk literature. They may feature supernatural elements such as ghosts, witches, or vampires or address more realistic psychological fears. that resulted from the time they served on a committee. Fortunately, the adage often applied to committee work, "paralysis paralysis or palsy (pôl`zē), complete loss or impairment of the ability to use voluntary muscles, usually as the result of a disorder of the nervous system. by analysis," is not inevitable. With the right personnel and enough structure and direction, committees have decided advantages over top-down management decision making. First, committees enrich the decision-making process by drawing upon the expertise and creativity of the department's most valuable resources, its people. In addition, the committee approach gives employees ownership over the outcome, or product, which builds commitment and loyalty to the product. Members of the committee become committed sellers of the system, rather than reluctant buyers. Additionally, most employees appreciate and enjoy having input into new policies or systems that will affect them directly. The motivational level of the committee members goes a long way in determining the eventual success or failure of the project. Ideally, the agency leader should select a competent, knowledgeable chairperson chairperson Chairman The head of an academic department. See 'Chair.', Cf Chief. who understands the mission of the department and the objectives of the process. The chairperson also should possess good organizational skills and be able to keep the committee from bogging down. The other committee members need not be experts on performance evaluation, but should be knowledgeable, positive, motivated mo·ti·vate tr.v. mo·ti·vat·ed, mo·ti·vat·ing, mo·ti·vates To provide with an incentive; move to action; impel. mo employees. The chairperson can select members or ask for volunteers, keeping in mind that membership on the committee will entail entail, in law, restriction of inheritance to a limited class of descendants for at least several generations. The object of entail is to preserve large estates in land from the disintegration that is caused by equal inheritance by all the heirs and by the ordinary a significant time and work commitment. In addition, to lend insight and credibility to the project, every rank as well as every area of the organization - e.g., patrol, detective bureau, communications, etc. - should be represented on the committee. Step 3: Introductory Tasks The first order of business for the newly formed committee is to become familiar with the general principles of performance evaluation. The committee chairperson should obtain resources on the subject and disseminate dis·sem·i·nate v. dis·sem·i·nat·ed, dis·sem·i·nat·ing, dis·sem·i·nates v.tr. 1. To scatter widely, as in sowing seed. 2. them before the first official work session to give committee members a chance to review the information. The participants also should come to the first session with a list of values they believe ensure the success of the organization and its employees. These values should be broad enough to apply to every person in the organization. Later, the committee will pare them down. The chairperson should assign such tasks before every session. While some people will fail to complete the assignments, everyone should at least think about the issues involved before meeting. Work sessions will prove more productive when committee members have a chance to prepare. Step 4: Evaluation Design Process Explanation To open the first work session, the committee chairperson should explain the steps involved in the evaluation design process. Doing so provides employees with a sense of purpose and direction and gives them confidence that their work will have meaning. The chairperson should explain the committee's objectives and discuss any guidelines to which members must adhere. Along these lines, while general timetables can help the committee stay on track, specific deadlines may cause some people to feel rushed and give the impression that speed is more important than substance. To encourage greater participation and more thoughtful responses, the chairperson should avoid imposing unnecessary time constraints In law, time constraints are placed on certain actions and filings in the interest of speedy justice, and additionally to prevent the evasion of the ends of justice by waiting until a matter is moot. . Step 5: Values Identification Once committee members understand the design process, they can begin to address the needs of the organization. The list of values that each person constructed earlier comes into play now. One at a time, the group members define and defend the values on their list. In doing so, the process draws upon each group member's unique perspective and role in the organization. Next, to make the system more credible, the committee should supplement its expertise with that of outside sources. These sources can include a departmental mission statement, code of conduct, or oath of office An oath of office is an oath or affirmation a person takes before undertaking the duties of an office, usually a position in government or within a religious body, although such oaths are sometimes required of officers of other organizations. ; the results of a community survey or empirical research Noun 1. empirical research - an empirical search for knowledge inquiry, research, enquiry - a search for knowledge; "their pottery deserves more research than it has received" studies; standards established by organizations such as the Commission on Accreditation for Law Enforcement Agencies The Commission on Accreditation for Law Enforcement Agencies (CALEA) was created in 1979 as an independent accrediting authority by the four major law enforcement membership associations:
