Get Your Performance Appraisal Discussions Off to a Good Start (Part 1) March 24, 2006
Posted by Admin in Performance Appraisal, Performance Improvement, Performance Management.add a comment
Too often, participants in performance appraisal meetings seem awkward and uncomfortable. To some extent, that’s unavoidable — it’s always a bit awkward for one person to deliver a formal assessment of the quality of work performed by another.
But a lot of the awkwardness in performance appraisal meetings can be eliminated by following some simple suggestions. Here are a couple of tips that will help put both players at ease. (In Part 2 of this article, I’ll provide some additional suggestions.)
Gather Your Appraisal Information and Materials in Advance
The most important item you need to have is a copy of the individual’s performance appraisal. That’s obvious. But that’s not all.
At the beginning of the year you and the individual probably had a performance planning meeting. Ideally, the individual would have taken notes on a blank copy of the appraisal form and made a copy for you. That document should have all of the key items that you discussed during the meeting. Be sure you have a copy of that planning document in case a question about the original goals comes up.
You’ll also need information about the individual’s performance, particularly if there are some areas where the performance varied significantly from your expectations. Whether the variation was in a positive or negative direction, you’ll need to be able to demonstrate why you assigned the rating that you did. If the assessment is that the individual’s performance was less than you desired, then it’s critically important that you have all of the evidence you used in order to come to that “Unsatisfactory” or “Need Improvement” performance appraisal rating. There’s a magic phrase to use here. That phrase is, “For example . . .” Make sure you’ve got plenty of examples that support a less-than-satisfactory evaluation.
You may want to have a copy of the individual’s development plan. You may want to have copies of weekly reports that the individual submitted that described progress against the goals that were set. You can’t make a mistake by having too much support material. It will prevent the embarrassment of being unable to find anything of substance to justify the rating you gave. (more…)
Employee Performance Reviews — Dealing With Disagreements March 24, 2006
Posted by Admin in Performance Management, Talent Management.add a comment
What do you do when an employee disagrees with something you’ve written on their performance review? How can you prepare for this and deal with it effectively?Start by listening to figure out the source of the disagreement. Is it an issue of fact (you wrote that the employee received a customer satisfaction score of 79 but the employee says that his score was actually 83), or is a matter of judgment (you wrote that the employee’s customer service skills were unsatisfactory; she feels that her skills are terrific)? If the disagreement involves an issue of fact, get the facts and make any corrections necessary. If it’s a matter of judgment, ask the employee for additional evidence. Then determine whether that evidence is weighty enough to cause you to change your mind, revise your judgment, and amend the rating that you assigned on the employee’s performance review. (more…)
