Performance appraisal strengths weaknesses

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performance appraisal strengths weaknesses

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Performance appraisal strengths weaknesses

  1. 1. Performance appraisal strengths weaknessesIn Americas best-run and most-admired organizations, employee performanceappraisal is a vital and vigorous management tool. No other management process hasas much influence on individuals careers and work lives.Used well, employee performance appraisal is the most powerful instrument thatorganizations have to mobilize the energy of every employee in the enterprise towardthe achievement of strategic goals. Employee performance appraisal can focus eachpersons attention on the companys mission, vision and values. And ideally, theprocess can answer the two fundamental questions that every single person in theorganization wants the answers to: What do you expect of me? And How am I doing?But most folks scoff at the idea that there might be a perfect system for doingemployee performance appraisal. They think that since their organization is "unique,"then their system for analyzing employee performance must be unique, too. Howfoolish.Dont scoff -- there is an ideal method for the assessment process. In organizationsthat take employee performance appraisal seriously and use the process well, thesystem functions as an on-going process - not merely an annual event - by following afour-phase model.Phase 1 -- Employee Performance PlanningAt the beginning of the year, the manager meets with each person for discussion onthe planning piece of the employee performance appraisal process. In this hour-longsession they discuss the "how" and the "what" of the job:o How the person will do the job (the behaviors and competencies expected of thecompanys members), ando What results the person will achieve over the next twelve months (the keyresponsibilities of the persons job and the goals and projects the person will work on).They also discuss the individuals development plans. This discussion immediatelygenerates improved employee performance because people know exactly whatsexpected of them. And as the manager, you have just earned the right to hold peopleaccountable at the end of the year by making your expectations of them clear from thestart.Phase 2 -- Employee Performance ExecutionOver the course of the year, employee performance should be focused on achievingthe goals, objectives and key responsibilities of the job. The manager providescoaching and feedback to the individual to increase the probability of success andcreates the conditions that motivate and resolve any performance problems that arise.
  2. 2. Midway through the year -- perhaps even more frequently -- they meet to review theindividuals progress toward the plans and goals discussed in the employeeperformance planning meeting. And the employee is responsible for certain elementsof that progress - seeking out coaching and asking for feedback are two key examples.Phase 3 -- Employee Performance AssessmentAs the time for the formal employee performance appraisal approaches, the managerreflects on how well the subordinate has performed over the course of the year,assembles the various forms and paperwork that the organization provides to makethis assessment, and fills them out. The manager may also recommend a change in theindividuals compensation based on the quality of the individuals work.Best practice calls for the appraisers boss to review the completed assessment formbefore discussing it with the assessed employee. One key here is not falling victim tothe "myth of quantifiability" -- the erroneous belief that in order to be objective youvegot to have numerical data to prove your assessments. Nonsense! An employeeperformance appraisal is a record of a managers opinion of an employees quality ofwork, so dont shirk from candidly providing that opinion.Phase 4 -- Employee Performance ReviewThe manager and the subordinate meet, usually for about an hour. The employeeperformance appraisal form is reviewed with the self-appraisal that the individualcreated assessing her own performance. The manager and employee talk honestlyabout how well she performed over the past twelve months: Strengths, weaknesses,successes and areas needing improvement. At the end of the review meeting they set adate to meet again to hold an employee performance planning discussion for theupcoming twelve months, starting the process anew.This four-phase performance appraisal process not only transforms employeeperformance management from an annual event to an on-going cycle, it tightly linksthe performance of each organization member with the mission and values of thecompany as a whole. And thats the real purpose of employee performance appraisalin the organization. The real value is focusing everyones attention on what isgenuinely important -- the achievement of the organizations strategic goals throughdemonstration of the companys vision and values in each employees day-to-daybehavior.http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms forperformance appraisal.

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