Optimal results of a well prepared and well developed employee appraisal: The processes demonstrates a commitment to people within the business by showing them that they are valued members of the company and their success is important to the entire organization. Formal employee appraisals provide a strong reinforcement of the corporate aims and values. It gives managers an opportunity to show employees how their individual roles contribute to the company goals and give feedback to the impact that the employee has on those goals.
It also provides management with a solid forum for teaching and reinforcing corporate values, the right and the wrong way to get the job done. Appraisals provide management with an opportunity for talent spotting and succession planning. Appraisals identify the high performers who can then be nurtured and developed for future roles and also identifies skill sets and competencies that can be developed to help the employee grow and the company prepare for the future.
For managers, appraisals can be an opportunity to consider exactly what their expectations are for each individual member of staff, and to identify reasonable and realistic objectives as a result. Appraisals also provide an opportunity to cement relationships and for managers to find out where their staff needs support, in order to enable them to do their job well. Above all else, it is a time where good information can be gathered from those in the front line, thus enabling the manager to make better decisions going forward.
For the individual member of staff this is an opportunity to discuss their job, to have a voice, so to speak. They can clarify expectations and objectives. They can raise issues, including possible career aspirations. Managers should see to make it easy and safe for staff to not only raise issues, but also suggest solutions. A good question for managers to throw in the mix is, ‘If we could do one thing differently here, what would it be? ‘(Help With Management, 2009, p. 3) Pre appraisal activities
Set a calendar date and time in advance that is mutually convenient for both you and the employee, and that will allow enough time for each of you to do preparation. Plan a location that will allow for privacy and no interruptions. Be sure to schedule enough time for discussion, it is recommended to plan for at least an hour. Gather the following information: * the job description and performance standards * goals set from the last appraisal * work rules and procedures * your documentation notes * any feedback or letters from customers/co-workers current disciplinary memos * the previous performance appraisal If you have asked the employee to do a self-appraisal, be sure to obtain that early enough so you have a chance to review it as a part of your preparation. It is also suggested that you provide the employee a draft of your appraisal, so the employee may review it ahead of time, as well. Before filling out the appraisal form, take a moment to: * list the main areas of responsibility * what the employee has done well * what the employee needs to improve in * what you can do to help the employee do a better job
Remember to avoid: * Halo Effect – tendency to overrate a favored employee, or an employee who had a prior good rating * Horns Effect – tendency to rate an employee lower than circumstances warrant * Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance * Cookie Cutter Effect – not focusing on individual specific performance and rating all your employees, or groups of employees the same (Martin, 2007, p. 23) How to Follow Up after a Job Performance Appraisal Session
By Ken Lloyd Part of the Performance Appraisals & Phrases For Dummies Cheat Sheet After completing performance appraisal sessions with your team, it’s time to shift the focus from their past performance to their future performance. The following strategies will help you to manage your team more effectively and ensure that they meet future performance goals. * Set performance goals with each employee. These goals focus on the employee’s specific performance on the job, such as his productivity, output, results, competencies, and behaviors.
As you set and follow up on these goals you will be helping your employees to see that the performance appraisal is not a once a year activity but instead is a way to measure their success and course correct any shortcomings throughout the year. * Set developmental goals with each employee. These goals focus on building the employee’s expertise, skills, and abilities. The idea is to make strengths even stronger, as well as to develop the areas in which the employee’s knowledge and skills are deficient.
As you provide your team members with these developmental goals and support them to attain them you will be building the company’s future and displaying to your team that you are there to support and develop their career. * Create real goals. Real goals are specific, achievable, prioritized, measurable, supported by action plans, aligned with the company, linked to your goals, and accepted by you and your employees. It is vital to the success of the company, your success as a leader and the future of your employees that the goals that are set contribute in a real way to the entire organization.
Achievable and agreed to goals are great motivators, while unrealistic or non-value added goals will be a huge de-motivator to the employee. * Follow up. Your effectiveness in the performance appraisal process, as well as your effectiveness as a leader, will be greatly enhanced if you spend time working directly with your employees, observing their performance, and maintaining a high degree of contact and communication with them throughout the evaluation period. Employee evaluation and providing feedback is a daily task for a manager not a yearly task.
