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 imparts the concepts and skills needed to make the appraisal process a year-round flow of feedback and not an annual day of judgment.

Learning Objectives for the Workshop
Participants who attend this workshop will be able to:
•   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 organization’s present system for appraising performance
•   Distinguish between performance and personality statements
•   Translate critical statements into constructive feedback

Performance Criteria in the Workplace
•   Participants who attend this workshop will be able to:
•   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)
•   Prepare an action plan for a subordinate’s development
•   Update job descriptions where needed to be accurate and complete