.Evaluation Process

for Proposal Development Knowledge Manager

According to Ivancevich, performance management is the process by which executives,

managers, and supervisors work to align employee performance with the firm’s goals. He says an

effective performance management process has a precise definition of excellent performance,

uses measurements of performance, and provides feedback to employees about their

performance. (Ivancevich 255). Evaluating performance of the knowledge manager position on

the proposal development team at EDS will attempt to do all of these things – define and

measure performance and also give feedback to the job incumbent.

The evaluation process in the case of the knowledge manager position will follow closely

the job analysis done for this position and the subsequent job description. Ivancevich points out

that job analysis is used, among other areas, in training and career development and in

compensation – both areas tied to the evaluation process for employees. (Ivancevich 160). He

also says that job descriptions provide a clear statement of the performance dimensions and

standards expected from incumbents. (Ivancevich 260).

The knowledge manager job description written for assignment one for this human

resource management class is included as an appendix to this paper and is used as a reference for

the development of the evaluation tool for this position that is provided in the next section of this

document. Also included is an analysis of the legality, validity, and reliability of the evaluation

tool chosen to evaluate the knowledge manager at EDS.

Ivancevich points out that there are six steps that provide the basis for a systematic

process of evaluating employees. (Ivancevich 260). The evaluation system chosen for the

knowledge manager position at EDS and how it meets each of these steps is provided below.

1

.1. Establish performance standards for each position and the criteria for evaluation.

Performance standards are clearly delineated in the job description of the knowledge

manager position and they serve as the criteria for evaluation of this position. These criteria are

transferred to a graphic rating scale below that will serve as the rating system for this job.

2. Establish performance evaluation policies on when to rate, how often to rate, and

who should rate.

In the case of the knowledge manager position, the position will follow the same

guidelines for evaluation as all positions within EDS. The knowledge manager will be evaluated

annually by their direct supervisor at the anniversary of the starting date. The knowledge

manager also will have a career planning session at six month intervals where career plans are

discussed. This time also allows the employee one-on-one time with the direct supervisor.

3. Have raters gather data on employees performance.

The incumbent’s supervisor distributes the evaluation tool to peers and the incumbents

with specific due dates when the evaluation must be received by the supervisor.

4. Have raters (and employees in some systems) evaluate employees’ performance.

Raters are given the evaluation tool and begin the process. Raters are usually given five

days in which to rate the incumbent and return the evaluation tool.

5. Discuss the evaluation with the employee.

At EDS the incumbent’s supervisor conducts the evaluation. Ideally and legally this

person is the most familiar with the knowledge manager’s performance.

6. Make decisions and file the evaluation.

2

.Any performance problems are discussed along with a performance improvement plan if

needed. The employee receives a copy of the evaluation and a copy is kept with the supervisor

and human resources at EDS.

Evaluation Tool for Knowledge Manager Position – Graphic Rating Scale

The evaluation tool chosen for the knowledge manager position is the graphic rating

scale. For this scale, job activities were taken from the job description for the knowledge

manager. Incumbents are rated using one of five rating categories – outstanding, good,

satisfactory, fair, and unsatisfactory. Each rating category is assigned a number of points that

will be calculated to get the incumbents overall evaluation performance rating. The evaluation

system also features a comments section where the evaluator can provide more specific

comments about the incumbent’s job performance. The following is a sample graphic rating

evaluation scale for the knowledge manager position on the proposal development team at EDS.

This graphic rating system will serve as the instrument for the 360-degree feedback

system that is commonly used at EDS. The rating scale will be distributed to the employees’

immediate supervisor, three peers, and the employee will rate themselves. The multiple

appraisals will be discussed in the evaluation although names of peers providing comments will

not be disclosed. Ivancevich says the 360 degree method is gaining in its use and that research

suggests that including upward and peer feedback in an appraisal can have positive effects on

managers’ behaviors. (Ivancevich 263). EDS has carried this one step further believing that

upward and peer feedback can have a positive effect for anyone within the organization.