There is no better way for a manager to lead their team than to be available and involved. * Be a coach. Take the time to regularly recognize your employees when they’re performing particularly well, and to provide them with formal and informal coaching, guidance, feedback, direction, and follow-up not only to further build their strengths, but also to increase their performance in areas where it has fallen short. A coach does not wait until the game is over to communicate with their team. A successful coach, and an effective leader Is right there with their team giving high fives and correcting issues as they happen.
Your team’s success depends on your level of involvement. * Remember your role. You are your employees’ central role model, and that makes you their most compelling trainer. Employees will take the lead from their leader! Where are you leading them? (Lloyd, 2010, p. 5) Common Mistakes Managers Make While Giving Feedback Digg it | | Reddit | | Delicious | | StumbleUpon| Posted by Asma Zaineb, Manager – Marketing Communications Tue, Jun 07, 2011 @ 12:36 PM Comments As a manager, giving your employees feedback is perhaps your most important task.
But are your employees happy about the way you give feedback about them? Does your feedback motivate your employees to give their best or does it make them resentful? Does it boost your employees’ morale? Does it keep them on-track regarding your team’s objectives or do they continue being distracted? These are some questions that help assess the effectiveness of your feedback. In an ideal corporate setting, your feedback is supposed to help your employees realize the reasons for inconsistencies in their performance and suggest a corrective course of action.
Thus, it should facilitate employees’ career growth. However, in most situations, the opposite happens. Why? There are varied reasons. Most of the time, knowingly or unknowingly, managers make certain mistakes while passing on feedback to their employees. These mistakes negate the very purpose of giving feedback and jeopardize the relationship between managers and their subordinates. Let us discuss a few of them here: Attempting to sugarcoat negative feedback Unwilling to hurt their employees, managers often try to lessen the impact of negative feedback by not stating things as-they-are.
This only confuses employees because employers don’t come out with what they should and employees end up not understanding their employer. Thinking that they are right because they are more experienced Managers often take pride in their experience and ability to make correct judgments. The same reflects in the way they give feedback. They expect their direct reports to completely subscribe to their point of view and don’t factor for the employees’ own unique experience and perspectives. Focusing on individuals rather than their actions Managers tend to become judgmental about their employees.
They let subjectivity influence their assessment of an employee. Generalizing feedback Managers give feedback without specifying the instances that led them to reach such a conclusion. Thus, feedback becomes so vague that subordinates may feel that their boss is unreasonable and attempting to judge everyone along the same lines. Offering solutions along with negative feedback Managers come to a quick conclusion that their subordinates cannot solve problems on their own. So, they attempt to offer solutions for performance problems which, they think, their employees face.
They do not allow employees the opportunity to come up with their own solutions. Giving feedback only at the annual appraisal Managers wait to give feedback only at the annual appraisal. This is not the right performance improvement technique. This will keep your employees wondering what you think about their performance round-the-year. They may feel betrayed and suspicious about your intentions if the feedback is negative. Besides, you will have to draw several instances throughout the year to back your perspective, so it makes better sense to give feedback at regular intervals. Using provocative language
While trying to prove their point, managers tend to use provocative words. Provocative language makes employees emotional. They may take an acrimonious course of action against their managers. These are some mistakes you need to avoid to make your feedback effective and serve your organization’s needs. What Can Go Wrong When Giving Feedback During Performance Appraisals? by Priti Ramjee, Demand Media An employer should not confuse a performance appraisal with personality traits. Jupiterimages/Brand X Pictures/Getty Images Related Articles * Tips on Writing Performance Appraisals * The Importance of Timely Performance Appraisals Advantages & Disadvantages of Performance Appraisals * How to Define the Problems in Job Satisfaction & Performance Appraisals * What Is Performance Feedback? * How to Give a Manager Performance Feedback Performance appraisals are a fact of life for most employees. Some employers fail to communicate, while others may be inexperienced and appraise your personality, rather than your performance. Still other employers may view the performance appraisal as a time to address your negative behavior. Although things can go wrong during a performance appraisal, you are allowed to converse with your employer and ask for productive input.
Misplaced focus Some manager may confuse a performance appraisal with a personality appraisal. Saying things such as “you lack initiative,” or “you have a negative attitude” or other traits, come across to an employee as a personal attack. When an employee feels that they are being personally attacked the lines of communication instantly shut down and any hope of improving performance is usually replaced by either a heated discussion or the complete shut-down of communication with the employee. To prevent this from happening a manager should focus on specific actions or results that need to be improved.
