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Performance Appraisals, dreaded by supervisors and employees alike, don’t have to be if the set-up and delivery is made properly.
Why is it that we conduct performance appraisals in the first place? The major reason for doing performance appraisals is not because it is company policy, but to motivate change in areas where the reviewed falls below standard and to sustain performance in areas in which they meet or exceed expectations. The appraisal provides a snapshot of the happenings since the last review or since the employee began their job. But more importantly it charts the course for the future.
The majority of the performance review should not be spent on the things that happened in the past. The greatest area of focus should be on future performance expectations and goal setting. This actually achieves the fundamental purpose of conducting a performance appraisal that is sustaining the good and providing the motivation to change.
How do we accomplish making performance appraisals something both the supervisor and the reviewed look forward to? It is helpful to follow a few simple rules and guidelines.
Keep the performance appraisal separate from any salary or wage adjustment. While the result of the performance appraisal may be used to calculate an employee’s wage/salary adjustment, the inclusion of any wage adjustment detracts from the true purpose of the review. What the reviewed remembers most is the wage/salary adjustment.
No surprises. Nothing, especially shortcomings should not be brought up for the first time during the review. If the incident is important enough to be discussed during a review, then it is important enough to be discussed when it occurred in the first place. This goes for the good as well.
Ask for input from the reviewed. This can be done either in advance or during the review. A simple way is to distribute the review form to the employee and have them complete it and return it to the supervisor before the review, or bring it with them to be used as discussion during the review itself.
Come prepared. Do your homework before the review. This is an important event for the reviewed and it deserves adequate time be spent in preparation.
Schedule the review well in advance and keep the appointment. A skipped or canceled review sends the message to the employee that they’re not important. Performance appraisals need to be conducted on a regular basis and on time.
Clear your calendar. Allow for plenty of un-interrupted time for the review. Do not allow anyone or anything to disrupt the review.
Be quiet and listen. The review is a time to listen to the employee on how they feel they are doing and contributing to the success of the organization. The review needs to be more participatory then directive.
Follow-up. Any commitments that are made during the review need to be addressed in timely fashion. This shows the reviewed that you were listening and that you mean what you say.
If you follow these few rules, the performance appraisal and review process may become one of the most enjoyable times an employee and supervisor spend together. |
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Performance Appraisals by Eric Branson, SPHR |
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Eric Branson and Associates Providers of Human Resource Management |
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(For more information on Performance Appraisals and other Human Resource issues, contact Eric Branson, SPHR at: Eric Branson and Associates, 23 Lexington Square, Mason City, Iowa 50401. Tel. 641-425-5806. e-mail: contact@ericbranson.com) |
