Question

almost everyone has had to endure that dreaded, annual "performance appraisal." Please recall such an event and share your experience. How did your experience conform (or not) to the suggestions for creating fair, productive evaluations that are put forth in our lesson. What was your impression at the end of the encounter? Can you speak from the perspective of being the person evaluating others?

Answer 1

The employee performance appraisal is an important career development tool for the manager and employee. The manager can help guide the employee on the path to corporate advancement, and the employee gets a clearer understanding of what is expected from her in her daily job duties. Performance appraisals have a wide variety of effects on employees that managers must identify and understand.

Motivation

An employee performance appraisal can act as motivation for an employee to improve his productivity. When an employee sees his goals clearly defined, his performance challenges identified and career development solutions in place to help advance his career, the effect is to motivate the employee to achieve those goals. Creating a comprehensive plan for employee development and giving an employee achievements to strive for will inspire a higher level of efficiency.

Clarity

Employees perform their job duties to the best of their abilities throughout the year based on guidance from management. Part of a performance appraisal is when a manager and employee review the job description and compare the employee's performance with expectations. This gives the employee a feeling of clarity and understanding that will help him better perform his job duties.

Take Responsibility

To prepare for the annual review, a manager should keep notes of all of the employee's accomplishments and challenges throughout the year. When these are presented to the employee during the appraisal, it gives the employee the opportunity to benefit from her accomplishments and accept responsibility for the performance challenges. By claiming ownership of performance issues, the employee makes the process of career development a more personal commitment.

Teamwork

During a performance appraisal, a manager needs to take time to show the employee how his performance affects the productivity of the entire organization. When employees understand how their performance affects the ability of others to do their jobs, it helps put his own job duties into an overall company context. It helps improve the notion of teamwork among the staff, and can also encourage cooperation to achieve corporate goals.

Examples of Employee Challenges

The likelihood of finding an employee who can say he's never encountered a challenge is slim to nil. Employees face challenges at some time during their careers. These challenges may be directly related to their jobs, such as meeting performance expectations, or they may be personal challenges that have an effect on employment situations.

Job Performance

Employees who work for companies that conduct regular performance appraisals face challenges in performing their job duties according to their employer's expectations. Employers may provide detailed job descriptions, performance standards and all the tools an employee needs to do his job. Yet when appraisal time comes, it's impossible to foresee how a supervisor will assess the employee's job performance. The challenge is in ensuring the employee's job performance is on-point given the subjectivity of most performance appraisals. This may be one of the reasons performance appraisals rank as one of the least favorite aspects of employment for both supervisors and employees.

Workplace Relationships

In many work environments, employees enjoy friendly relationships with their coworkers. And, in some workplaces, coworkers may even become close friends. Still, workplace diversity may present challenges for employees who have previous limited exposure to people from different walks of life. The challenge may be in realizing there are more similarities than differences among people from different generations and cultures, or the challenge of simply being able to understand a coworker who has a different communication style or language. Challenges like these usually become the responsibility of a human resources department that can provide diversity training for the entire workforce.

Ineffective Leadership

Some companies promote their employees into supervisory roles because they demonstrate job proficiency and good work habits, such as never missing a day at work. While employers can train supervisors in areas like management duties, it's often difficult to train a supervisor -- or, a manager -- who doesn't have basic leadership capabilities. When this happens, the employees who report to that supervisor may face the challenge of reporting to someone who doesn't have the requisite skills to lead others. Employee-supervisor relationships can therefore become strained. This creates a challenge for both sides and often may only be resolved by human resources intervention or through a frank discussion between the supervisor and employee about their differences.

Work-Life Balance

With the rising number of employees who are always connected to the workplace via technology, such as laptops, smartphones, pagers and other devices, it's a challenge for many workers to separate their lives from their work. In addition, scheduling family obligations such as child care, school meetings or care for an ailing family member can also present challenges for employees. Employers who realize this offer benefits packages that include telecommuting or flexible scheduling, and generous paid time off to accommodate their employees.

Are you interested in tips about how to make performance reviews successful in your organization? While performance review methods and approaches differ from organization to organization, universal principles about how to talk with an employee about his or her performance exist.

Whether it’s a performance review, a salary adjustment meeting, or the implementation of a performance improvement plan (PIP), these tips will help you more confidently lead the meeting.

These tips are applicable in your daily conversations with employees. They are alsocritical in your periodic, formal meetings with employees to discuss job goals and performance. These ten tips will help you make performance reviews positive and motivational. They will improve—not deflate—your ability to interact with your reporting employees.

Performance Review Tips

The employee should never hear about positive performance or performance in need of improvement for the first time at your formal performance discussion meeting unless it is new information or insight. Effective managers discuss both positive performance and areas for improvement regularly, even daily or weekly. Aim to make the contents of the performance review discussion a re-emphasis of critical points.

