Performance Appraisal Essentials E-Book

Sorin Dumitrascu

• Herausgeber: WS
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2021

Seitenzahl: 138

Beschreibung

The performance appraisal process is a vital tool for achieving organizational success, but there are few tasks managers dislike more. One manager describes how he used to feel about performance appraisals: "I was always relieved when I completed my yearly employee appraisal meetings. I never enjoyed them. In fact, I often delayed the meetings until the last minute, and the employees' reactions seemed to range from stony politeness to anger to crying."

No matter how you feel about appraisals, in this course you'll learn that by planning well for appraisals, you can make the process less uncomfortable.

Appraisals must be linked to performance goals that matter, and these goals should reflect both organizational and individual goals.

Of course, preparing for appraisals takes time. But the extra effort can transform a routine bureaucratic chore into a process that helps you, your employees, and your organization.

In this course, you'll learn why performance appraisals are important. You'll be introduced to the steps in developing employee performance plans, and get to practice developing a plan. You'll also learn how to monitor ongoing performance, which will help prepare you for future employee appraisals.

Poorly planned or subjective appraisals won't help employees perform well.

But effectively planned appraisals can result in employees who perform their jobs well. They have the certainty that they are addressing the highest priority responsibilities and operating in a way that the organization expects.

Leseprobe

Sorin Dumitrascu

Performance Appraisal Essentials

A Practical Guide

Performance Appraisal Essentials

Performance Appraisal Essentials: Planning for Appraisals

The performance appraisal process is a vital tool for achieving organizational success, but there are few tasks managers dislike more. One manager describes how he used to feel about performance appraisals: "I was always relieved when I completed my yearly employee appraisal meetings. I never enjoyed them. In fact, I often delayed the meetings until the last minute, and the employees' reactions seemed to range from stony politeness to anger to crying."

No matter how you feel about appraisals, in this course you'll learn that by planning well for appraisals, you can make the process less uncomfortable.

Appraisals must be linked to performance goals that matter, and these goals should reflect both organizational and individual goals.

Of course, preparing for appraisals takes time. But the extra effort can transform a routine bureaucratic chore into a process that helps you, your employees, and your organization.

In this course, you'll learn why performance appraisals are important. You'll be introduced to the steps in developing employee performance plans, and get to practice developing a plan. You'll also learn how to monitor ongoing performance, which will help prepare you for future employee appraisals.

Poorly planned or subjective appraisals won't help employees perform well.

But effectively planned appraisals can result in employees who perform their jobs well. They have the certainty that they are addressing the highest priority responsibilities and operating in a way that the organization expects.

Planning for Performance Appraisals

1. Why Conduct Performance Appraisals?

2. Developing an Employee Performance Plan

3. Practice: Developing an Employee Performance Plan

4. Monitoring Ongoing Employee Performance

Why Conduct Performance Appraisals?

If managed correctly, a performance appraisal is a vital management tool. If managed incorrectly, it's just a chore. When you prepare effectively for an appraisal and understand its benefits, you can make it a positive force for developing performance.

As a manager, performance appraisals can help you make the best use of employees, identify any unusual job performance, improve your managerial abilities, and clarify areas of work distribution and job responsibilities.

Performance appraisal reluctance

When you think of a performance appraisal, what comes to mind? Whether you call it a performance appraisal, review, or assessment, many people picture only the actual meeting between a manager and worker, where the worker is told what he's doing wrong. But this limited view is almost guaranteed to result in ineffective appraisals. Taking a broader view that incorporates planning for appraisals, and monitoring and giving feedback, you can truly evaluate the quality of your employees' performance.

Performance appraisals may initially strike first-time managers as complex and difficult. There are intricate forms to fill out and close scrutiny by Human Resources, or HR.

Most managers have heard – or experienced – horror stories of legal pitfalls, awkward face-to-face appraisal meetings, employees reacting badly to constructive criticism, and disputes over recommended salary increases or bonuses.

But it doesn't have to be that way. Appraisals can be a positive experience for both the manager and the employee.

To make an appraisal a positive experience, you first have to understand that it's a process by which organizations measure employee contributions. Employees are evaluated over a period of time and assessed against concrete criteria that relate to responsibilities and job expectations.

The review process is ongoing and includes setting goals, reviewing progress, giving feedback, assessing performance, and conducting the review. An employee's immediate supervisor prepares for the appraisal, which typically involves filling out a standardized form. Then the supervisor discusses the results of the evaluation with the employee.

The two main reasons to do appraisals are to ensure the maximum utilization of every employee's skills, knowledge, and interests, and to enhance employer-employee relations.

These two reasons are linked. When every employee's skills, knowledge, and interests are used to their maximum effectiveness, the organization will benefit from enhanced productivity. And when the organization focuses on making full use of each person's abilities and areas of interest, the workforce will be happier and more motivated. Everyone benefits.