When an employee walks out of the appraisal they should be focused on what actions they need to take to improve their performance. If an employee leaves an evaluation feeling like they were personally attacked the likelihood of meaningful improvement in very unlikely. Demoralizing During a performance appraisal it is the job of the manager to present a complete picture of a employees performance and what they must do to improve in the next year. A appraisal that focuses solely on the negative aspects of an employee’s performance can be very demoralizing to an employee.
A better approach would be to help the employee identify both strengths and weakness and provide them with goals and strategies that will aid them is further building upon their strengths as well as focusing on areas that need improvement. It is your job as a manager to make your employees more successful in the coming year so it is imperative to build and enhance their self-esteem during the process to help motivate them toward self-improvement. One Sided Communication A performance appraisal should be conducted as a conversation. It is definitely not the download of a yearly to do list.
To gain an employee’s buy-in to improve their performance and job skills it is imperative that both the manager and the employee both participate in the communication. It is the role of the manager to let the employee ask clarifying questions, contribute to the action plans that are developed and fell as though they are an important and contributing member of the process of improving performance. This process is also a great opportunity to forge a development plan around an individual employee’s individual goals and to discuss opportunities within the company that interest them.
If an employee leaves an appraisal interview without committing to the plan it is very unlikely that the manager will see the changes in performance that they are hoping to accomplish. Surprises A manager should not surprise an employee with a negative appraisal. An manager should provide general feedback on a regular basis, such as after tasks are completed, to keep employees aware of the quality of their work. By taking the time to offer general feedback, an employer can avoid surprising the employee with negative feedback and the unnecessary conflict it may cause.
When an employee is surprised during an evaluation the focus shifts from what they must do to improve going forward and switches to a defensive posture that can manifests itself by blaming the manager for not mentioning the issues sooner. A successful manager provides feedback clearly and consistently so that when a performance appraisal is given it simply reinforces the messages that the employee has given throughout the entire year. (Martin, 2007, p. 27) viaPeople Insight – Performance Management & Succession Planning Blog Current Articles | RSS Feed 7 Steps to Becoming a Performance Appraisal Process Rock Star!
Posted by Karen Caruso on Tue, Oct 11, 2011 @ 11:39 AM 0 inShare The performance appraisal meeting is, by far, the most dreaded part of the performance appraisal process. In order to handle the performance appraisal like a rock star, you must be doing the right things year round. The foundation for an effective performance appraisal meeting is built one stone at a time, throughout the course of the performance period. During performance planning, individual performance goals and measures are agreed upon. This process creates a mutually acceptable yardstick for evaluating performance effectiveness.
Through the monitoring of performance and periodic performance update sessions, the employee acquires a clear understanding of interim performance. Thus, the path has been paved for reduced subjectivity and stress in the performance appraisal meeting. Steps for Conducting a Successful Performance Appraisal Meeting 1. Prepare in advance. Set aside time on your calendar to prepare for the performance appraisal. Gather all performance notes and documentation to assist you in completing the appraisal. Be thorough and thoughtful in completing the evaluation of employee performance.
Review employee job responsibilities and expectations. Compare actual performance to the performance standards and expectations. Lastly, set a positive tone. Schedule the performance appraisal meeting with your employee in advance, allowing enough time for them to prepare for the meeting. 2. Provide a comfortable and professional environment. The performance appraisal meeting is an important business discussion. Plan to hold the meeting in a professional and comfortable environment. Ideally, provide a conference room, versus an office. Plan to make yourself unavailable for any interruptions during the meeting.
Your focus and attention should be on the employee, not other business issues. 3. Emphasize the future. While an important aspect of performance appraisal is the review and documentation of accomplishments and overall performance for a given period of time, it is even more important to focus on the future. Remember that “what’s done is done,” and that the primary focus should be on the next performance period. During the discussion, place significant emphasis on how future performance objectives can be achieved and how standards can be met or exceeded. Past performance issues should be viewed as lessons for the future. . Start with the employee’s self-assessment. Review the employee’s self-evaluation to begin the meeting. Ask questions to ensure that you understand the employee’s perspective and listen closely to employee responses. Provide supportive comments where your evaluation agrees with the employee’s. Also, comment on, but don’t review in detail yet, those areas where there may be disagreement. 5. Review your evaluation and provide feedback. Review your evaluation of performance. Provide feedback on results that have been achieved and performance as compared to established performance standards.
