September 11, 2015
Purpose of performance appraisals
- To help create a productive workplace for the company by establishing a formal communications system between managers and employees.
- To help employees improve their job performance and/or commend for good performance.
- To help create a productive workplace for the company.
- To help identify inadequacies or inefficiencies in a company’s training and/or management methods.
- To eliminate inconsistent standards among managers.
- To increase the likelihood of managers judging employees on the basis of their work.
- To protect employers from claims of wrongful termination or discrimination.
Schedule the interview
- Schedule the interview and notify the employee about 10 days to 2 weeks in advance. Choose a neutral location.
- Clearly state that the meeting will be the formal (annual or other) performance review.
- Ask the employee to prepare for the meeting by reviewing his or her performance job objectives, and development goals.
Preparing for the interview
Before putting pen to hand (or fingers to keyboard):
- Review any performance documentation generated throughout the year and look for any patterns of work performance. Such documentation may include, memos and/or emails, attendance records, warning documents, action plans, commendations, and, of course, the job description.
- Be prepared to give specific examples of above- or below- average or expected job performance.
- Prepare a plan-of-action of the appraisal meeting which should include the following: (If necessary, managers should write out the “script” and/or
rehearse.)
♦ Start with introductory words to put the employee at ease;
♦ State the purpose of the appraisal;
♦ Explain the appraisal form, especially if new;
♦ Ask whether the employee thinks he has met expectations;
♦ Review the form with the employee, point by point;
♦ Elicit the employee’s comments / explanations;
♦ Discuss goals and plan for follow-up.
Writing the performance appraisal
What to do
- Be honest.
- Base the evaluation on the whole period of performance, not just recent performance.
- Focus on strengths and weaknesses in each category and give examples.
- Establish goals for performance improvement, steps to achieve the goals and deadline for meeting the goals.
- Indicate if the employee’s failure to timely meet the goals will result in discipline or termination.
What not to do
- Sugarcoat the negatives.
- Ignore problems and conflicts.
- Allow one characteristic of the employee or aspect of the job performance to distort the rest of the evaluation.
- Allow on bad, or good, rating to affect all the other ratings.
- Permit personal feeling to bias the evaluation process.
- Focus on subjective criteria to evaluate the employee.
- Compare the employee to you or to other employees.
Writing Tips
- Address the performance (or conduct) issues. Don’t attack the character, traits, or personality of the employee.
NO: “Chris has a bad attitude.”
YES: “On most occasions, whenever I ask Chris to do something, he disagrees and argues with me in front of other employees.”
- Document specific behavior. Don’t be too general.
NO: “Chris is very thorough in her work.”
YES: “Chris is thorough and attentive to details, especially in the way she deals with customers. She gets all the necessary information and relays it to others clearly.”
- Document objective, job-related behavior. Don’t be subjective.
NO: “Chris has a great phone manner.”
YES: “Numerous clients have commented that Chris’ manner on the phone is cheerful and pleasant. These are characteristics that are important in her position.”
- Remain fact-oriented. Avoid emotionally charged comments.
NO: “Clearly, Chris does not care about being a team player. I want him out of here now.”
YES: “Chris rarely offers help to others when her work is done and makes excuses when asked by others to help. Being viewed as helpful and teamoriented will be important if she wants to make a future here.”
- Tailor your comments to be constructive and solution-focused. Don’t be accusatory and fault-finding.
NO: “Chris just can’t seem to get control of his anger. He’s a loose cannon.”
YES: “We discussed things Chris might do if he gets upset or angry with a customer on the phone. One idea is to excuse himself when a customer is annoying, then take a few minutes to calm down before calling back.”
- Present a clear and quantifiable message. Don’t be vague or ambiguous.
NO: “Chris has a problem and I told her she better fix it.”
YES: “Chris failed to meet her sales quota of $50,000 this month. It is important Chris understands the significance of meeting her sales quotas. She is proficient with other areas of her hob, but continued failure to meet her monthly quotas could ultimately cost Chris her job.”
NOTE: Every comment should meet 2 criteria: (1) So what? and (2) Prove it! Conducting the meeting
Reviewing the Appraisal Form with the employee
- Maintain a professional and supportive approach.
- Keep your tome as positive as possible to motivate the employee.
- Control your emotions.
- Develop a “we” (not a “you vs. me”) approach to problem-solving.
- Refer to the job description, if necessary.
- Check frequently to make sure the employee understands your comments.
- Make sure the employee is aware of any consequences of their behavior.
- Give criticism in a constructive not destructive way.
- Remind the employee of company policies and professional standards.
- Give the employee the opportunity to explain any mitigating circumstances, to voice their opinions about your assessment, and to ask questions.
- Design your plan for any corrective actions, focusing on short-term, accomplishable goals.