In spite of these important reasons to do appraisals, some managers and employees have negative feelings about performance appraisals and may be reluctant to take part in them.

Employees may view appraisals as fault-finding or as excuses for not increasing salaries. Managers may also not want to perform them.

Managerial reluctance to conducting appraisals

Your reasons maybe similar to those of other managers, who are sometimes reluctant to conduct appraisals because: - they believe appraisals are HR's responsibility, and not part of a manager's job:

- they're uncomfortable telling underperforming employees that their work is not outstanding,

- they think their employees already know how they're doing,

- they think poor performers won't change as a result of the performance appraisal,

- they believe employees aren't concerned with performance, but only think about how much money they'll receive

In addition to the reasons cited on the previous page, managers sometimes view the whole appraisal process as time-consuming, difficult, or nonproductive. A common complaint is that it's a bureaucratic procedure divorced from the real work of the company. This view considers appraisals to be a once-a-year, form-filling chore. But, in fact, the actual form-filling should be the culmination of an ongoing process. Preparation helps develop the positive and useful aspects of appraisal, making it a useful management tool.

Benefits of performance appraisals

Without an effectively planned appraisal process, appraisals can never produce the results companies want. After all, they're inherently a little uncomfortable, since no one likes to be criticized, and most people don't like to give negative feedback to others. And while the word "appraisal" means to give praise, positive reinforcement in the workplace is also something many managers may find difficult to do.

HR is involved in crafting the performance appraisal process, but managers and supervisors carry out the greater part of the actual appraisals. But many managers aren't trained or prepared enough to make these appraisals effective.

While performance appraisals are one of the most powerful tools a manager has, all too often they fall short.

In a typical appraisal, the manager outlines the areas employees did well in, and where they could be better. The manager then relates performance to a number, which is either worth a bonus or not. The employees then sign the appraisal form. Few people look forward to, or learn from, an evaluation like that.

Appraisals don't have to be dreaded. There are many benefits you, as a manager, will gain from being able to effectively conduct performance appraisals:

you'll be able to make the best use of your employees' abilities when you're more aware of their strengths and weaknesses 

you'll be able to isolate unusual employee behavior and performance, which allows you to identify outstanding performers as well as marginal performers 

you can improve your managerial abilities as you also improve your relations with your employees, and 

you can clarify areas of responsibility and work distribution

Make the best use of employees

Effectively conducting performance appraisals by planning and reviewing performance throughout the appraisal period means you are more aware of each employee's strengths and weaknesses. You can then determine how best to use each person's skills, knowledge, and interests, which will improve efficiency and productivity. Because they help you identify areas that need improvement, performance appraisals can also allow you to plan development or training opportunities for your employees. 

Identify unusual performance

Performance appraisals help you isolate unusual performance. Outstanding performers need challenging assignments and incentives, while poor performers need guidance and direction, and need to be prevented from interfering with or disrupting their coworkers' work.Unusual performance can also indicate a mismatch in hiring. If people are hired for jobs they can do but have no passion for, eventually they'll get bored and do the job less well. Appraisals can help you locate these mismatches. 

Improve your managerial abilities

Performance appraisals help you enhance your employer-employee relations and hone your managerial skills. When conducting appraisals, you should always ask yourself if your attitude and behavior played a role in your employees' work performance.For instance, if an employee performs poorly, ask yourself if you were available for questions, if your expectations were clear, and if the deadlines were realistic. Honest answers can help you revise your approach to managing your staff, which will improve your overall employer-employee relations. 

Clarify areas of responsibility

Performance appraisals help you clarify areas of responsibility and work distribution. For example, an employee's poor performance might be due to an unclear job design or process. Appraisals can help identify these errors.Detailed and specific employee performance appraisals can help you determine how to divide up responsibilities based on how individuals work best. They also help you make informed decisions about pay increases, promotions, and bonuses. 

Juan and Ayana both work for a large retail department store chain. Juan is a new manager in the restocking department. He's just conducted his first performance appraisal with his direct report, Serge. Ayana is Juan's mentor, and is meeting with him to find out how the appraisal went.

Follow along with Juan and Ayana's conversation about Serge's performance appraisal.

Ayana: So, how did your first appraisal go?

Juan: I feel good about it. Serge and I discovered that he's got more advanced computer skills than the rest of the team. We talked about putting him on some new high-visibility projects that can really make the best use of those skills.

Ayana: That's great. Did you also discuss his problem with getting to work on time?

Juan: Yes, we did. While I highlighted Serge's past accomplishments, we also talked about his punctuality problem. He now realizes the strain it puts on the whole team, and he's really motivated to improve. We had a very positive talk overall.

Ayana: It sounds to me like the appraisal helped you improve your relationship with Serge as well.

Juan: I agree! I felt fully prepared for the appraisal, and I'm actually looking forward to doing the rest of them.

