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Transcript of Performance Appraisal
The tendency to be optimistic or pessimistic may influence the incidents documented and the emphasis placed on them. Some managers say that “no one is perfect” and deliver very tough, strict appraisals. Others fear offending staff members or feel that high ratings will motivate the staff member and are overly positive in the review.
Solution: Check yourself against other managers scores
Use the mutlirater as a benchmark
Why is it...
Provide link between individual achievements and organisation vision
Develop and communicate new goals for the
An opportunity to motivate achievement of increased performance
An opportunity for two way communication regarding expectations, performance, and personal development
Opportunity for staff to share their own performance and goals for the upcoming year and suggest how they could make improvements through their own work
Communicate Date,Time, Venue...
Changes are documented
Reduce anxiety &create
a positive environment
submit written input
and suggestion by employees
Not being asked to write the
employee’s own performance
To allow excellent performance in one area to influence the rating in other areas
Base appraisal on actual performance against predefined criteria
Playing it safe and giving everyone a middle
of the road rating also does everyone a disservice.
Solution: Careful reading and consistent application
of the criteria & comparison
to behaviors examples will help
in giving objective ratings.
Just like Me!
Evaluators may tend to give staff members who are perceived to be like them higher ratings than those who are not. Diversity factors come into play, such as age, sex, culture, and educational level.
Solution: Base rating on actual performance against predefined criteria.
Question own values
Allowing recent events to outweigh less recent events.
Solution: Use records of regular informal appraisals rather than rely on memory.
Involve your employee from the start.
Your employee should 'own' the outcome of the discussion
Make comments descriptive, not judgemental
Avoid 'appraisal speak'!
Keep focused on solutions, don't get
dragged into problems...
Give both positive feedback and areas to stretch and develop
Steps for ..
Employee completes self assessment
Manager asks for multirater feedback
Manager reviews multirater feedback and
completes manager assessment
Manager and Employee Meet:
Review the achievement of work goals over the past year
Review behaviours over the past year
Review mutlirater feedback
Agree work goals for the new year
Identify succession potential
Identify development needs
Manager and second level manager
provide final comments on form
Employee provides final comments
and signs form off
Appraisal form is saved on system for future review
Employee enters work goals for following year...
Give and receive feedback
Refer to your discussions throughout the
be no surprises!
Separate facts from opinion
Get evidence from different sources
Ensure you fully understand the job requirements and that you have been clear on the work objectives and expectations.
Listen to suggestions and ideas
Be supportive to achieve the best
outcome for both of you
Make no assumptions
Employee is upset/angry
Employee does not
Employee disagrees with feedback
Time to reflect on what has gone well and not so well over the past year
Delivering unwelcome feedback
A good performance appraisal leaves both parties feeling they have gained something.
Involve your employee from the start - they should own the outcome
Give both positive and constructive feedback - Feedback Sandwich
Give yourself and your employee enough time to prepare
Keep focused on solutions, don't get dragged into problems
Be supportive to achieve the best outcome for your both
Listen to and note down ideas and suggestions
Make no assumptions, ask lots of questions
Focus on facts not opinion or impressions