Regular readers will know that we are passionate about helping our clients manage and develop staff performance. In this article HR Advantage consultant Laura Cerasale focuses on one element of performance management - performance appraisals.
At the heart of any performance management system is an effective dialogue between manager and subordinate. In many organisations this takes the form of an appraisal.
Why carry out appraisals?
The main objective of appraisal systems is to formally review employees' performance and potential, benefiting
both employers and employees, through improving job performance, identifying strengths and weaknesses and by determining training and development needs.
Appraisals that focus on poor performance (especially if this is the first time it is mentioned) can be de-motivating for the employee and therefore ineffective.
Equally though, poor performance should not be ignored during the appraisal review. Many a claim for unfair dismissal has reviewed the information contained in appraisal reports.
What makes an effective appraisal?
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Both employer and employee understanding what the role is responsible and accountable for. This is where a good quality job description pays dividends.
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An honest review of past performance - against agreed objectives and also against the job description. This will highlight employee strengths and weaknesses and is an essential measurement tool.
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Considering the strengths of an employee - don't focus on negatives.
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Always giving constructive feedback - provide an issue, a solution and a timescale.
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Agreeing training and development plans. This should highlight specifically what needs to be done, who needs to be responsible for ensuring that it is done and when it should be done by.
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Setting and agreeing objectives. These objectives must be specific, relevant, measurable, and then reviewed more frequently than once a year.
Key points for employers
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Don't dodge this issue; employees want and need to know how they are doing and what you expect of them.
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Good performance management often marks the difference between an average and high performing workforce.
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Make sure that key managers are fully committed to the appraisal process.
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Monitor the appraisal process regularly to ensure that it is being carried out correctly and that it still meets the needs of the business.
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Give appraisers adequate training to enable them to make fair, objective and consistent assessments, and to ensure that they carry out the appraisal interview effectively.
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Use the appraisal process to check that you have sufficient skills in the business so that if one individual leaves, the department or function is not put at risk.
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Develop succession plans.
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Keep the appraisal scheme simple and straightforward.
Remember, appraisals are not simply tools for improving performance - they are a two way open discussion that can develop trust, honesty, ideas, and most of all, a feeling of worth.
For further information about the appraisal process, please contact
