Case study Performance Reviews by the Numbers When Marla Giraldo began her job as a nurse at Long Island Jewish Medical Center (L.I.J.M.C.) nearly 12 years ago, performance reviews were conducted using a 10-page paper form that asked managers to score her on qualities like "leadership" or "respectfutness." "They were very subjective," says Ms. Giraldo, who is now a nurse manager in the intensive-care unit at L.I.J.M.C. She was often graded on intangibles like how well she worked with others, which Ms. Giraldo says were important but open to interpretation. But three years ago her hospital impiemented a new computer-based performance system that broke her job description down into quantinable It's the same sort of hard-facts review system that many organizations in the U.S. are adopting. And it's changing the way companies and professionals view success and how to get ahead in a career. Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way that better separates top performers from underachlevers. According to Hewitt Associates, 10\% of managers and 11% of otfer employees are now Judged besed solely on the resuits they achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such as demonstrating corporate values or showing leadership, up from 7% and 8%, respectively, five years ago. Neanly a third of professionals at an executive level are evaluated besed salely on results, up from a little more than a fith in 2005 . In the North Shore-LD Health System, the old, subjective evaluations had led to the corporate equivalent of grade infiation, say officials. The chance of earnina a aood score was almost auaranteed. savs Joseoh Cabral chlef human resources officer of the health svatem. which has 15 The new performance management system ot the Long Island Jewish Medical Center (LIJ.M.C.) was specifically designed to oedress which of the following problems with trad tional performance reviews? Traditional performence reviews are unfoir to minorities. Traditional performance reviews lead to "grade infiation." Managers cannot complete traditional performance review on time. Performance reviews do not take into account special citcumstances. Which of the following problems might occur with the new performance appraisal system ot L.1. J.M.C.z Check all that appty. Employees may focus on getting good reviews from patients, even it it means bending the rules regarding proper treatment protocots. Different types of potients might be more or less susceptible to infection. Employees might get discouraged, because they feel they have no control over patient sotisfaction ratings. Measuring infection rates is subjective. Now answer several questions about performance appraisal and employee development mare generaliy. Errors, such as stereotyping, are likely to occur when managers evaluate employees based on the specific, measurabie goals they achleve. The 360 -degree feedback performance oppraisal system tries to impeove performanca rotings by forcing mansgers to: Rote employees based on their actions, not their traits Include informatian from a wide variety of sources in their reviews Compare employees Rate empioyees based on intuition What is the difference between training and deveiopment? Training refers to education that takes place on the job, while development takes place in the classroom. Training is conducted by another employee, while development is provided by an expert trom outside the orgenization. Training usually refers to teaching operational or technical employees how to do the job for which they were hired, whille development refers to teaching professionais skails that may be needed in the future. There is no difference between training and development