Graphic Rating Scale for Knowledge Manager Position at EDS

Name: Department: Date:

Instructions: Select one rating category, Outstanding, Good, Satisfactory, Fair, Unsatisfactory for each job activity.

Provide comments specifically when incumbent is rated extremely high (outstanding) or extremely low

3

.(unsatisfactory).

Job Activity Outstanding = 5 points

Good = 4

pointsSatisfactory = 3 points

Fair= 2

pointsUnsatisfactory

= 1 point

Use knowledge management tools and resources Leverage knowledge

management tools and resources to connect proposal development team and sales team to proposal boilerplate information and other proposal information resources using Web portals, search engines, and repositories.

Comments:

Share knowledge and tools Share proposal knowledge

management, talent, expertise, and problem-solving abilities with proposal development and sales team including information research techniques, tools, and resources.

Comments:

Create knowledge management documents Design, develop, write, and

produce documents that populate knowledge management repositories, specifically Infobase, the proposal team’s information repository for boilerplate proposal information.

Comments:

Work with EDS Portfolio

4

.Management and EDS Legal to produce and make available information on EDS’ standard service offerings. Information includes descriptions of the standard services for use in proposals and statements of work for use in contract negotiations with clients.

Comments:

Research and gather data Use knowledge management

tools and resources such as Web portals, search engines, and repositories that direct, search, and store knowledge to find information to be used in client responses.

Comments:

Evaluate boilerplate data to make sure of timeliness, appropriateness for client, and accuracy of facts.

Comments:

Communicate and share information as appropriate with the sales team.

Comments:

5

.Work within a team Demonstrate teamwork behavior

through knowledge sharing, interaction, and innovation.

Comments:

Provide value-add contributions to client pursuit team and proposal development team.

Comments:

Share knowledge with teams in a timely manner to enable others to increase their effectiveness.

Comments:

Supervise updating of knowledge management resources Work with proposal development

team to make sure that Infobase, the team’s knowledge base, is kept updated with the most current information and that information is applicable and accessible.

Comments:

Manage communications projects Manage new and innovative

communications projects that will contribute to the knowledge management capabilities of the

6

.company including supervising teams to make sure proposal boilerplate material is current, is in EDS brand, and has been edited using EDS style conventions.

Comments:

Serve as communication focal point for newsletter that is sent to EDS global proposal community informing the community of tools and resources available to make proposal development more efficient and within EDS’ standards of quality.

Comments:

Supervise updating of proposal boilerplate material in EDS’ Strategic Sales Center and support the knowledge management needs of the center

Comments:

Analyzing the legality of the graphic rating scale evaluation system

The following are guidelines for developing and implementing a legally defensible

appraisal system and how the chosen graphic rating scale for the knowledge manager position at

EDS meets these qualifications. (Bernardin, Cascio).

7

.1. Procedures for human resource decisions must not differ as a function of the race,

sex, national origin, religion, or age of those affected by such decisions.

The graphic rating scale evaluation system does not intentionally discriminate again any

of these affected groups. The system and scale are neutral and the specifications are taken

directly from the job description for the knowledge manager position.

2. Objective, nonrated, and uncontaminated data should be used whenever

available.

The graphic rating scale evaluation system for the knowledge manager position uses a

comments section to gather nonrated data from a variety of sources including the incumbent,

peers, and the employee’s immediate supervisor.

3. A formal system of review or appeal should be available for disagreement over

appraisals.

At EDS, an open door policy is always practiced where employees can appeal appraisals

to the next level supervisor without fear of retaliation or other job performance problems.

4. More than one independent evaluator of performance should be used.

EDS uses a 360-degree feedback system where job performance is evaluated by the

employee, peers of the employee, and the employee’s immediate supervisor.

