1 / 7

Performance Appraisals

Performance Appraisals. “No matter how small, acknowledge the achievement.” - Greg Henry Quinn. How are we doing? What are our strengths? What are our weaknesses? Who should be rewarded?. The logic is simple – performance appraisals are used to improve performance.

deiondre
Télécharger la présentation

Performance Appraisals

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Performance Appraisals “No matter how small, acknowledge the achievement.” - Greg Henry Quinn

  2. How are we doing? • What are our strengths? • What are our weaknesses? • Who should be rewarded? The logic is simple – performance appraisals are used to improve performance. JOB DESCRIPTIONS A. Every employee should have a current, clearly written job description: • States the work in action-oriented format • States all information clearly in as few words as possible. • Gives comprehensive descriptions (List all work required). • Gives specific types and models of all machines, tools, or equipment. • Indicates which work tasks are more important than others. Employees should know what is expected of them and how they will be evaluated.

  3. Leaders should focus their attention in three areas: 1. Preparing for the Appraisal: • Writing or updating job descriptions. • Reviewing and revising appraisal instruments. • Making sure employees know what is expected of them. LEADER’S ROLE B. 2. Doing the Appraisal: • Completing the appraisal instrument.. • Ensuring objectivity. • Preparing for the appraisal interview. • Listening and soliciting employee input. • Conducting the appraisal interview. • Ensuring against interruptions. • Ensuring privacy. 3. Follow up: • Encouraging • Assisting • Monitoring

  4. Main goal is to improve employee performance. • Ratings should be based on facts. • Rating people higher who are like us . . Personality bias. • An employee’s strong point cause you to overlook their • weak points . . Halo effect. • Rating employees in more important jobs higher than those • in less important jobs . . Pecking order bias. OBJECTIVE APPRAISALS C.

  5. Explain the purpose of the performance appraisal. • Discuss the rating. • Solicit feedback. • Set goals for improvement. • Follow-up and feedback. FACILITATING APPRAISALS D. Other Strategies: • Be positive. • Be prepared. • Be realistic. • Do not focus only on the negative. • Make feedback a two-way process. • Listen

  6. Word comments carefully to avoid sounding harsh or scolding: • How would you react? • Get better results by giving feedback. DISCUSSION LEGAL ASPECTS E. F. Freedom of Information Act requires care, objectivity, and rules. Leaders should be familiar with basics of a legal appraisal. 1. Documentation . . . Keep comprehensive records. 2. Focus on performance, not personality. 3. Be positive, Constructive and Specific. 4. Be Honest and Treat All Employees The Same 5. Apply Objective Standards Turn to your workbook for Appraisal Exercises.

  7. PAINLESS PERFORMANCE IMPROVEMENT 1. State what you observe, not what you feel. 2. Wait for a response. 3. Remind employee of the goal. 4. Ask for their specific solution. 5. Agree together on a solution. 6. Follow through.

More Related