Ready-to-Use Performance Appraisals E-Book

William S. Swan

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 334

Veröffentlichungsjahr: 2006

Beschreibung

Performance appraisals are one of the least enjoyable duties managers face. They're time-consuming, tedious, and require the perfect balance between criticism and praise. This collection of handy, ready-to-use performance appraisals will save you time and effort, while increasing the clarity and value of your appraisals. These customizable sample evaluations can address almost any situation.

Leseprobe

CONTENTS

List of Downloadable Forms and Evaluation Statements

Introduction: How to Use This Book

How to Download the Forms and Evaluation Statements in This Book

Part I: Tips for Effective Performance Appraisals

Chapter 1: Guidelines and Tips for Rating Performance

Common Rating Errors

Writing the Performance Appraisal

Gather and Analyze Data throughout the Appraisal Period

Rating the Performance

The Narrative Portion of the Appraisal

Chapter 2: The Face-to-Face Meeting: How to Deliver an Appraisal to an Employee

Inadequately Defined Standards of Performance

Overemphasis on Recent Performance

Reliance on Gut Feelings

Employee’s Miscomprehension of Performance Expectation

Insufficient or Unclear Performance Documentation

Inadequate Time Allotment for the Discussion

Too Much Talking by Manager/Supervisor

Lack of a Follow-Up Plan

Structuring the Appraisal Discussion

Employee Self-Evaluation Discussion

Manager’s Evaluation

Part II: Downloadable Performance Appraisal Forms

Chapter 3: A Model Annual Performance Appraisal Form

Phase 1 (the Report Card)

Phase 2 (Planning for the Future)

Eight Steps of Performance Management

Chapter 4: Implementing the Model Annual Performance Appraisal Form

Performance Factors

Sources of Performance Factors

How to Decide on a Rating Scale

What if Your Organization’s Form Is Different from the Model Annual Performance Appraisal Form?

What if Your Organization’s System Only Covers Performance Factors?

What if Your Organization’s System Includes Objectives but Not Performance Factors?

What if Your Organization Uses the Global Essay System?

When Your Performance Appraisal Program Changes Course

Chapter 5: Sample Forms from Different Companies

Part III: Ready-To-Use, Downloadable, Customizable Evaluation Statements

Chapter 6: Twenty-One Top Core Competencies and Four Managerial Competencies

Twenty-One Top Core Competencies

Four Managerial Competencies

About the Authors

Copyright © 2007 by Swan Consultants, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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ISBN: 978-0-470-04709-5

LIST OF DOWNLOADABLE FORMS AND EVALUATION STATEMENTS

Tools to Complete or Create an Appraisal Form

Form 1.1 Performance Rating Worksheet

Form 3.1 Model Annual Performance Appraisal Form

Sample Forms from Different Companies

Form 5.1 Company Sample Form #1

Form 5.2 Company Sample Form #2

Form 5.3 Company Sample Form #3

Form 5.4 Company Sample Form #4

Form 5.5 Company Sample Form #5

Twenty-One Top Core Competencies

Form 6.1 Accountability, Responsibility, and Dependability

Form 6.2 Analytical Thinking and Problem Solving

Form 6.3 Communication

Form 6.4 Creativity

Form 6.5 Customer Focus

Form 6.6 Decision Making and Judgment

Form 6.7 Ethics and Standards

Form 6.8 Flexibility and Multitasking

Form 6.9 Goal-Oriented and Drive for Results

Form 6.10 Initiative

Form 6.11 Job and Industry Knowledge

Form 6.12 Negotiating and Influencing

Form 6.13 Organizational Awareness

Form 6.14 Productivity

Form 6.15 Professionalism

Form 6.16 Quality

Form 6.17 Self-Development

Form 6.18 Teamwork

Form 6.19 Technical Skills

Form 6.20 Work Habits

Form 6.21 Work Management

Time Management

Project Management

Planning and Scheduling

Organizing

Four Managerial Competencies

Form 6.22 Change Management

Form 6.23 Leadership

Form 6.24 Managing Others

Coaching and Developing

Delegating

Giving Feedback

Form 6.25 Strategic Thinking

INTRODUCTION

How to Use This Book

There are many different needs during the performance management process that draw a reader to this book. You may be confronted with the immediate need to complete your company’s performance appraisal form for an employee who reports to you. If so, turn immediately to Part III, “Ready-to-Use Downloadable Evaluation Statements,” which is a particularly useful resource for that purpose. It allows you to select, download, and insert into your performance appraisal form evaluation statements that best fit the employee’s performance on many core competencies. No matter what issues you are asked to comment on for an employee’s performance, you will find relevant statements in one or more of these competency forms. Note that although we have chosen what we consider to be the most common titles for the competencies, it is the content of the evaluation statements that are important. Therefore, readers should not be put off if, for example, we have labeled a competency “Customer Focus” and on their form this competency is called “Client Service.” The idea is the same, and the text included in this chapter would be entirely applicable.

