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What it is: Purpose: A report card for
employees and management
Goal setting tool Often misused tool for
determining salary adjustment
Dreaded activity for both employers and employees
To help the person being appraised to do better
To motivate employees Acknowledge a job well
done A way of showing that
management appreciates personal commitments
Problems with traditional appraisals:
Often point to excellent or poor employees, leaves out the vast middle ground
Employee rated by a single personPolitical or Personal ReasonsHalo effect
Peer ReviewPeers are asked to evaluate each others
performance, set goals, and objectivesPeers understand each others’ work and
air grievances in a non-threatening mannerReduces the amount of office politics and allows concentration on workWorks best if all parties know that the
reviews will NOT be used for setting pay, promotion possibilities, or disciplinary actions.
Self-ReviewsEmployees rate themselves on certain
criteria and suggest improvementsThey clarify their own goals and expose
areas of weakness Manager becomes more of a counselor
than a judgePeople may not see their own
deficiencies as others do, so this method needs to be used with another method to be effective
Upward AssessmentsUsually administered by outside
consultants with experience, needed skills, and an “objective outsider” image so people can open up to them without fear of reprisal.
Used at least every two years
360 Degree FeedbackMost costly type of appraisal Includes self ratings, peer review, and
upward assessmentsFeedback is sought from everyoneGives people a chance to know how
they are seen by othersHas high employee involvement and
credibilityHas strong impact on behavior and
performance
Management Mistakes Regarding Performance Appraisals
Focusing on and stressing the paperwork and forms.
Believing that a ratings based form of appraisal will serve as protection against lawsuits by employees.
Why have a Performance Management Process?
Clear Expectations of the Individual Aligned Goals Clear Performance Understanding Career Development Plan Plan for Individual Improvement in the
position Evaluate Corporate Resources (individuals) Individual Income Management Manage individual Expectations Open two-way Communication
What is Continuous Feedback?
Collect feedback from managers, peers, co-workers, customers, and suppliers to assess performance against goals, customer satisfaction, and developmental needs
Collected on an on-going basis via informal and formal means
Captures both what was achieved how was it accomplished
Benefits of Continuous Feedback
Collect specific, actionable information directly from individuals with whom employee works most closely. This information can be used to improve: individual performance
work processes
relationships with others
What is a Summary Discussion?
Leader and employee discuss: performance against goals summary of feedback collected, how those
learnings were applied strength/development area identification career growth (short and long term) development needs and plan
Formal documentation once per year (based on reviews during the year)
Actual Quotes
If you see two people talking and one looks bored…he is the other one
Brings a lot of joy…when leaving the room
This employee does not have ulcers…but is a carrier
Actual QuotesSince my last report, this employee has
reached rock bottom…and has started to dig
Sets low personal standards…and then constantly fails to achieve them
This employee should go far…and the sooner the better
If you give him a penny for his thoughts…you would get change
Takes two hours to watch "60 Minutes"
Actual QuotesThis employee is depriving a village
somewhere of an idiotA gross ignoramus…many times worse
than an ordinary ignoramus When his IQ reaches 50…he should sellDonated his brain to science…before he
was finished using it If he were any more stupid…he would
have to be watered twice a week.
How to make appraisals right!
1. Be objective Everything we say should relate to the job
or job performance Don’t get caught up in personalities Judge the work, not the individual
How to make appraisals right!
2. Always base appraisals on goals and standards
Make sure employees know what you want and when you want it
Make the goals realistic and fair Get feedback from employees to make
sure they understand and then Make sure you have a way to measure
performance
How to make appraisals right!
3. Be honest Tell employees the truth about their
performance Don’t be brutal, but
don’t “sugarcoat” it either Be straightforward
and professional
How to make appraisals right!
4. Be consistent Use the same criteria that you have used
on all other reviews
How to make appraisals right!
5. Use accurate documentation Document everything Be very specific in everything that is
documented If it ends up in court, it can be the
difference between winning and losing
Performance Appraisals aren’t just another task….
….they deal with people’s lives and futures!
How you handle appraisals has huge impact on employees
Good appraisals really motivate good employees
Good appraisals can turn around employees who need help
Good appraisals help build good relationships
FactsBob’s work is excellentBob has shown the ability to take
on greater responsibilitiesBob is handsome Bob is well organized and a good
leaderBob works part-time
Inferences
Bob is not interested in promotion because he works part-time
Bob is interested in promotion because he does excellent work
Bob lacks confidence and is afraid to ask for full-time work and a promotion
How to make appraisals right!
6. Follow company policy Stick to the written policy Don’t make promises or threats
EvaluationUse:A. Strongly agreeB. AgreeC. DisagreeD. Strongly disagreeE. Don’t know
1. I found the presentation of material easy to understand.
2. This discussion session increased my knowledge on the subject presented.
3. I will be able to use some of the information from this discussion session in the future.
4. The presenter was well prepared for this discussion session.
5. This presentation should be repeated in future semesters.