1. Know how and why your company uses performance appraisals.
In some companies, HR add appraisal results into the mix for yearly decisions about succession, training budgets and management development programs, salaries and promotions. Typically there is a rigorous, systematic, formal annual exercise. Some companies take a continuous development approach; mentoring, coaching and appraisal are routinely a work in progress.
In any case HR usually specify measures and events. Some companies ask managers to observe and assess; some ask managers to agree goals and standards. In some companies employees rate themselves on measures agreed with the manager. In addition, the company may seek feedback from subordinates, colleagues, managers, customers and suppliers.
2. Be welcoming
Welcome the employee with a friendly smile and set the stage for a discussion. “Hello,” I say. “Thank you for being here. I’ve set this meeting so we can talk together about professional growth.” These are the words I use. I feel warm, friendly, and professional. You will develop your own approach. What’s important is to set a positive tone and make it clear that her or his views are essential to success.
3. Be specific
For each part of the performance report, be ready to describe specific examples of behaviour, achievements, difficulties and results. Don't rely on generalisations. You must have real examples of real behaviour. Speak in straightforward language and don’t use jargon. Ask your employee to restate what you have reported. You must be sure the employee understands what you are saying and why. If not, the person will be distracted or confused and what follows could get lost.
4. Be constructive
Phrase negative feedback in positive terms. That is the best way to ensure that your employee won’t be immediately defensive and will be ready to build a constructive approach to improvement. For example, rather than “You didn’t achieve your quarterly results,” you might say, “You achieved 75% of your quarterly targets. Let’s talk about how you might improve that result.” It is useful to prepare for the meeting by creating a positive script for any disappointing results. When delivering the news, sandwich the downside between upside results.
5. Be Clear
Begin by setting out what you are going to do. Explain the basis for the assessment, what you will be reporting, how long you will talk together, and what you expect of the employee during the meeting. Let your employee know that if you run out of time before you both agree you have completed your discussion, you will arrange another meeting. If you have already decided on a plan for the future, say so. If you want the employee to work with you on a plan, make that clear. Don’t hedge on decisions you’ve already taken.
6. Be Prepared.
Define success for each job you supervise. Know the skills, knowledge and attitudes required to do the job and grow in it. Be sure that the performance goals are clear and within the individual employee’s reach. Acknowledge the environmental obstacles to success in the job, if any, and take account of them. Advise your employees in writing - and in person at a meeting - detailing your purposes, goals and procedures with regard to performance appraisals. Let them know about your management style and whether you take a formal or ongoing developmental approach to performance assessment. Let them know how the organisation views appraisal and how you report appraisals. Make sure everyone knows what instruments you will use and understands your criteria for judgment.
7. Concentrate on the person whose work you are assessing
8. Assess Performance Based on Agreements.
9. Stay on an open, two-way road.
10. It is the future performance that matters.
Taken from Call of the Wild's online web enabled learning academy.
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