Appraising People and Performance

The Rationale

Jan's reaction to being told that it's time for her annual performance review is typical: "I'll just be glad to get it over with." Unfortunately, most employees do not look forward to being appraised. The reasons are many, but can be overcome by following a number of guidelines: appraisals must be frequent, informal, surprise-free, prepared for by both parties, conducted as a dialog and not a one-sided assessment, and focused on behavior (performance) and not on personality or character traits. This module impart the concepts and skills needed to make the appraisal process a year-round flow of feedback and not an annual day of judgement.

Learning Objectives for the Workshop

• Assess their own assumptions and expectations regarding performance appraisals
• Describe the criteria of an effective job description
• Identify the benefits of having employees evaluate their own performance
• List the steps in conducting a constructive performance appraisal
• Describe at least 6 guidelines for giving employees feedback on the job
• Evaluate the organizations present system for appraising performance
• Translate critical statements into constructive feedback

Performance Criteria in the Workplace

• Prepare themselves and their subordinates for a constructive appraisal
• Use feedback as a daily tool to shape and reinforce behavior
• Elicit self-evaluations from subordinates
• Use descriptive rather than evaluative comments when appraising
• Conduct appraisals that meet the guidelines noted above (first paragraph)
• Update job descriptions where needed to be accurate and complete.