For each of the twenty-one core competencies and four managerial competencies, we have provided evaluative statements for three levels of performance: Exceeded Expectations, Met Expectations, and Did Not Meet Expectations. This provides you with more precise statements to quickly choose, download, and insert onto the employee’s form. The narratives are loosely based on a mid-level employee—that is, on someone who is neither extremely junior nor extremely senior. However, the phrasing is general enough that with just a few tweaks, the text could be made applicable to any job level.

Our research has indicated that the most challenging and time-consuming part of completing the performance appraisal form for managers is writing descriptions of an employee’s performance against the competencies listed on the form. We therefore carefully selected the most commonly used and universal competencies and provided actual statements you can download, adapt, and use immediately. It is our firm belief that the editing process is much easier than the creation of performance text from scratch. The text provided in this book is meant to be able to be cut and pasted into a performance form and used exactly as is (with minor edits, such as including the employee’s name, for instance). We urge you to add specific examples from the employee’s behavior during the review period to enrich and personalize the statements. The employee him/herself can and should be a source for these behavioral examples.

At the other end of the reader continuum are human resources professionals (or task force teams) who are asked to create or recommend a new performance appraisal form for their organization. Alternatively, you may be charged with the responsibility to improve an existing form. Part II, Chapter 3, contains a Model Performance Appraisal Form ready to be downloaded and adapted to your organization’s needs. We purposely kept the format simple for ease of use by the reader, but you can easily retain the logic and elements of the form, while adding your organization’s logo and otherwise designing the visual layout in any way you like. This model form draws on the best-practice aspects of performance management, and the chapter also provides an explanation of each section of the form.

Chapter 4 provides more in-depth information on selecting competencies, choosing a rating scale, and working with your existing form.

Chapter 5 adds examples of actual performance appraisal forms from different companies, so you can compare and contrast the approaches used. Integrating a particularly relevant concept from Chapter 4 into your modification of the model form from Chapter 3 might be a successful strategy.

Finally, there are the readers who have direct reports or employees, and who are seeking to understand the performance management process for their own use, or for their organization. Traditionally, the members of this group are identified as corporate managers and supervisors. However, any small business owner, physician, dentist, architect, optometrist, lawyer, or real estate broker who has at least one employee or associate also needs to manage that person’s performance. For this larger audience, the entire book, starting with Part I, provides a good overview of the landscape of managing performance. The tools and forms throughout the book will prove helpful as well. Additionally, the evaluation statements provided in Part III could be downloaded by anyone who needs to provide feedback on an employee, thus making them appropriate for peer or stakeholder reviews as well. In fact, the text provided in this section can be used by practically any audience and in any feedback setting—from mid-year to project-based to year-end feedback, and for both written forms and for quick ideas for verbal feedback sessions.

This book provides practical, user-friendly ready-resource tools to assist you in completing a performance appraisal form or in developing a form. For a more complete treatment of the performance management process, including details on how to conduct the annual performance appraisal session, set measurable objectives, and create a development plan, we refer you to Dr. Swan’s book How to Do a Superior Performance Appraisal (New York: John Wiley & Sons, 1991).

Also, we are always looking to add to and improve the resources and tools offered in this book. If, for example, you have any suggestions for additional competencies or language for the current competencies, let us know, and we will consider them for the next edition. Suggestions can be sent to: [email protected].

How to Download the Forms and Evaluation Statements in This Book

Visit the Wiley web site at www.wiley.com/go/PerformanceAppraisalForms. Use the product search window tool to search by title or author, and when you find this book, follow the instructions there for downloading material.

PART I

TIPS FOR EFFECTIVE PERFORMANCE APPRAISALS

Chapter 1

Guidelines and Tips for Rating Performance

When we speak of rating performance, we are not referring merely to the clerical exercise of checking off boxes and averaging numbers, but also to the crucial business of arriving at sound judgments based on the evidence accumulated over the entire appraisal period. It is a task that requires managers to be fair and objective, and for most people, there is the rub. As a human being and not a robot, all your judgments are to some degree subjective. If there is no evidence to support or contradict your judgment, it is that much harder to know when you are wrong.

Common Rating Errors

In an effort to cope with this problem, industrial psychologists interested in how ratings are done for performance appraisals have categorized the 10 most common rating errors. As you read them, think about which errors you may have observed or of which you may have been a victim.

1. Similar to Me

Tending to rate people higher if they are similar to you (have the same values, interests, preferences), or rating them lower if they are not similar to you

Although this may sound like the behavior of snobs and aristocrats, it is a serious problem in a workforce characterized by increasing diversity, in which some managers cannot relate to the cultural differences of their employees.

2. Positive Leniency

Rating higher than a person deserves

“I give high ratings. It motivates my employees, it makes them feel good.” This approach usually takes the form of giving Bob a higher rating than he deserves to encourage him, hoping he will do better next year. However, Mark and Susan, who work in the same unit, receive the rating they actually deserve. When they see Bob getting a rating as high as theirs although it is obvious to them that he does not deserve it, they may be demoralized and discouraged. And what do you do next year when Bob improve? He can argue that his performance did not change from last year, so why should he get a lower rating? In fact being rated higher than one deserves is actually demotivating (“I can get the rating without working for it”) and fosters disrespect for the process. This rater error is particularly common if the rater is rushed.