Ayana: You're doing what a good manager does – providing more challenging work to someone who needs it, and giving guidance and direction. Good job! 

Juan's appraisal of Serge allowed Serge's unusually good performance with computers to surface. This in turn allowed Juan to make the best use of Serge's skills and abilities, improving the department's work distribution as well.

When they discussed putting Serge on some high-visibility projects, Juan improved his relations with Serge. And when Juan brought up Serge's tardiness problem, it improved his management of his team by motivating Serge to change.

Question

What are the benefits you, as a manager, will gain from conducting performance appraisals?

Options:

You can make the best use of your employees' abilities

You can identify performance that stands out in some way

You can improve relations with your employees and improve your managerial abilities

You can clarify areas of responsibility and work distribution

You can find enough specifics to justify getting rid of an unpopular employee

You can clarify what areas you'll be responsible for

Answer

Option 1: This is a correct option. When you conduct effective performance appraisals, you'll be able to best use your employees, because you'll know their strengths and weaknesses.

Option 2: This is a correct option. Effective performance appraisals help you identify areas of unusual performance, both from outstanding employees and from ones who are struggling.

Option 3: This is a correct option. When you understand your employees' strengths and weaknesses, you can motivate and help them. This will improve your relations with them, as well as your ability to manage them.

Option 4: This is a correct option. Identifying areas where your employees are strongest and where they need improvement will help you clarify areas of responsibility and how the work is distributed.

Option 5: This is an incorrect option. Performance appraisals shouldn't be used to further any personal agendas.

Option 6: This is an incorrect option. Appraisals of your employees' performances will help you clarify areas of responsibility and work distribution overall, but the focus should be on them, not on your job responsibilities.

Developing an Employee Performance Plan

When developing an employee performance plan, you need to meet with each of your direct reports and discuss three important areas. First, agree on the key job responsibilities for the employee's position, then set goals to be achieved, and finally, determine the required competencies you want to be exhibited. The key responsibilities and performance goals describe the results desired, but the competencies describe the behaviors needed to carry out the responsibilities and achieve the results.

Agreeing on key job responsibilities

An essential aspect of conducting effective appraisals is the preparation that every manager must undertake to make the appraisal properly focused. Many managers assume that employees already know what they're supposed to do, so they give workers space to do their jobs. But then, they face real problems when it comes to appraisal.

No appraisal will be effective if all it does is take a snapshot of an employee's performance for a brief period. To help make performance appraisals more useful, you need to decide on your performance expectations and monitor performance regularly, not just at specified periods. You need to develop an employee performance plan, which requires a discussion – typically a meeting of about an hour or so – between an appraiser and the employee being appraised.

Much of the planning work for this meeting happens in advance of the actual appraisal.

The manager and the employee should both review any documents that provide a big-picture perspective.

These include mission statements, vision and values statements, strategic and departmental goals, and of course, the relevant job description.

Question

A job description is a formal list of the activities that the job holder agreed to perform. It's usually created at the start of employment.

Do you think giving an employee a good job description is enough preparation so you can appraise them on their key responsibilities?

Options:

Yes

No

Answer

Job descriptions help to determine the key responsibilities of a job, but are often written in very general terms. They don't usually provide all the information you need to assess performance.

There are three steps to developing an employee performance plan that should be covered in the meeting:

agree on the key job responsibilities of the position 

set performance goals that need to be achieved, and 

determine what competencies and behaviors are required to perform the job 

No matter how good or bad job descriptions are, they are useful sources of data to help you pinpoint key job responsibilities. Managers and employees should review the most important parts of the individual's job and discuss which responsibilities are most critical for success. The key job responsibilities are not the day-to-day tasks and activities that consume working hours, but the reasons behind all those tasks and chores. Key job responsibilities are the major results each employee is responsible for.

The key job responsibilities are the most fundamental and essential parts of the job. While people do dozens of different things during a workday, only a small number of truly important results are expected.

To determine an individual's key responsibilities, you need to identify the important results that are expected from the position, keeping your focus on outcomes.

While making the list of responsibilities, keep the list short, with no overlap among the items. In other words, each responsibility refers to a discrete and separate area.

There are differences between what you might find in a job description and what you need from a list of key responsibilities. For example, there are no references to the quality of performance in a list of key responsibilities because standards of performance will be developed later on. All you're looking for are the nouns and the verbs that describe the key job responsibilities, not how the individual's performance is going to be measured or the kind of behaviors needed to carry out the responsibility.

Consider an administrative assistant's position.

Select each area for an example of how a job description and a list of key responsibilities will be different, even when describing the same position.

Job description

An administrative assistant works at a constantly changing series of tasks and mini-projects, engaging in many different activities. A job description of this position might include a standard of how the tasks should be performed, such as that the assistant should manage the mail efficiently, greet visitors cheerfully, or prepare documents accurately. Typically, there will be a list of 20 or more tasks in a job description. 

Key responsibilities