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Performance Appraisals & Phrases For Dummies

From Performance Appraisals and Phrases For Dummies by Ken Lloyd Workplace performance appraisals and reviews can often be challenging for managers and supervisors. hese checklists and tips help guide you through preparing for performance evaluations! conducting employee reviews! avoiding common appraisal mistakes and pitfalls! and following up with employees after the appraisal is complete.

Preparing to Appraise Job Performance


When conducting performance appraisals in the workplace! make sure that you are well prepared to assess your employees" performance and deliver your evaluation. #se this checklist to help you provide meaningful! motivational! and lasting feedback for your employees.

See yourself as a leader. $f you approach the appraisal process as your employees" buddy! you"ll have difficulty being ob%ective & and they"ll have difficulty accepting your feedback. Set positive expectations. $f you e'pect performance appraisals to go smoothly! effectively! and productively! it"s far more likely that they will. Spend time with your employees. he more familiar you are with your employees and their performance! the more accurate and acceptable your feedback will be. now the system. Look over your company"s performance appraisal system and be sure you know e'actly how it works. !ac"#time the process. (et the dates of the appraisal sessions first! and then work backward to establish the benchmark actions that you need to complete before meeting with the employees. $ather and review all the relevant data. Look through your notes and supplement them with your employees" %ob descriptions! last year"s appraisal! the ob%ectives that you established with your employees! each employee"s file! and your employees" self)evaluations and *+,)degree feedback forms -if you use them.. %omplete the evaluation forms. (tart with written comments and phrases! and then select numerical ratings that fit what you"ve written. /eview the recommended raises! if any! and then finali0e the evaluations. Plan the agenda for the meeting. 1e sure to provide e'tra time at the end to complete the discussions and answer all 2uestions.

&ow to %onduct a Performance Appraisal in the 'or"place

As you conduct performance appraisal sessions as a manager or supervisor! use the following guidelines to help you increase the likelihood of having a positive and productive e'change with your employees.

(pen on an upbeat note. (tart the discussion with friendly greetings & this sets the tone for the rest of the session. )ay out the framewor". Let employees know the topics you plan to cover! as well as the order in which you plan to cover them. As" for *uestions. his will raise employees" comfort level and eliminate nagging issues that could distract them. Focus on performance. Keep your feedback focused on your employees" performance! especially in terms of meeting ob%ectives! achieving results! handling critical incidents! and developing competencies. Discuss the evaluations. Walk through the evaluations with your employees and provide them with specific information regarding the rationale behind your ratings. $f you use self)evaluations! discuss the points where you and your employees agree and disagree. )isten actively. /ephrase and summari0e what your employees say! to make sure you truly understand them. %larify the overall ratings. Discuss the overall ratings with your employees and provide specific information regarding the criteria that you used to determine them. +nd the sessions positively. (ummari0e the discussion! ask for final 2uestions! set follow)up dates for goal setting! have the employees sign hard copies of the evaluations! and end with positive e'pectations.

&ow to Follow ,p after a Job Performance Appraisal Session


After you"ve conducted and completed performance appraisal or evaluation sessions with your employees! it"s time to shift your focus from their past performance to their future performance. hese tips will help you to manage your employees more effectively and ensure that they meet future performance goals.

Set performance goals with each employee. hese goals focus on the employee"s specific performance on the %ob! such as his productivity! output! results! competencies! and behaviors. Set developmental goals with each employee. hese goals focus on building the employee"s e'pertise! skills! and abilities. he idea is to make strengths even stronger! as well as to develop the areas in which the employee"s knowledge and skills are deficient. %reate real goals. /eal goals are specific! achievable! prioriti0ed! measurable! supported by action plans! aligned with the company! linked to your goals! and accepted by you and your employees.

'ander around. 3our effectiveness in the performance appraisal process! as well as your effectiveness as a manager! will be greatly enhanced if you spend time working directly with your employees! observing their performance! and maintaining a high degree of contact and communication with them throughout the evaluation period. !e a coach. ake the time to regularly recogni0e your employees when they"re performing particularly well! and to provide them with formal and informal coaching! guidance! feedback! direction! and follow)up not only to further build their strengths! but also to upgrade their performance in areas where it has fallen short. -emember your role. 3ou are your employees" central role model! and that makes you their most compelling trainer.

+ffective 'ords to ,se in a 'or"place Performance Appraisal


As you appraise an employee"s performance! you can pack a powerful punch if you use certain key words. 4ere are the most effective words you can use in a variety of %ob performance appraisal categories5

.uality and *uantity of wor"/ accuracy, thoroughness, productivity, and goal attainment %ommunication and interpersonal s"ills/ teamwork, cooperation, listening, persuasion, and empathy Planning0 administration0 and organi1ation/ goal setting, prioritizing, and profit orientation )eadership/ accessibility, responsiveness, decisiveness, collaboration, and delegating Job "nowledge and expertise/ knowledge base , training, mentoring, modeling, and researching

Attitude/ dedication, loyalty, reliability, flexibility, initiative, energy, and volunteering +thics/ diversity, sustainability, honesty, integrity, fairness, and professionalism %reative thin"ing/ innovation, receptiveness, problem solving, and originality Self#development and growth/ learning, education, advancement, skill building, and career planning

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