Tips on Revising Your Appraisal Policy |
From the December, 1995 issue of |
It's hard to say who dreads performance appraisals more--the boss or the employee. It's natural to cringe at the thought of hearing or reading a description of our weaknesses, but few people enjoy being on the judgment end of those conversations, either. For all their unpleasantness, however, performance appraisals serve a vital purpose in managing people and meeting company goals. They deserve serious attention and thorough preparation. In a series of separate company-wide studies during the past few years, employees have reported that most performance appraisals are non-specific and inconsistent with actual performance. They feel the meetings are handled poorly and dominated by one-way delivery. There is little or no constructive suggestion for improvement, and a troubling number say the individual has no input at all. Many view it as a mechanical process that is just part of playing the game. Fortunately, several large corporations are leading the way in making performance appraisals more than just an annual check-the-box form. Herman Miller, Inc., for instance, recognizes the performance appraisal as an opportunity to build relationships between the employee and supervisor. A manager in a healthcare organization says she likes to use performance appraisals as a way to "kick up the employees' thinking, away from task orientation and toward the larger strategy of the organization." If your company needs to revise its policy on performance appraisals, here are some tips to consider.
The most effective performance appraisals don't just happen once a year--informal versions occur continuously via casual feedback. Think about it, if you're worried that once a year you may get a manager's elbow in the teeth, you will be anxious and eager to avoid the formal performance appraisal process. If, on the other hand, you know from day to day what your manager thinks (good and bad), your anxiety drops, and you're ready to be part of a valuable conversation about your job's goals and objectives. Ultimately, the best performance appraisals flesh out what the person has known all year long. It's not just a look at results, but a time to set quantitive and qualitative objectives and to discuss where the employee is going in the future. Peta G. Penson, Ed.D., principal with CDI, Co-Development International; (408) 366-0466. Call toll free 800-542-7869 to subscribe; 9 a.m. to 5 p.m. eastern time, weekdays. [I'd like a free sample issue of HR Fact Finder] |