5. A formal, standardized system for evaluation should be used.

The same evaluation system is used for all non-managerial positions within EDS that

includes performance appraisal using 360-degree feedback and the same rating scale system.

6. Ratings on traits such as dependability, drive, aptitude, and attitude should be

avoided.

8

.The graphic rating scale system for the knowledge manager does not measure any of

these specific traits. Only job activities as outlined on the job description are included as rating

areas on the evaluation.

7. Performance evaluation data should be empirically validated.

All employees evaluated at EDS are evaluated by people including peers and supervisors

who have direct knowledge and working relationships with the employee and have observed the

employee in the job activities outlined in the evaluation.

8. Specific performance standards should be communicated to employees.

All employees are aware that they will be evaluated on the specific activities outlined in

their job description and are shown an actual evaluation before starting.

9. Raters should be provided with written instructions on how to complete the

performance evaluations.

For this exercise, instructions are provided on how to rate employees and supervisors are

required to attend training that discusses the evaluation process and approach at EDS.

10. Employees should be evaluated on specific work dimensions rather than a single

overall or global measure.

The knowledge manager is evaluated on specific job activities within the realm of

knowledge management at EDS. Job activities are specific to the day-to-day work of the

knowledge manager and go beyond rating overall categories such as team work ability or

knowledge of EDS.

11. Behavioral documentation should be required for extreme ratings (e.g. critical

incidents).

9

.The graphic rating scale for the knowledge manager provides a comment section with

specific instructions for providing comments for extremely high ratings (outstanding) or

extremely low ratings (unsatisfactory). Also, at EDS, extremely low ratings would be cause for a

performance improvement plan where the supervisor and employee would work together to

improve specific performance challenges.

12. Employees should be provided with an opportunity to review their appraisals.

Employees are given hard copies of their appraisals at EDS. A copy is also kept with the

supervisor and EDS Human Resources. These records are open for review by the employee at

any time.

Analyzing the validity of the graphic rating scale evaluation system

Brito versus Zia Company brought to the forefront the importance of a valid system of

evaluation. In this case, the court ruled that the company had not shown that its performance

evaluation instrument was valid. The performance evaluation system in this case was not valid

because elements in the job for which the employee was supposed to be evaluated were not

related to the actual rating system. (Ivancevich 259). For the Brito versus Zia Company case,

some of the raters had little contact with the workers and probably little first-hand knowledge of

the worker’s performance.

The graphic rating scale evaluation system designed for the knowledge manager position

alleviates this validity problem because each person rating the knowledge manager has contact

with the person and knowledge of their work. For example, the evaluation is sent to the

supervisor, peers, and to the employee for a self rating. Ideally, each person chosen to participate

in the evaluation process has knowledge of the incumbent’s work performance. Additionally, the

rating system is entirely relevant to the employee’s work responsibilities. Each job activity that is

10

.rated is from the job description for the knowledge manager and the position performs the

evaluated job tasks daily or at least periodically.

Analyzing the reliability of the graphic rating scale evaluation system

Ivancevich in discussing how to establish criteria for a rating system lists reliability as

one characteristic of criteria of evaluation. Reliability, he says, as a measure of performance

must be consistent. Ivancevich says the most important indicator type of consistency for

performance evaluation involves people. Those rating the same job performance should arrive at

similar conclusions about the quality of the worker’s output. (Ivancevich 261).

This is achieved with performance evaluation of the knowledge manager by having the

raters use the same instrument. In this case, raters will use the graphic rating scale evaluation

system. And, after each rater has turned in their ratings of the employee, the supervisor will

analyze each evaluation and question any outlying ratings or obvious discrepancies among the

completed evaluations.

_________________________________________

Notes

Ivancevich, John M. Human Resource Management. New York: McGraw Hill, 2004.

Bernardin, J. and Cascio, W. “Performance Appraisal and the Law,” Readings in Personnel and

Human Resource Management, eds. R.S. Schuler, S.A. Youngblood, and V. Huber (St. Paul,

MN: West, 1987) 3rd edition.

