For this assignment I interviewed Tyler Neves he is a CPA and Auditing Partner at Saddler Gibbs and Associates.
- How long do your performance interviews last and do you feel it is an adequate amount of time?
There are three types of performance reviews: 1) Formal – which is an annual evaluation of each individual employee, given by multiple partners where goals are set and promotions/raises are communicated; 2) end-of-project evaluations for larger jobs – which usually includes the project team for larger jobs where the partner pulls the team in to evaluate the teams’ performance; 3) Mentor meetings – one-on-one, set times. this sometimes has a performance evaluation aspect to it, although it is meant to be a time where employees can ask questions, obtain advice, air grievances, etc. The time required is anywhere from 30 minutes to 2 hours (in the case of mentor lunches, it could take up to 2 hours). Long enough, it depends on the employee. Some like more feedback than others,everyone’s personality is different.
2. How often do you hold performance interviews with your employees?
Formal: once per year; informal: 2-6 times per year (these are on-the-job feedback type performance interviews, or at the end of a larger jobs/projects; Mentor meetings: 1-4 times per year
3. Do you encourage or require your employees to set goals that they can work on throughout the year?
Yes. We do require individual goals for employees and have company goals as well.
4.Do you use a one on one method when doing a performance interview or do you have others in attendance?
5. What kind of setting do you hold performance reviews? A more formal setting with an appointment time? Or do you just pull people aside throughout the work day?
6. How do determine the results of a performance review? Do you use some type of scale to grade employees?
See Q.1 – for the Formal evaluations, there is a scale with a self-ranking and a partner ranking; ranking = ‘needs improvement’, ‘meets expectations’, ‘exceeds expectations’. For the other two types, no.
7. Are your employees pay/ raises affected by their performance review?
8. Do you have coworkers and employees evaluate each other? Is what they say taken into account when making decisions?
No; although, we do communicate with those who supervise staff, as applicable for more junior employees.
9.Do you ever give employees a “perfect” score on a performance review? Why or why not?
Exceeds expectations is the highest ranking. And, although it doesn’t mean perfect, it is meant to communicate employees’ strengths, relative to their job title.
10. What qualities are you evaluating? Attendance, ability to get along with coworkers, get projects done, etc..?
The annual self-evaluation attached is meant to be completed by the employee and provided to Mgmt in advance of the performance interview. Then, during the interview, Mgmt and the employee discuss where Mgmt’s ranking would differ than the employee’s ‘self ranking’, which is really meant to serve as an opportunity to have a constructive criticism discussion or a ‘pat on the back’ where the employee ranked themselves lower than Mgmt’s ranking. At the end of the interview, goals are refined and are used throughout the year in Mentor Meetings.
What I learned:
It is interesting to see how the performance appraisal worked in the setting of an auditing company. They have a lot more performance appraisal opportunities than what I am used to in the healthcare industry. In every job I have worked in healthcare, I have just had one annual performance appraisal. I like the aspect of having set mentor meeting to ask questions and get advice. I feel comfortable going to the preceptor who trained me for questions and advice, but it would also be nice to have this in a more formal setting as well for those who are a little may be more afraid to ask for help. It seems to me like pay raises for performance are pretty standard in most professional jobs, which makes sense, those who were harder and do their job well should have their compensation reflect that.