The International Association of Chiefs of Police (IACP) was founded in Chicago in 1893 as the National Chiefs of Police Union. ; and other evaluation systems. Any document or person that the committee can use as an example of organizational values will enrich the decision-making process. After devising a list based on all of the available resources, the committee should employ an objective rating system to determine which of the values will merit evaluation and become performance dimensions. A system that allows all participants to have equal input and provides a clear target score works best. To do this, the committee could devise a scale to rate each value and establish a cutoff score. For example, the committee may decide to rate values from 1 to 5 and eliminate any value that scores below a 3.5, although committee members who feel strongly about a particular value could lobby to save it. Committee members could write down their scores and give them to the chairperson for tabulation tab·u·late tr.v. tab·u·lat·ed, tab·u·lat·ing, tab·u·lates 1. To arrange in tabular form; condense and list. 2. To cut or form with a plane surface. adj. Having a plane surface. , or members could switch papers with their peers, then read the scores aloud. Any method that encourages members to express their honest opinions without any pressure or fear of reprisal reprisal, in international law, the forcible taking, in time of peace, by one country of the property or territory belonging to another country or to the citizens of the other country, to be held as a pledge or as redress in order to satisfy a claim. from other members should be employed. Before moving on to the next step in the process, the committee must commit to specific values and define each one. For example, the committee may decide that the department values and should evaluate attendance and leadership. The committee then defines attendance as "being present for scheduled assignments." Leadership might be defined as "the demonstrated ability and willingness to make decisions and to set good, positive examples for others." Step 6: Initial System Development At this point, the committee needs to develop a few critical parameters for the system, such as the length of the evaluation period Evaluation period The time interval over which funds assess a money manager's performance. and the rating scale the system will use. Deciding these issues will establish the framework for the specific measures and standards used to evaluate the agreed-upon performance dimensions. Step 7: Measures and Standards A valid, fair evaluation system requires measures and standards. Without them, employees will not know how to attain appropriate ratings. Employees must know, prior to being evaluated, how to achieve the desired scores. The committee should begin by attempting to set objective measures and standards for each performance dimension. Objective measures are clear cut; they are backed by well-defined and well-documented criteria. How many days was the employee absent? Did the employee attend training classes? Objectivity is important to fair evaluation because it eliminates the opportunities for rater rat·er n. 1. One that rates, especially one that establishes a rating. 2. One having an indicated rank or rating. Often used in combination: a third-rater; a first-rater. bias, which occurs when the rater allows inappropriate or unrelated opinions to influence the evaluation. The measure for attendance might be the number of hours missed during the rating period due to personal illness or injury. Next, the committee identifies specific standards that employees must meet to attain certain ratings. For example, missing 0-8 hours might garner an employee an excellent rating; 9-16 hours, good; and 17-32 hours, average. The specific standards will depend on the initial guidelines established in step six, along with whatever expectations of performance the committee develops. The committee could, for example, check the department's attendance records over the previous 2 or 3 years for a realistic guide. In short, the committee should identify a departmental value, convert it to a simple, well-defined performance dimension, and then further clarify it through specific measures and standards. However, a department may find it difficult to create objective measures and standards for some performance dimensions. Those dimensions that do not lend themselves to objective evaluation either must be eliminated, or subjective measures and standards must be established for them. In contrast to objective measures, subjective measures require that raters make judgments based on knowledge, experience, and system guidelines. Is it better to have fewer, completely objective dimensions? Or should the agency include subjective dimensions to evaluate employees in as many areas as possible? In the end, committee members must answer these questions and decide what is best for their department. The Bainbridge Township Bainbridge Township is the name of some places in the United States:
Subjective performance dimensions still require measures, in the form of behavioral examples, and specific standards. Behavioral examples need not be all-encompassing, but they are important because they 1) help raters recognize the behaviors associated with each dimension; 2) let those people being rated know what is expected; and 3) reduce the opportunities for rater bias contamination. For example, the committee may decide that leadership should be evaluated. Failing to establish objective measures and standards for-this dimension, the committee must turn to subjective ones. To measure this performance dimension, the committee would have to develop a list of behavioral examples. Leaders... * Set positive examples for others in their personal and professional conduct * Readily accept responsibility * Give credit to others when credit is due * Use their powers of persuasion PERSUASION. The act of influencing by expostulation or request. While the persuasion is confined within those limits which leave the mind free, it may be used to induce another to make his will, or even to make it in his own favor; but if such persuasion should so far operate on the mind in a positive and constructive manner * Are actively involved in, and make constructive contributions to, organizational goals. These statements do not define leadership. They merely demonstrate a few positive, observable ob·serv·a·ble adj. 1. Possible to observe: observable phenomena; an observable change in demeanor. See Synonyms at noticeable. 2. examples. Evaluators should consider other relevant behavior observed during the evaluation period. Like their objective counterparts, subjective performance dimensions also require specific evaluation standards. For example, an employee who demonstrates the qualities associated with leadership at least 90 percent of the time might achieve an excellent rating. A good rating might require meeting the standards between 75 and 89 percent of the time; average, less than 75 percent of the time. The inclusion of behavioral examples and standards does not eliminate the need for subjective judgments. It simply provides enough structure so that given the proper training, raters can reduce the amount of bias introduced into the process. In addition, the specific behavioral examples and standards used will depend on performance expectations that exist within each individual department. Some departments may wish to establish separate measures and standards for different units of the organization. For example, the measures and standards for a K-9 officer might differ from those for a member of the SWAT team. In Bainbridge Township, dispatchers have different safety standards Safety standards are standards designed to ensure the safety of products, activities or processes, etc. They may be advisory or compulsory and are normally laid down by an advisory or regulatory body that may be either voluntary or statutory. than patrol officers do. For simplicity's sake, however, departments should maintain the same standards for all employees whenever possible. Step 8: System Development Finalization Writing the table of contents (TOC) on a recordable CD or DVD disc. The finalization process ensures that the disc can be played back on most CD and DVD players. See disc-at-once. After defining performance dimensions and setting measures and standards for each one, the committee must determine exactly how the system will operate. That is, the committee must decide: * What types of evaluation will the department use, for example, peer, supervisor, subordinate, or self? * Who will evaluate whom? * How often will evaluation interviews take place ? * What will be discussed? * What type of training will employees need to operate the new system? * What documentation will the new system require? * Who will design any new forms deemed necessary? The committee must determine the answers to these questions to remove any ambiguity Ambiguity Delphic oracle ultimate authority in ancient Greece; often speaks in ambiguous terms. [Gk. Hist.: Leach, 305] Iseult’s vow pledge to husband has double meaning. [Arth. in the new system. Members of the committee must understand, and have confidence in, the new system before moving on to the next step. Otherwise, they might be hesitant hes·i·tant adj. Inclined or tending to hesitate. hes  i·tant·ly adv. to include meaningful incentives designed to make the system relevant. Step 9: System Relevance The term "system relevance" refers to how integral the new system will be to the daily operations of the department. In other words Adv. 1. in other words - otherwise stated; "in other words, we are broke" put differently , employees should feel vested in the system and care about their evaluations. Ideally, the committee should establish a system of incentives that tie directly to performance. Otherwise, the entire system can become irrelevant. Each department will have to consider its own unique circumstances CIRCUMSTANCES, evidence. The particulars which accompany a fact. 2. The facts proved are either possible or impossible, ordinary and probable, or extraordinary and improbable, recent or ancient; they may have happened near us, or afar off; they are public or regarding what it can do. State and local ordinances A local ordinance is a law usually found in a municipal code. In the United States, these laws are enforced locally in addition to state law and Federal law. See also