11

.Appendix A – Job Description for Knowledge Manager

General Job Description

Capture, organize, share, and provide access to knowledge and/or expertise for the proposal

development team and the EDS sales team. Create new knowledge resources that will assist in

the proposal process. Acquire and store knowledge online. Structure and categorize knowledge

in an easily accessible format online. Disseminate knowledge for specific proposal purposes and

sales pursuits. Identify, grow, and use knowledge. Connect people to people and people to

knowledge resources. Connect people to knowledge through Web portals, search engines, and

repositories that direct, search, and store knowledge.

Job Activities

Use knowledge management tools and resources – Leverage knowledge

management tools and resources to connect proposal development team and sales team to

proposal boilerplate information and other proposal information resources using Web

portals, search engines, and repositories. Qualifications needed: tools knowledge

Share knowledge and tools – Share proposal knowledge management, talent,

expertise, and problem-solving abilities with proposal development and sales team

including information research techniques, tools, and resources. Qualifications needed:

communication methods

Create knowledge management documents – Design, develop, write, and produce

documents that populate knowledge management repositories, specifically Infobase, the

proposal team’s information repository for boilerplate proposal information. Work with

EDS Portfolio Management and EDS Legal to produce and make available information

on EDS’ standard service offerings. Information includes descriptions of the standard

12

.services for use in proposals and statements of work for use in contract negotiations with

clients. Qualifications needed: writing, editing

Research and gather data – Use a variety of tools, techniques, and resources to

research and gather data for use in client responses. Use knowledge management tools

and resources such as Web portals, search engines, and repositories that direct, search,

and store knowledge to find information to be used in client responses. Evaluate

boilerplate data to make sure of timeliness, appropriateness for client, and accuracy of

facts. Communicate and share information as appropriate with the sales team.

Qualifications needed: research techniques and search engine knowledge

Work within a team – Demonstrate teamwork behavior through knowledge sharing,

interaction, and innovation. Provide value-add contributions to client pursuit team and

proposal development team. Share knowledge with teams in a timely manner to enable

others to increase their effectiveness. Qualifications needed: people skills, team

experience

Supervise updating of knowledge management resources – Work with proposal

development team to make sure that Infobase, the team’s knowledge base, is kept

updated with the more current information and that information is applicable and

accessible. Qualifications needed: team supervision experience

Manage communications projects – As needed, perform the following project

management tasks (Qualifications needed: project management experience):

Manage new and innovative communications projects that will contribute to the

knowledge management capabilities of the company including supervising teams to

13

.make sure proposal boilerplate material is current, is in EDS brand, and has been

edited using EDS style conventions.

Serve as communication focal point for newsletter that is sent to EDS global

proposal community informing the community of tools and resources available to

make proposal development more efficient and within EDS’ standards of quality.

Supervise updating of proposal boilerplate material in EDS’ Strategic Sales

Center and support the knowledge management needs of the center.

General qualification requirements

Proposal development knowledge manager should have communications or marketing

background and experience in the proposal development process and knowledge of the sales

pursuit process at EDS.

Education

Four-year college or university degree in communications, marketing, or business

Knowledge, skills, and abilities

Working knowledge of the proposal development process at EDS and the use of

boilerplate material. Experience in writing and editing boilerplate using EDS’ style

standards and formatting to ensure material conforms to EDS brand standard. Ability to

think innovatively about new kinds of boilerplate material that can enhance the sales

process and ways to make material more readily accessible to a global sales force.

Experience working on a team and supervising a team and project management

experience.

Working knowledge of Microsoft applications including Word, PowerPoint, and

Excel.

14

. Work well under pressure and with minimal supervision.

Responsibility

Supervises proposal team in maintaining proposal boilerplate material and supervises

virtual project teams for various knowledge management projects.

15