SA02 - Performance Evaluation Flashcards
enlisted evaluation systems four purposes
meaningful feedback, record of performance, evaluations boards/WAPS, and keep track of sex offenseses
5 impacts of the enlisted evaluation system
Promotions, Productivity, Decorations, Developmental Special Duties (DSD), Force Management
Four Attributes of Performance Standards
achievable/attainable, specific, observable, measurable
Direct observation
probably the most popular way of monitoring performance. It involves observing your Airman’s performance with your own eyes.
indirect observation
observations from trusted peers or leaders so you receive unbiased and honest observations.
Initial Feedback requirements
must be delivered within the first 60 days of your assignment as a supervisor. You will conduct an initial feedback for all Airmen you supervise.
Midterm Feedback Requirements
Midterm feedback must occur between the date supervision began and the projected EPR closeout date.
End-of-Reporting Period Feedback
conduct the End-of-Reporting Period performance feedback in conjunction with presenting the evaluation (EPR) to the ratee. The EPR will serve as the feedback form for the End-of-Reporting Period performance feedback session
Preventative feedback
feedback done before an Airman violates a standard or falls below your supervisory expectations. The initial performance feedback is a form of preventative feedback.
Rehabilitative feedback
done after an Airman violates a standard or falls below your supervisory expectations. Rehabilitative feedback gives an Airman the opportunity to improve their behaviors before it becomes an official part of their record.
Rater Evaluation Error - Leniency
The tendency to evaluate all people as outstanding and to give inflated ratings rather than true assessments of performance.
Rater Evaluation Error - Harshness
The tendency to evaluate all people at the low end of the scale/overly critical of performance.
Rater Evaluation Error - Recency
The tendency to evaluate people based on the most recent performance, instead of the performance over the entire rating period.
Rater Evaluation Error - Past Performance Error
Evaluating based on past performance rather than present performance.
Rater Evaluation Error - Central Tendency
The tendency to evaluate all people as average regardless of differences in performance.
Rater Evaluation Error - Contrast Error
Evaluating a person in relation to another person, rather than on how well they performed in relation to his/her duties, goals, and stated performance standards.
Rater Evaluation Error - Halo Effect
The tendency to evaluate based on one outstanding (positive) trait or characteristic of a person.
Rater Evaluation Error - First Impression Error
The tendency to evaluate based on first impression (favorable or unfavorable) and ignore subsequent information (positive or negative).
Rater Evaluation Error - The Similar-to-Me Effect
Giving higher evaluations to people who are similar to the rater in terms of background or attitudes.
Improving the Subordinate
The first action you can take to continue developing your subordinates is to build on their strengths. Another way to help improve a subordinate is by tying performance improvement efforts to the subordinate’s personal goals/interests.
Improving the Job
improve the job by evaluating things like the necessity of tasks, appropriateness of tasks, and job design.
Job Design - Job Rotation
systematically moving Airmen from one job to another within the entire range of possible tasks.
Job Design - Job Enlargement
occurs when you give an Airman a wider range/variety of tasks to perform.
Job Design - Job Enrichment
refers to adding challenges or new responsibilities to current jobs.