Highlight areas of agreement and then discuss areas where there may be disagreement. Share your specific observations, including examples, and the rationale behind your judgment. Give the employee the opportunity to share their perspective and provide facts or circumstances that affected their performance. Employees are more likely to react favorably to positive rather than negative feedback, even when the employee is expecting negative feedback. As such, it is important to provide negative or critical feedback concerning employee performance in a way that is constructive and helpful.
Constructive feedback is provided with the purpose of developing or enhancing the individual’s performance or changing behaviors. 6. Set future performance goals. In addition to covering the employee’s performance during the performance appraisal meeting, plans should be made to begin the next performance period. Employees should be given an opportunity to share their thoughts on future performance goals and managers should clearly communicate performance standards for the upcoming performance period. 7. Create development plans to support performance improvement and professional development.
The final portion of the discussion should be devoted to discussing plans for the employee’s professional development and career growth. Employees should conduct a self-assessment of their strengths and development needs. Managers should initiate a discussion of continuing professional development, that includes: * Assessment of the employee’s strengths and development needs in his or her present position, * Plans for addressing needs and improving weaknesses in the present position, and * Future responsibilities or assignments of interest. * (Via Accessibility * Accreditation * Applied and Experiential Learning Community Programs * Corporate Partnerships and Training * Credentials * Day in the Life * Distance and Online Learning * Ecosystems and Networks * Enrollment Strategies * Extending Lifelong Learning * Global Learning * Government Legislation and Regulations * Institutional Governance * Institutional Operations * International Perspective * Marketing and Branding * Metrics * New and Innovative Market Opportunities * Opinions Archive * Opportunities and Challenges * Personal Development * Professional Development * Program Planning and Design * Reorganization * Retention * Security and Compliance * Teaching and Learning Technology * Today’s Learner
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However, the challenges of today’s business climate make the reality of answering the increasingly more complex and difficult for most companies. Long-term individual development is still the responsibility of the potential employee. But once the individual has been hired, professional development becomes the responsibility of the organization. Although the employee was hired with a certain set of knowledge, skills and abilities, if the roles and responsibilities of the position change—and they will—the employer has a “corporate social responsibility” to invest in their human capital.
Employees are investing in their companies by working longer hours, by handling evolving tasks and assuming increased responsibilities. Is it fair to expect the employee to also assume the cost of their professional development? Organizations that understand the true value of professional development, culture, innovation and creativity also recognize the value of continuously educating their employee base. These organizations are the ones that will be better positioned to adapt to the rapidly changing demands of today’s work environment.
Incorporating professional development within the overall corporate strategy, with so many competing interests and tight budgets, is the challenge. Many organizations have survived by understanding that the investment in talent development is part of their outlay into human capital as it pertains to skill development for job advancement. Less forward thinking organizations believe the investment is part of overall rewards, recognition and retention programs. Some even require a time commitment from employees for the company’s investment in their learning.
Professional development may well be a way to reward or recognize good employees, but this is a risky and myopic view. Most leaders would agree there is a requirement and benefit to developing their employees. Yet this benefit may be hard to quantify; when a company is looking to cut costs, professional development could all too easily become the casualty. Given the economic environment of the past half-decade in particular, we have seen a dramatic decline in organizational employee development investiture.
However, if we hope to promote a culture of innovation and creativity, organizations need to look differently at their investment in employee development. Rypple, an innovative software company, has integrated professional development into its business model. It promotes this philosophy on its website stating: “…. we’re always experimenting and constantly learning. We have a healthy disregard for the “impossible” & “the way things are done”. We practice what we preach”. We must also consider the cost of NOT developing our people.
Do companies that have a record of promoting development get better quality hires? Long-time business leader General Electric boasts the following about its Leadership and Learning Programs: “At GE, learning is more than a classroom activity. It’s how we come together to embrace change, develop skills to change things for the better, and get energized about it all. ” The answer is an easy one. The responsibility to develop employees lies with the employer. How your organization actually solves the question, however, is the real challenge People Insight, 2013)