tr.v. pro·hib·it·ed, pro·hib·it·ing, pro·hib·its 1. To forbid by authority: Smoking is prohibited in most theaters. See Synonyms at forbid. 2. certain actions. In the end, meaningful incentives will depend on the creativity of the committee. Without meaningful incentives, however, the system will not realize its full potential. Step 10: Program Evaluation Program evaluation is a formalized approach to studying and assessing projects, policies and program and determining if they 'work'. Program evaluation is used in government and the private sector and it's taught in numerous universities. Measuring the impact and effectiveness of an organizational program, policy, system, or procedure remains essential to its credibility. Without evaluation, administrators cannot state, with any .certainty, that their programs work. When important decisions or taxpayer dollars are at stake, public service administrators must show that they are using the organization's resources efficiently and effectively. Program evaluation provides the evidence administrators need to make informed decisions. Formal program evaluation requires recalling the original objectives of the endeavor and selecting appropriate ways, such as a department survey, to determine if the department is making progress toward those objectives. If so, how much? If not, why not? Is the observed progress due to the new system, or is it attributable to some other factor? At what cost has this progress been made? Is this cost acceptable? Program evaluation answers these questions and makes the system defensible. Administrators also can use the information they gain through program evaluation to improve the system. Conclusion Performance evaluation remains essential to keeping a cadre (company) CADRE - The US software engineering vendor which merged with Bachman Information Systems to form Cayenne Software in July 1996. of dedicated, hardworking employees. Because every organization is unique, law enforcement agencies A law enforcement agency (LEA) is a term used to describe any agency which enforces the law. This may be a local or state police, federal agencies such as the Federal Bureau of Investigation (FBI) or the Drug Enforcement Administration (DEA). should create individualized, effective performance evaluation systems. The values-based process starts with general objectives from the department administration, narrows them down to clearly defined values, then determines measures and standards to illustrate these new performance dimensions. A schedule of incentives can make the system an integral part of the organization's daily operations. Finally, the system itself is evaluated to ensure that it accomplishes its goals. By following this method, a police department can produce a defensible and credible evaluation system. When employees feel their hard work counts for something, they strive to do their best. A carefully constructed evaluation system can make it happen. RELATED ARTICLE: For Further Reading G. Alpert and M. Moore, "Measuring Police Performance in the New Paradigm New Paradigm In the investing world, a totally new way of doing things that has a huge effect on business. Notes: The word "paradigm" is defined as a pattern or model, and it has been used in science to refer to a theoretical framework. of Policing," in Performance Measures for the Criminal Justice System (Washington DC: U.S. Department of Justice, Bureau of Justice Statistics Noun 1. Bureau of Justice Statistics - the agency in the Department of Justice that is the primary source of criminal justice statistics for federal and local policy makers BJS , 1993), 109-140. B. Anderson and J. Flynn, "Seven Deadly Sins (R. C. Ch.) willful and deliberate transgressions, which take away divine grace; - in distinction from vental sins. The seven deadly sins are pride, covetousness, lust, wrath, gluttony, envy, and sloth. See also: Sin in Personnel Assessment Strategies," Journal of Police Science and Administration 11, no. 1 (1983): 4-7. D. Bradley and R. Pursley, "Behaviorally Anchored Rating Scales In psychology research on behaviorism, Behaviorally Anchored Rating Scales (BARS) are scales used to report performance. BARS are normally presented vertically with scale points ranging from five to nine. for Patrol Officer Performance Appraisal Performance appraisal, also known as employee appraisal, is a method by which the performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). : Development and Evaluation," Journal of Police Science and Administration 15, no. 1 (1987): 37-45. P. Doffman, W. Stephan, and J. Loveland, "Performance Appraisal Behaviors: Supervisor Perceptions and Subordinate Reactions, "Personnel Psychology 39 (1986): 579-595. M. Kramer, "Effective Law Enforcement Performance Evaluations," The Police Chief, November 1995, 26-33. W. Lawther, "Successful Training for Police Performance Evaluation Systems," Journal of Police Science and Administration 12, no. 1 (1984): 41-46. K. Love, "Accurate Evaluation of Police Officer Performance Through the Judgment of Fellow Officers: Fact or Fiction?" Journal of Police Science and Administration 9, no. 2 (1981): 143-149. W.F. Walsh, "Performance Evaluation in Small and Medium Police Departments: A Supervisory Perspective," American Journal of Police 9, no. 4 (1990): 93-109. Officer Kramer, a certified See certification. law enforcement planner, serves with the Bainbridge Township Police Department in Chagrin Falls, Ohio. |
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