In the interest of providing regular feedback, performance reviews are not an annual event. Quarterly meetings are recommended with employees.

In one mid-sized company, job planning and evaluation occurs twice a year. Career development planning for employees is also scheduled twice a year, so the employee discusses his or her job and career, formally, four times a year.

No matter the components of your performance review process, the first step isgoal setting. It is imperative that the employee knows exactly what is expected of his or her performance.

Your periodic discussions about performance need to focus on these significant portions of the employee’s job.

You need to document this job plan: goals and expectations in a job plan or job expectations format, or in your employer's format. Without a written agreement and a shared picture of the employee’s goals, success for the employee is unlikely.

During preparation and goal setting, you need to make how you will evaluate the employee’s performance clear. Describe exactly what you’re looking for from the employee and exactly how you will assess the performance. Discuss with the employee her role in the evaluation process. If your organization’s performance review process includes an employee self-evaluation, share the form and talk about what self-evaluation entails.

Make sure that you also share theperformance review format with the employee, so she is not surprised at the end of the performance review time period. A significant component of this evaluation discussion is to share with the employee how your organization will assess performance.

The employee needs to understand that if he does what is expected, he will be considered a performing employee. In someorganizations that rank employees, this is the equivalent of a three on a five-point scale.

An employee must do more than just perform to be considered an outstanding employee.

Avoid the horns and halo effect in which everything discussed in the meeting involves positive and negative recent events. Recent events color your judgment of the employee’s performance. Instead, you are responsible for documenting positive occurrences such as completed projects, and negative occurrences such as a missed deadline, during the entire period of time that the performance review covers.

(In some organizations, these are called critical incident reports.) Ask the employee to do the same so that together you develop a comprehensive look at the employee’s performance during the time period that your discussion covers.

Solicit feedback from colleagues who have worked closely with the employee.Sometimes called 360-degree feedbackbecause you are obtaining feedback for the employee from his boss, coworkers, and any reporting staff, you use the feedback to broaden the performance information that you provide for the employee.

Start with informal discussions to obtain feedback information. Consider developing a format so that the feedback is easy to digest and share with the manager.

If your company uses a form that you fill out in advance of the meeting, give the performance review to the employee in advance of the meeting. This allows the employee to digest the contents before her discussion of the details with you. This simple gesture can remove a lot of the emotion and drama from the performance review meeting.

Prepare for the discussion with the employee. Never go into a performance review without preparation. If you wing it, performance reviews fail. You will miss key opportunities for feedback and improvement, and the employee will not feel encouraged about his successes. The documentation that you maintained during the performance review period serves you well as you prepare for an employee's performance review.

If needed, practice approaches with your Human Resources staff, a colleague, or your manager. Jot notes with the main points of feedback. Include bullet points that clearly illustrate the point you plan to make to the employee. The more you can identify patterns and give examples, the better the employee will understand and be able to act upon the feedback.

When you meet with the employee, spend time on the positive aspects of his or her performance. In most cases, the discussion of the positive components of the employee’s performance should take up more time than that of the negative components.

For your above average performing employees and your performing employees,positive feedback and discussion about how the employee can continue to grow her performance should comprise the majority of the discussion. The employee will find this rewarding and motivating.

No employee’s performance is completely negative—if so, why does the employee still work for your organization? But, don’t neglect the areas that need improvement either. Especially for an underperforming employee, speak directly and don’t mince words.

If you are not direct, the employee will not understand the seriousness of the performance situation. Use examples from the whole time period covered by the performance review.

The spirit in which you approach this conversation will make the difference in whether it is effective. If your intention is genuine, to help the employee improve, and you have a positive relationship with the employee, the conversation is easier and more effective. The employee has to trustthat you want to help him improve his performance. He needs to hear you say that you have confidence in his ability to improve. This helps him believe that he has the ability and the support necessary to improve.

Conversation is the key word when you define a performance review meeting. If you are doing all of the talking or the meeting becomes a lecture, the performance review is less effective. The employee will feel as if he was yelled at and treated unjustly. This is not how you want employees feeling as they leave their performance reviews.

You want an employee who is motivated and excited about his ability to continue to grow, develop, and contribute. Aim for performance review meetings in which the employee talks more than half of the time. You can encourage this conversation by asking questions such as these.

• What do you expect to be the most challenging about your goals for this quarter?
• What support can the department provide for you that will help you reach these goals?
• What are your hopes for your achievements at our company this year?
• How can I be a better manager for you?
• How often would you like to receive feedback?
• What kind of schedule can we set up so that you don't feel micromanaged, but I receive the feedback that I need as to your progress on your goals?
• What would be a helpful agenda for our weekly one-on-one meetings?

If you take these performance review tips to heart and practice these recommendations in your performance review meetings, you will develop a significant tool for your management tool bag.

The performance review can enhance your relationship with employees, improve performance for your organization, andenhance employee-manager communicationsignificantly—a boon for customers and work relationships.