Performance Appraisal – An Objective Look

PERFORMANCE APPRAISAL ‘AN OBJECTIVE LOOK’ Quantum leap Learning, Bangalore 080-41663430 [email_address]

Objectives of the Workshop
Ensure the maximum effectiveness of the process
Importance and the implications of the Performance appraisal to the organizations
Methods to be followed, the principles and the processes of the appraisal, how to maintain objectivity in the appraisal, Responding to employee reactions, Observing and measuring performance, Structuring the interview with the focus on improving performance.
.

What Is Appraised?
CORE COMPETENCIES
FUNCTIONAL COMPETENCIES( KNOWLEDGE, TECHNICAL/TRANSFERABLE SKILLS)
BEHAVIORAL COMPETENCIES ( TRAITS, SELF IMAGE, ATTITUDE)
THRESHOLD COMPETENCIES DIFFERENTIAL COMPETENCIES

Management by Objectives (MBO)
The Principles
Everybody within the organization Should have a clear understanding of the aims, or objectives, of that organization, as well as awareness of their own roles and responsibilities in achieving those aims.
MBO creates Empowerment that recognizes "the demise" of the command-and-control system, but remains a term of power and rank.

"MBO is one of the rational school of management's successful products."
– The Economist

Critical questions in MBO
What are the appraises’ goals?
What specific objectives must they meet in the next week, month, quarter, year?
How will you measure success towards their goals and what feedback do you have to check their results against their goals?
How will you know that they've achieved your goals?
What do they have to do to achieve your goals?
What performance standards must they reach?
Are you linking their individual goals to those of your company?

Defining the objectives in an MBO
An objective is a specific step, a milestone, which enables you to accomplish a goal
The objectives must be:
Be specific
Be measurable
Be Agreeable
Be Realistic
Be time bound

Performance Appraisal is…
A Shared Responsibility
To Plan, Monitor And Review
Is an Ongoing Developmental Process
Is a Motivational Exercise
To “OBSERVE And EVALUATE An Employee In Relation To PRE-SET Performance Standards

Barriers to Effectiveness
Thinking Appraisals involve confrontation because it requires facing conflict and dealing with disagreement
Believing Appraisals are time- stealers
Lacking a systematic format which ensures that all pertinent issues are covered so that conclusions can be accurately drawn
Believing that Appraisals are futile because it’s your word against your employees’
Jumping into Money talk
Absence of Regular feedback through the performance cycle

Ten more Barriers to Effectiveness
Gut feeling (subjectiveness), Biases, Stereotyping, First impression
Lack of follow-up
Improper preparation; poor documentation
Attribution - tending to see poor performance more within control of the individual and superior performance as more of an influence of external factors
Contrast effect - contrasting one employee's accomplishments against another
Central tendency (forced bell curve) - expecting in any group that there will be some poor employees and some great employees
Recency effect: over - emphasis on recent performance
Inadequately defined and/or misunderstood standards/goals
Poor interviewer (poor environment, poor use of time, domineering, poor listener, etc.
Conducting an "annual" review (as opposed to the ongoing review)

5 key Components of Appraisal /Review
Planning and Preparation
Starting the Meeting
Discussion
Closing
Follow-up

The first step is to give the employee sufficient notification of the date of the meeting make sure that you allow sufficient time for you to rate your employees and for your employees to complete their self-appraisal
Note any discrepancies that exist between your ratings and the employee’s self-appraisal and prepare to answer those
Prepare to not only provide the ratings, but also discuss the reasons for the ratings
Prepare to support your reasons with actual examples that stay focused on performance-related behaviors
In order to be optimally prepared for the interview, select the exact words to use for introductory statements and to confront defensiveness

Gather:
the job description and performance standards
goals set from the last appraisal
work rules and procedures
your documentation notes
any feedback or letters from customers/co-workers
current disciplinary memos
the previous performance appraisal
Before filling out the appraisal form, take a moment to:
list the main areas of responsibility
what the employee has done well
what the employee needs to improve in
what you can do to help the employee do a better job

Remember to avoid:
Halo Effect - tendency to overrate a favored employee, or an employee who had a prior good rating
Horns Effect - tendency to rate an employee lower than circumstances warrant
Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance
Cookie Cutter Effect - not focusing on individual specific performance and rating all your employees, or groups of employees the same

Conducting the Appraisal discussion

The opening of the meeting should put the employee at ease as quickly as possible
"I’d like to start by hearing you talk about your accomplishments over the last year. What things did you do that you’re really proud of?"
"Where did you feel you could have done better?”
“ As you try to work on that in the upcoming year, what would make it more likely for you to be successful?”
Using "I" statements, begin with something like: "Now, I’d like to express to you what I was looking for and how I saw your performance.”
Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments.

Using "I" statements, begin with something like: "Now, I’d like to express to you what I was looking for and how I saw your performance.”
Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments.
Promote and encourage dialog, if there is no verbal communication, distrust and resentment may emerge
You should recognize the dynamics and retain control of the meeting

Do not be drawn into discussions concerning other behaviors and other employees
The discussion of future performance is very important for summarizing the evaluation aspect and helping both of you close the meeting in a positive fashion
Ask open-ended questions.
Match your words with appropriate facial and body language
Paraphrase to ensure understanding
Emphasize points of agreement
Make a special effort to listen

“ Mistakes my Managers make” the Industry Experts Speak –collated data/remarks
Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication.
Forgetting appraisal is about improvement, not blame.
Thinking a rating form is an objective, impartial tool.
Stopping performance appraisal when a person's salary is no longer tied to the appraisals
Believing they are in position to accurately assess staff.
Canceling or postponing appraisal meetings
Measuring or appraising the trivial
Surprising employees during appraisal

Closing and follow up Spend only about 30% of the time discussing the past and 70% talking about future performance,"

Identify Training and development needs based on the evaluation
Share the employee’s additional views/ answer questions
Decide on the next feedback session to follow up on the goals set
Ask/offer to put the details of the agreeable terms of the meeting in an email to document
Motivate the Employee to look ahead and charter the future course of performance
Thank the Employee for his/her time

CALL THE TRAINING AND DEVELOPMENT TEAM!
Sidharth Wadhwa - 9 year highly accomplished career track record, that include successfully carrying out training intervention, needs analysis and people development workshops at various levels across IT, ITes and Manufacturing Industry in India; Sidharth Wadhwa is a Certified Learning and development Manager and a Certified Psychometrics Professional.
Sindhu Upadhyay -Certified Behavioral Coach with over 9 years experience in conducting workshops on Leadership, EQ, Assertiveness, Managerial effectiveness, Behavioral Interviewing skills and Performance Management. She is a Post Graduate in Communication Management with certification in Applied corporate psychology.
Quantum Leap, 54, 7th main, 10th Cross, JP Nagar-7th Phase Bangalore - 560078 Phone no: +91 9342231648/9845223842/080-41663430 training@qllearning.com

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Performance Appraisal – An Objective Look

by cindyandthecity on Nov 23, 2008

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